Review of planning and supply chain models and logic

Designing the model and new processes to guarantee an excellent service level

There are two dimensions to the production and supply chain logistics model:

  • Demand: Rules of engagement and process interfaces between different supply chain functions
  • Production: Activities and processes of the industrial and production area

By revisiting the production logistics model, it is possible to create diversified management models based on the type of product handled in order to significantly improve performance in terms of lead time and the quality of the information managed along the process.

To achieve this, it is necessary to review the production logistics model from two levels of vision/stream:


Aims at analysing the entire sourcing and production platform (make and buy) to assess risks/opportunities through

  • Supplier portfolio analysis
  • Product variety analysis
  • Critical Cluster analysis
  • Definition of opportunities


Aims at analysing the organisation and processes to assess their level of maturity and possible improvements through

  • The mapping of logical and physical operations core processes (process charts, bottlenecks, cycle times and balancing, VA vs NVA...)
  • Measurement as is of key performance indicators (stock rotation, flow index, service level...)
  • Identification of strategic/tactical opportunities with related priorities and cost-benefit estimates

Results achievable by revising the production logistics model

The results that can be achieved through the analysis of the production logistics model and the implementation of improvement opportunities can be summarised as follows:

  • Reduced lead time for delivery of finished products
  • Increased reliability of delivery schedules
  • Robust and structured control of the production and supply chain
  • Ensuring short and stable response times to the market
  • Achieving a coherent supply chain organisation capable of supporting company development
  • Increased plant productivity
  • Greater synchronisation between departments and with suppliers in a pull logic
  • Increased ability to measure and control the progress of work in progress
  • Improving the support of information systems to business processes
  • Minimising non-value-added activities in offices and production areas
  • Product quality improvement in the overall process
  • Definition of standard processes that can be easily controlled and replicated
  • Increasing people's skills and involvement
  • Improving the quality of people's work
  • Increased ability to measure and control costs
  • Verification of innovative production solutions and factory layout design
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Our goal is to help increase business competitiveness through an industrial strategy that comes to life from high Lean training, operational excellence, digital and product innovation. A sustainable growth path thati benefits from the new technological opportunities of Industry 4.0.
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36040 Grisignano di Zocco (VI)
Via San Martino, 7
20122 Milano (MI)
Corso Martiri della Libertà, 3
25122 Brescia (BS)
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CONSIDI S.P.A. (BENEFIT SOCIETY) | Via Alcide De Gasperi n.63 - 36040 Grisignano di Zocco (VI)
C.F./P.IVA 03948220284 | Share Capital: 1.000.000 euro i.v. | Registered in the commercial register of Vicenza number REA VI-307565