REDPOINT specializes in the optimization and transformation of complex value-added processes (also known as supply chains or value chains). Based on our holistic solution competence and our best practice methods, we design excellent value creation chains from the product idea to the customer in the process of digital transformation. REDPOINT stands for outstanding professional and social competence, creativity, absolute integrity and enthusiasm.
Change can be fun!
To survive in a dynamic competitive environment, companies need to regularly review their strategies and business models.
"Strategy is an economy of forces."
In particular, the digital transformation opens up a new playing field with almost unlimited possibilities. Ultimately, however, only relatively few strategic elements or enablers will generate real and sustainable competitive advantages. It will be crucial for you to set the right priorities and make the most of your limited financial and human resources.
Together with you, we will find answers to key strategic questions along the value chain, such as:
- Which factors influence the long-term success of our business?
- How can we build new strategic competitive advantages across the value chain or supply chain?
- What is our SCM strategy? y
- How must our business model change to ensure profitable growth in future? What can digitization contribute?
- How can we manage growth and increasing complexity?
An altered strategy is usually the starting point for a business transformation. By that we mean a structural change in your value chain. To do this, we operationalize the strategic objectives, define concrete action areas and bring them to the timeline in the form of a long-term strategy roadmap.
This Roadmap contains the elements that will best benefit your business for the future. By working out Quick-wins, one can achieve success after a short time.
Typical elements are, for example:
- Modern and standardized planning and control processes from sales planning to occupancy planning for a high punctuality, planning stability and flexibility
- Focused market development for the optimal allocation of resources to the most attractive target markets
- Lean, fast and reliable business processes for inquiries and/or order processing, which offer a shorter response time compared to external market participants
- Modern and reactive purchasing processes for the secure supply of materials in the face of overheated procurement markets
- Design of flow-oriented manufacturing segments / cells with short lead times and higher productivity
Decisive point here: A business transformation always involves a major change process in the organization and among the people affected. Thanks to our many years of experience and our sophisticated methodology in change management, we can provide you with optimum support here.
"Strategy is a pattern in a flow of decisions."
For us, change management means the active and goal-oriented planning, realization and evaluation of holistic change measures, i.e. processes, structures, attitudes and behavior to achieve your business goals.
A typical example is the development of a powerful and process-oriented SCM organization. The appropriate general organizational model is a multi-line organization that creates clear accountability for value chain management. As a rule, independent organizational units are formed which have the clear responsibility for planning and controlling a complete supply chain.
Without such overall process responsibility, it is hardly possible in practice to solve planning conflicts quickly and eliminate reactive power in the supply chains in the form of time and inventory buffers. The competencies have to be balanced between planning and line functions according to the company situation. This organizational change is one of the keys to success for SCM.
Digital Supply Chain
AI, IoT, deep learning, blockchain, platforms, etc., plus Google, Amazon, e-Bay, PayPal, etc. At virtually every corner today we hear this mix of keywords and successful business models. But what does that mean specifically for my own company? How do we manage to get from digital hype to sustainable innovation and true customer value?
"It's almost impossible to attack yourself disruptively. Because we all know the reasons for the inefficiencies of the systems in which we work. That blinds us to their shortcomings. "
For us, the digital supply chain or digital value chain describes the systematic change process of an organization that enriches or even completely changes its value added processes or supply chains with digital technologies in order to remain competitive or gain even greater advantages in the market ,
If this change takes place within the framework of the existing business model, then this is primarily about an intelligent solution transformation. For Business Model Innovation please click here.
"If you digitize a shit process, you get a shit digital process."
Based on this, we will develop the directions for the digital development of your supply chain with you and define the concrete fields of action for the implementation. And of course we accompany you through the implementation process.
Agile product development
Have you ever wondered how you can survive as a company in the “Vuca * world” of today? Vuca = volatile, uncertain, complex, ambiguous
The basic conditions and customer requirements can be different tomorrow than they are today. The previously functioning procedures are no guarantee for the company’s success. The dependencies and interactions are steadily increasing. It is therefore increasingly difficult to say which demands will be placed on the products of tomorrow.
"It is a great advantage in life to make the mistakes that you can learn from as early as possible."
The operation of agile product development is mainly based on the known PDCA cycle, i. Plan – Do – Check – Act. The focus is on the product vision, which creates the greatest possible added value for the benefit of the customer. In an extension of traditional project management, agile product development is iterative and in short sprints. These are embedded in a high-level plan of action, which receives the rough milestones over the entire project period.
Gradually, the requirements of customers in the sprints are further specified and detailed. The requirements are translated into initial prototypes, tested together with the customer and further improved based on their input. Thus, the dilemma can be effectively countered by having to make trend-setting and extremely cost-effective decisions with uncertain information in the early phase of product development.
