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VERALLIS is a cost management services company for private and public businesses and organizations. By examining a company's wide range of operating expenses, in areas like logistics, freight, energy, advertising, telecommunications, printing, insurance, courier, rent expenses etc, our expert analysts find opportunities for saving and provide solutions for cost reduction with optimal quality, customer service and value.
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Γιώργοσ Δημόπουλοσ
Managing Partner
Operational Excellence
Countering the Global Slowdown:
Optimize Operational Performance
Create Competitive Advantage
Operational Excellence
Operational Excellence
Corporate Cultrure
…Achieving operational excellence is a far more complicated issue from the standpoint of today’s world. David Farr
Chairman and Chief Executive Officer, Emerson Electric
Operational Excellence
CEO Challenge 2013
the conference board
Countering the Doom and Gloom
Regional View
N=Number of overall responses.
Operational Excellence was added to the list of challenges in 2013 to replace Cost Optimization
Challenges by industry
Only Human Capitaland Operational Excellence are ranked in the top five across all three sectors.
Challenges by company size
Large organizations find it more challenging to remain efficient
Operational Excellence
Cost Optimization
Operational Excellence
Operational Excellence replaced Cost Optimization in order to integrate human factor
• Market maturity
• State of the economy
Operational Excellence
Operational Excellence
Meeting the challenge
Do you have the right tools?
Cost Efficiency Certification
Operational Excellence
Marginal differences in competitive markets…
Very good is not enough!
Cost Efficiency Certification
You think you are
or
You know you are?
Proven Results
22,7%
Στάθησ Τςαμπουνάρησ
CFO Konica Minolta
COMPANY MILESTONES
1971 - establishment of C. Vlachopoulos S.A.
1973 - initiation of C.Vlachopoulos S.A. and Ubix co-operation
1998 - company operates in new building
2007 - company becomes a BEU subsidiary
2008 - first complete financial year as BGR
2012 - BGR becomes a member of Cluster East
2012 - In October BGR starts restructuring
WHY REORGANIZATION?
Reorganize BGR and do cost cutting, engage new and more productive
employees, update processes and strengthen the custom-centric culture.
New Organization Chart prepared with outsourcing Logistic Department, and
co-sourcing Accounting department
New top line management has the capabilities to motivate all BGR’s staff in
order to become number one in the near future.
IS RESTRUCTURING ALWAYS SUCCESSFUL?
Corporate reorganizations are risky investments of time, energy and
resources, and many do little to improve the business.
Chrysler restructured its organization three times in the three years preceding
its bankruptcy and eventual
combination with Fiat.
A recent Bain & Company study of 57 major
reorganizations found that fewer than one third
produced any meaningful improvement in
performance. Some actually destroyed value.
THE PATH FOR A SUCCESSFUL RESTRUCTURING
RESTRUCTURING% PER DEPARTMENT
AVERAGE W/S COST / EMPLOYEE
PRODUCTIVITY COMPARISON
LOGISTICS OUTSOURCING AND DDL
VERALLIS was hired to manage logistics outsourcing process and measure savings
DDL will minimize stock and improve free cash flows
3PL with 120k€/year savings, increased quality (SLAs) and services
BOOK KEEPING / PAYROLL
Deloitte is engaged for accounting supervision instead of an internal one
Replaced 3 senior accountants with 3 assistant accountants
Total 60k€/year savings with increased quality
CREDIT CONTROL
Credit insurance contract (freeze bad debts provisions and secure risk)
Own site for credit card payments for HW / non-Hard sales
e-Invoicing and bank interfaces (immediate view of customer’s bank transfers)
SALES UNITS REPORT 5MONTHS FY13
Accumulated
Result Plan Diff % Last Y. Diff %
145 122 +23 119% 92 +53 158%
240 241 -1 100% 229 +11 105%
385 363 +22 106% 321 +64 120%
78 74 +4 105% 121 -43 64%
128 100 +28 128% 256 -128 50%
206 174 +32 118% 377 -171 55%
10 18 -8 56% 8 +2 125%
5 5 0 100% 5 0 100%
15 23 -8 65% 13 +2 115%
Office A3 Konica Minolta Brand Color Total
by Brand BW Total
Total
Office A4 Konica Minolta Brand Color Total
by Brand BW Total
Total
PP A3 Konica Minolta Brand Color Total
by Brand BW Total
Total
An organization’s performance is really no more and no less than the sum of the decisions it makes and executes. A new org chart can’t make much difference unless it somehow leads to better, faster decisions and execution.
