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Supply Chain Engineering

Smart automation paves the way for major logistics gains. For example, we often see that a lack of automation leads to (expensive) human error, an inefficiency that results in late deliveries and stoppages. We pinpoint the problem and use ICT to ensure that your logistics are managed and function better.
Supply-chain engineering

Need to take your logistics improvement measures to the next level?

Have you already placed your transport and/or warehousing with BAS and are you ready to take your logistics-improvement measures to the next level? We analyse your technical management and operational processes and identify:

  • how orders progress through your company;
  • where in the process you are losing time and money;
  • which solution would suit your particular needs;
  • what your investment costs would be;
  • how much your annual cost savings would be.
Operational implementation

Results of supply-chain engineering

Supply-chain engineering involves technical implementations or optimisations that are designed to strengthen your logistics management or logistics operations. For example, the automation of your processes via EDI interfaces with third parties, the provision of customer-specific management reports or a link to the DigiCMR app. You will notice that our engineering processes benefit your logistics process and service provision as follows:

  • A more flexible service;
  • More punctual deliveries;
  • Happier customers;
  • A lower error rate;
  • Faster working methods;
  • The centralisation of information;
  • Better big-data-led management;
  • Lower logistics costs.
"Significantly lower costs on an annual basis"
While doing a supply-chain analysis for a production company, we discovered that incorrect freight data was often the result of human error: for example, four pallets were specified, while just two were loaded. The company was losing money on un-used metres because of this. By introducing automation, we solved this problem and enabled the customer to economise on two full-time employees. We also start-ed to manage transport for this customer, after which its transport costs fell by 10-15%. The company is saving a significant amount every year as a result. Lorenzo Bas | CEO | BAS Group
Lorenzo Bas CEO | BAS Group

Thetford Case

Step 1
Identify current main processes via interviews with the key players in all of the processes. When doing this, diagrammatic representations were made in which the client recognised its processes on the one hand and processes were reduced to their core on the other hand. All system mutations, other registration times, document flows and checkpoints should be taken into consideration here too.

Step 2
Apply a SWOT analysis to the processes identified. This should be done with the client.

Step 3
Model adjusted processes or new processes via new diagrammatic representations in which strengths and opportunities are utilised and weaknesses and threats minimised.

Step 4
Formulate recommendations in the form of a step-by-step approach in which a migration to the new situation can be achieved. When doing this, consider the use of resources, budget and process load. Recommendations include software modifications, process controls and integrations.

Our core values

  • Reliable
  • Low-threshold
  • No-nonsense
  • Effective
  • Hands-on
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