Betty Barclay Group: New ways to savings success

Unternehmensgruppe Betty Barclay

„The basic approach for our common project consisted in transferring purchasing processes from other branches into the textile branch. This meant an intensive training for the team. The team succeeded in realizing the processes, relations and particularities of this sector.
Regarding indirect costs ARAIA evaluated significant savings – due to systematic and structured proceeding.
Furthermore and despite the high variability of a fashionable product,, ARAIA identified remarkable savings potential in direct costs.
Due to a detailed examination of the specific branch characteristics, ARAIA evaluated particularly positive concepts and therefore created the change for proceedings. Consequently, further savings were effected and the process flow changed.
In summary, the Betty Barclay Group project has been successfully realized.“

Klaus Uhl, CEO
  • The challenge

The client designs, develops, buys and sells women´s outer garments for the labels Betty Barclay, Gil Bret, Vera Mont and Saint Jacques.

The procurement of textiles is mainly effected in Eastern Europe and Asia. The procurement organization relates divisionally to labels. Traditionally, procurement processes differ strongly from other branches as processes in textile branch are controlled by products and ranges.

The challenge of this project was the detailed examination of the approach in order to implement new concepts of other branches into the procurement process. Changes in procurement concepts influence the total of the process chain, especially direct product groups such as clothes, components, the job order production or the procurement of complete clothes.

The procurement for indirect product groups such as marketing, IT or logistics were effected by corresponding departments.

  • The solution

ARAIA developed optimization strategies and implemented them together with the client. These strategies broke new ground in procurement for the client. The beginning precaution disappeared after a first success in selected product groups. The short-term success for several direct product groups will be supported by long-term organizational changes and change management.

Due to an additional benchmark project for job order production, ARAIA implemented transparency in relevant procurement markets worldwide and created a basis for long-term strategies.

By creating transparency ARAIA identified important project approaches for indirect product groups, leading for example to new specifications (IT hardware), new concepts (print and output management) or a complete restructuring of the product group volume as well as a placing for suppliers regarding their core competences (marketing). These concepts resulted in significant savings and process improvement.

  • The result
  • Achievement of 10 % savings on the volume processed
  • Detection of additional potentials in case of according organiza-tional changes and change management
  • Market transparency in job order production as product group

 

www.bettybarclay.com

 
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