Every terminal records it differently.
Fleet standards, replenishment, intralogistics outlook and trade route benchmarking, for companies from €200M to €12B. Every figure on this page comes from one of those four sprints.
Talk to us →
Your planners are at full capacity keeping today’s orders moving, so tomorrow’s forecast never gets any better.
The central team owns availability across the network and has no comparable view of any of it.
Building that view once, across every terminal, is not work anyone does twice. It is work we do most months.
None of that is a failure of your people. It is work that has never had an owner, because everyone who could do it already has a job.
Four sprints across fleet, warehouse, terminal and trade route
Each one is a published case study. Client size is described, never named. The line at the foot of each card is the fieldwork actually done.
Standardising Fleet Maintenance and Control Operations
Optimising Warehouse Replenishment Efficiency
Defining Strategic Direction for Future Intralogistics Landscape
Strategic Competitor Analysis and Trade Flow Review
Two of these clients are equipment makers as well as logistics operators, so the same sprints also appear on the Machinery and Equipment page. Fewer published cases here than in machinery or chemicals, and we would rather say so than pad the page.
The part that does not fit in a slide
Conclusions are easy to quote. These are the inputs. Each figure below is published on the case study it came from.
Three numbers, and what each one is
Standardised fleet processes
Delivered on 30+ stakeholder interviews across terminals, with 15% fleet efficiency uplift potential. Potential, not a measured gain.A €1.5B logistics company.Of estimated opportunity value
A unified 5 to 10 year intralogistics outlook, with the opportunity value identified in automation and service models. Estimated and identified, not won.A €12B global logistics equipment company.Of manual planning effort removed
Replenishment rebuilt for a central warehouse serving over 350 stores, potential identified, while the purchasing team stayed on daily operations.A central warehouse operator.In their words
“The work of the team was important in increasing the level of awareness and urgency on the selected subject internally.”
“I have to say that from quality perspective team exceeded all targets. Fast, intense, “Sprint Manner” way of working showed well its power.”
“I have completed 23 years in the industry and I’m not that easily impressed but I must say astonished by the result you have here.”
Where else we have run this
Same team, same eight to ten weeks, different industry.
Tell us which part of the network you cannot see.
One question, one sprint team, eight to ten weeks at a fixed price, and the model is yours at the end.
One senior analyst and two juniors, and the comparison across terminals that nobody has had the hours to build.
Talk to us →