• Insufficient delivery performance to customers, resulting in lost deals and negative customer feedback

• Low container utilization where majority of container time was spent at wrong station, in transit or in repair shops

• Large frustration between operations and sales due to unclear collaboration processes and interfaces

The CEO asked for OPX Partners’ support to introduce systematic governance and structure to proactively plan logistical moves to ensure availability of containers as well as to develop and implement a monitoring tool to track upcoming fluctuations and needs to repositioning of units.

The new governance model included:

• Selection of metrics to track in each follow-up

• Meeting structure cascading from daily local shop-floor all the way up to bi-weekly central global S&OP meetings

• Clearly defined interaction points and interfaces between Planning – Sales team – Station operations

The project resulted in an OTIF (On Time In Full) improvement of 5 p.p, from a historic average of 94%.