| |
| |
|
 |
 |
| |
01.05.07 Rescu contract packing joint venture with TDG goes live
22.02.08 TDG Contract Packing Update
01.02.07 Rescu launch Rescu Spend, a spend management service
01.01.07 And then there were 3 Rescu recruits new director
08.03.05 The UK Drinks Industry - RFID Taskforce is launched
04.02.05 "Can you RESCU us?" asks major Distiller
13.12.04 RESCU announce RFID Joint Venture with Spartan Solutions
26.11.04 RESCU Solutions Procurecard provides greater guaranteed revenue
27.09.04 RESCU help Dewars with their new product introduction process
19.08.04 Improved customer satisfaction and cost reduction
26.07.04 RESCU Solutions Procurecard identifies potential 4% profit increase
15.06.04 RESCU introduce world class supply relationship to Dewars
24.02.04 Pi Capital completes £3m first round investment in Procurecard Ltd
20.02.04 Hookson to the RESCU
|
|
 |
|
 |
 |
|
 |
| |
RESCU
Solutions helps John Dewar and Sons meet their customers expectations for
New Product Delivery.
John Dewar & Sons Ltd, part of the Bacardi Group recently commissioned
RESCU Solutions to re-engineer their New Product Introduction Process. John
Dewar was finding that the delivery of new products and promotional products
to their markets and customers was becoming increasingly fragmented and
costly. This was leading to frustrations internally and ultimately externally
as customers were not getting what they wanted when they wanted it.
The project set out to understand the processes that were in place and the
key interfaces that existed across the whole Supply Chain globally and to
tease out the areas of weakness and therefore those key steps that needed
addressed. The methodology used by RESCU Solutions was to take a team of
core individuals from the company who with RESCU's guidance embarked on
building a new visionary process that would meet the key project objectives
of " product delivered right first time", "having people
with clear roles and responsibilities", "having a disciplined
and structured process", having good and clear communication",
having clear and unambiguous authorisation milestones", " having
a high profile/visible process" and "developing a knowledge management base to support the whole new product introduction process".
Very quickly using RESCU's unique project management tools the team identified
a total of fourteen separate work streams (areas of weakness) that needed
addressed that would act as pieces of the jigsaw for the eventual success
of the project. Over the course of the next few months the team embarked
on addressing these areas of weakness and the building of a detailed functional
process map. The team also identified “idealistic” delivery
timescales across the process (something that would be used later as a measure
of success) and sought to plug the gaps in functional and role responsibilities,
policies and procedures, documentation development and database development.
The prize for success of the project is best in class within the Bacardi
Group for New Product Introduction and the elimination of a local cost burden,
but importantly ultimate customer satisfaction.
|
|
|
|
|
| |
|
|
 |
|
 |
|
|
|
| |
|
|
| |
 |
| |
|
| Companies with integrated
supply chains outperform their competitors in key measures of overall
business effectiveness. |
|
|
 |
|
 |
|
 |
 |
|
| “ |
|
|
| You can’t build a reputation on what you
are going to do.” – Henry
Ford |
|
|
 |
|
 |
|
|
|
