This report presents the internship I carried out at Citwell Consulting. Citwell is a management consulting company specialized in Supply Chain that assists customers of many sectors in transforming their organizations, processes and information systems. The mission I worked on consists of a large-scale change management of a company of the industrial steel-abrasive sector. This company aims at changing its Supply Chain to improve the satisfaction of its customers and at the same time satisfy the shareholders, who put the pressure to meet and beat sales and profit projections. This report aims at answering, through the illustration of the development of the mission, the question of how the Supply Chain can help reach the needs of the customers and at the same time meet the requirements of the shareholders. To give an answer to this question, this report is structured in two axes. The purpose of the first axis is to explain how to meet the needs of the customer. First, the OTIF indicator is studied to measure the current satisfaction of the customer. The OTIF brings into light the need to segment the market in a customer-oriented way and to propose a differentiate offers for each customer segment. To decide which services to offer to each segment, the current customer promise is studied internally, through interviews and analysis, and the customer needs are gathered through interviews and questionnaires. Finally, a new customer offer is built, associating different services to the different segments. The target of the second axis is to illustrate how to improve the Supply Chain to make it more competitive and at the same time to realign it with the customer offer. This second part addresses, through quantitative analysis and interviews, the diagnosis of the Supply Chain. It addresses different axes of the Supply Chain, from both production (Sales & Operation Planning , Planning and Scheduling, Decoupling Point), distribution (Distribution Requirement Planning and Stock objectives) and sales (Forecast, Order Entry). For each sub-project, the findings of improvement are highlighted, and the strategy of its future transformation is defined. At the end, the numerous sub-projects are gathered in a roadmap, coordinating them so that the deadlines, approaches, resources and perimeters are respected. The last part of this report explains how the global project has been managed in order to align the directions of the different individuals, setting up a clear methodology and a clear timeline, and conducting continuous meetings and workshops.

Outgoing