You want to ensure the safe and timely distribution of goods through an agile, intelligent and lean operation. And without additional capital expenditure. Service challenges, bifurcated supply chains and workforce dynamics are taxing for transportation and distribution leaders. You need to be reducing costs, transforming operations and effectively managing unexpected disruptions.
It is difficult.
And yet we do it for our clients every day. And the results we deliver last.
Do you need to improve fleet utilization?
Do you need to optimize scheduling and routing?
Do you need to install further automation and train your employees to adapt?
Do you need toimprove safety and security?
Do you need to improve terminal time usage?
This is what we do.
And we do it by focusing on your people. We use our know-how to design and implement best practices and training on maintenance, safety and operations. Reducing overtime hours, operating penalties and crew fatigue, we facilitate employees’ ability to direct efforts towards maximizing asset utilization, cost reduction and safe delivery of services.
As we work together with the people doing the work we uncover processes that are not required or can be fixed to save lost time. Simple fixes costing a few dollars can save minutes here and there saving thousands of dollars over the year. Fixing the frustrations of the people means more engagement from the team and a better work culture.
Understanding why, fixing frustrations, meaningful investments, team engagement - all these factors together are the secret to long lasting change. When people have 'things done to them' they will revert to previous behaviour very quickly. When they change because they understand the difference it will make then that change will last.
We design, implement and accelerate operational and digital transformation through people. We partner with organizations to solve strategically important problems that impede top-line growth or bottom-line results.
This allows us to create new capabilities and harness the power of your people to build an engaged culture, turbocharge leadership behaviors, and implement improved operating models.
Through collaboration with your front-line supervision, your middle management, and your senior executives, we fully implement solutions that transform your operations - the way you and your people do business.
Bruno Vergobbi, Port Autonome de Dunkerque, General Manager
Proudfoot was totally committed to the approach that involved a thorough review of our processes, systems and working methods. The methodology put in place has made it possible to achieve the desired cost savings whilst at the same time avoiding an industrial relations crisis that would have been extremely harmful to the Port Autonome de Dunkerque in the current competitive climate.
Updating our information system, which was not adapted to the needs of running a business in today’s world, and the high level of people retiring represented the key opportunities for us in terms of our achieving the next level in terms of our progress.
The close involvement of both top and middle management, who were integral in the approach recommended by Proudfoot, was critical to the success of the project and undoubtedly helped to make the results sustainable. The project is widely perceived as being positive by the employees and is not questioned, even though many were challenged by it.
The Proudfoot consultants helped our top management to find and implement the appropriate solutions. Their ability and dedication has been unanimously recognised and has not prevented middle management and employees in general from taking ownership of the project. It does however provide further evidence of the fact that a project of this scale does require the external support of a consultancy.
PAD 2005 has certainly brought the Port Autonome de Dunkerque a new sense of momentum which is relatively unknown in the French public sector, where change is particularly slow and difficult.
Supply Chain Efficiency: The CEO of a distributor for a major home improvement chain wanted to achieve profitable growth. He felt the best way to do this was to develop a competitive advantage through efficient supply chain operations. Installing a new operational structure to govern demand planning, procurement and order fulfillment was a top priority.