We develop the procedure for agile product development projects with you individually and according to your needs. On the basis of our proven procedure model, the development projects are classified according to their suitability for agile or classical methods. The result is a project-specific methodology for your development projects. You benefit from our experience, which we have built up over many years in the use of agile project methods – whether Design Thinking, Scrum, Kanban or even individual, agile elements in combination with the classic project management.
Typical issues that move our customers are these, e.g.
- How can we make sure we are doing the right thing for our customers?
- What offers the most added value for the customers?
- How can we shorten development times?
- How can the knowledge and experience from all areas be incorporated into new products?
"We often fail because we want to solve the wrong problem rather than the wrong solution to the right problem."
Variant Management and Systems Engineering
Nutella glasses with personalized labels, your individually self-configured car or sports shoes embroidered with your name – the trend towards customization has been steadily increasing for several years now. The challenge is to be able to offer this variant variety at constant or even lower costs.
"Any customer can get his car painted in any color as long as the color he wants is black."
The trend towards customization affects the entire company. In production, for example, production lines are designed so that different variants can be produced on one line. The requirements are cleverly bundled in purchasing in order to continue to achieve cost advantages through volume effects.
The later cost structure is set much earlier: in product development. The product architecture influences among others …
- … in the development the number of design calculations or designs.
- … the number of set-up processes or variant-specific production steps in production. .
- .. in procurement, the amount of piece size digression or the effort required to plan material requirements.
- … in after sales the number of spare parts or scope of technical documentation.
The list could be continued ad nauseam. The fact is: the product architecture has a decisive influence on the complexity and therefore on the entire cost structure of your company. Numerous approaches and methods are available today: from the modularization of the product structure to the construction kits to the management of sophisticated platforms.
For us, variant management has two sides: On the one hand, exact knowledge of the product characteristics required by the market is necessary in order to optimize the offer accordingly. On the other hand, the conception of a variant-efficient product architecture is a prerequisite for economic implementation. Thus, a highly modular product architecture is suitable if many different customer variants are to be provided in comparatively small quantities.
"It is not the entrepreneur who pays the wages - he only hands over the money. It's the product that pays the wages."
With us you benefit from our years of experience. You receive assistance in determining the property variance that is actually required. Together, we discuss the consequent impact on component variance and derive measures to optimize supply. We analyze your existing product and component diversity with regard to the cost / benefit effects. Based on the analysis of the existing product architecture and the requirements of the product, we systematically derive optimization potential. For new developments, we design an economically optimal product architecture based on predicted variants and quantities.
Their result: an optimal range of variants based on a cost-efficient product architecture
Lean supply chain management
The term lean supply chain management (Lean SCM) refers to the combination of two significant management concepts, the lean production resulting from the Toyota production system and supply chain management geared to better coordination of supply chains.
"Lean production is a counterfeiting method in Europe, which the Americans assume is practiced by the Japanese."
Lean SCM aims to significantly and sustainably increase the effectiveness and efficiency of the value chain through a suitable combination of lean principles, organizational development and modern information technology and to minimize the use of resources and the time required to meet market requirements. Lean SCM thus goes beyond the traditional approaches of lean production and supply chain management.
An example of this are hybrid systems for optimal coordination and acceleration of the supply chain. For continuous volume products, simple pull methods should be used wherever possible and lot sizes should be massively reduced. For complex products, low and fluctuating consumption levels, or custom parts, Advanced Planning Systems (APS) typically need to be applied as an information technology platform for supply chain management (SCM).
Typical issues that move our customers are e.g.
- Optimization of the production and distribution network as well as the factory structures
- Closer integration of sales, production and procurement planning (à Sales & Operations Planning)
- Improved supply chain design with optimal customer decoupling points and inventory levels, as well as appropriate segmentation and the right mix of control methods (push / pull)
- Effective synchronization of production and order-related development and construction.
- Optimum production segmentation with decentralized detailed planning/control
- Improved make-or-buy mix plus optimal sourcing strategy
Modern shop floor management
Our team of experienced experts works with you to develop the optimal concepts, validates and evaluates the measures with the help of benchmarking and simulations and accompanies you in the implementation in the daily business.
Sales & Operations Planning / Integrated Business Planning
Are you already planning, or are you still excelling? Excellent coordination of the value chain still offers significant competitive advantages and dramatic savings potential for most companies, especially in high-wage countries. Everyone wants to optimally plan and control their supply chain – but how?
"After we finally lost sight of the goal, we doubled our efforts."
