{"id":35108,"date":"2016-09-20T13:28:32","date_gmt":"2016-09-20T11:28:32","guid":{"rendered":"https:\/\/ak-online.de\/2016\/09\/supply-chain-optimization-for-electrical-wholesalers\/"},"modified":"2025-02-16T05:45:02","modified_gmt":"2025-02-16T04:45:02","slug":"supply-chain-optimization-for-electrical-wholesalers","status":"publish","type":"post","link":"https:\/\/www.ak-online.de\/en\/supply-chain-optimization-for-electrical-wholesalers\/","title":{"rendered":"Supply chain optimisation for electrical wholesalers"},"content":{"rendered":"

Automated scheduling minimizes portfolio risks<\/strong><\/h1>\n

by Mariusz Zdanowiecki, RCS Sp.z.o.o., and Andreas Capellmann, SCT GmbH<\/h3>\n
\"ASAJ<\/a>
ASAJ locations in Poland; \u00a9 by ASAJ<\/figcaption><\/figure>\n

If wholesalers want to survive in the Internet age, they have to be able to deliver more and more items in less and less time. To prevent stock levels from exploding with hundreds of thousands of items and more, only automated replenishment can reduce stock levels without compromising delivery readiness or, alternatively, causing personnel costs to skyrocket. Advanced Planning & Scheduling software such as DISKOVER SCO from SCT GmbH can help here. This is the experience of ASAJ, a wholesaler organized in FEGIME.<\/strong><\/p>\n

Today, we are used to getting even the most exotic products delivered by post in batch size 1 within 24 hours. This also has a huge impact on B2B demand in the retail and trade sectors. Wholesalers need to expand and\/or deepen their product range in order to reliably meet the increasingly fragmented demand. However, storage capacities for fast delivery cannot be expanded at will, as an increasing variety of articles also ties up costs. In addition to the pure capital commitment, which ties up large amounts of liquidity that could possibly be used more effectively elsewhere, inventories account for 18 to 30 percent of inventory values in running costs per year. These are made up of capital costs, insurance, administrative expenses, obsolescence and scrapping and other cost factors. Wholesalers have to pay these costs if their logistics chain is not right. But how can you increase delivery readiness and at the same time reduce stock levels despite increasing article numbers and decreasing demand per article?<\/p>\n

Optimize scheduling processes<\/h2>\n

First and foremost, it is a question of better scheduling processes. For example, you can order fast-moving items at shorter intervals. This reduces storage capacity. Products that are in particularly low demand are only ordered when needed and removed from stock. In most wholesale companies, it is also possible to optimize the logistical parameters. As a result, safety stocks are often only planned on instinct and adjusted ‘as required’ without generally applicable rules and regulations. Filling a pallet space in the truck with slow-moving items just to save freight costs can also drive up stock levels ‘sustainably’. So there is a lot to optimize across the entire supply chain.<\/p>\n

Method and tool skills<\/h2>\n

Method and tool skills are required for this. One of the most important tasks is an extended ABC analysis. In other words, a classification of the complete range of articles according to<\/p>\n