In recent years, the terms Sales & Operations Planning (S&OP) and Integrated Business Planning (IBP) have emerged. It is an integrated management and planning process designed to align operational plans across all business functions and to achieve business objectives with the utmost security. S&OP was originally developed to enable efficient planning and control of the flow of goods.
"It is not important to foresee the future, but to be prepared for the future."
The problem: S&OP or IBP is much more than just software. The economic effects can only be achieved through a somewhat complex interaction of organizational structure, processes, clear roles and responsibilities, the “Supply Chain Operating Model”, as well as IT and change management.
Based on numerous projects on this topic, REDPOINT has built up a comprehensive know-how that covers all aspects of supply chain planning and operations as well as a wide variety of industries. With the help of our maturity and implementation models, we are able to further develop your management and planning processes in a short time and increase the efficiency of your supply chain.
We also bring outstanding expertise in Advanced Planning & Scheduling (APS). These are software systems that assist the planner in solving planning problems in supply chain management (SCM) with the help of model-based approaches from the field of Operations Research. In contrast to the more transaction-oriented PPS or ERP systems, APS solutions offer the possibility of generating feasible and even optimized plans on the basis of current planning data and restrictions. REDPOINT supports you here in optimizing your existing planning system or the successful introduction of a new one.
Procurement optimization and product cost management
The classic image of shopping has changed significantly, especially since the 1980s, and the trend continues unabated. Henry Ford already recognized that unspent money arrives directly in the “bottom line”. The added value of modern shopping, however, goes far beyond.
"One does not become rich through what one earns, but through what one does not spend."
Henry Ford Procurement of the future consistently focuses on purchasing competitive advantages. This means shopping for “values” that gives the company a head start over the other market participants.
Derived from the corporate strategy: the corporate purchasing function :
- Cost leadership, e.g. Cost reduction in direct and indirect materials as well as the project requirements by renegotiation or renegotiation, bundling of material and suppliers, supported by negotiation and negotiation contract negotiations
- Technology leadership, e.g. Sourcing high technologies, purchasing innovations from the supplier base, securing inventions for your own innovation or introducing IOT or I4.0 approaches
- Quality leadership, e.g. Certification of the purchase according to IATF16949 and stringent further development of the supplier base according to IATF standards, quality assurance agreements and holistic end-to-end (E2E) supplier management in the supply network
- Time-to-market strategy, e.g. Acceleration of (new) product introduction through early integration of purchasing, advanced procurement engineering or lean administration in the procure-to-pay process.
Based on the strategy, the leadership, core and support processes are designed and, if necessary, accelerated by appropriate systems and tools. A clear interface model with unambiguous tasks, competences, powers and responsibilities (A / K / B / V) are indispensable elements here.
Organizational considerations often arise from the corporate strategy. Management decisions often require appropriate adjustments in strategic, tactical and operational purchasing. Depicting processes in a centralized or decentralized organization is as challenging as introducing a hybrid organization.
Implementing the newly designed processes in a high-performance organization requires regular accompanying change management to ensure lasting effectiveness.
Occasionally, you may experience the gut feeling that your purchase could add more potential and drive the business forward. In this case, for example, a lean “360 ° Quick Scan” provides first clues to the potentials in the strategy, the processes and the organization.
In the joint project we accompany the future-oriented realignment of the purchasing function, individually according to the current company situation and the planned evolution of the company development.
Profound expertise and hands-on pragmatism are essential components of success in our customer projects.
Operational Excellence / OPEX
Are you faced with the challenge of facing a constantly changing environment characterized by rising customer expectations, economic uncertainties and the rapid adoption of new technologies and channels?
"Doing things right."
A good strategy will help you to do the right things here. Operational excellence (OPEX) is designed to do things right and execute your strategy better than comparable competitors. For this purpose, all business processes and systems are continuously optimized from the point of view of customer added value and the efficiency along the value added chain is increased. Instead of tackling symptoms, OPEX always aims at eliminating causes of problems.
"Man has three ways of acting wisely. Thinking is the noblest, by imitating the simplest, by experience the most bitter."
In practice, terms such as process excellence, management excellence or operations management are often used synonymously with operational excellence. Despite different characteristics, the core is always the elimination of waste, the reduction of operating costs and risks as well as the creation of added value for the customer.
Every day, events break over you, and if you do not have a clear concept to filter them through, you're in the biggest trouble."
Typical tasks at our customers are e.g.
- Establishing a coordinated leadership system that integrates all managers and employees into a systematic process of target cascading based on business objectives
- Building an effective shop floor management
- Increased productivity through the targeted use of robotics in the production area
- Introduction of CIP to eliminate waste in the production area
- Increased efficiency in the indirect areas through Office Excellence with more efficient self-organization, standardization in the workplace, improvement of meeting and communication structures, process optimization and structured problem solving