Operational excellence

Collaborative management

Using collective intelligence to boost performance

We develop collaborative management methods with the aim of improving our operational processes. This reduces organisational silos and harnesses individual skills. Everyone plays an active role in this approach, thus strengthening employee engagement and giving meaning to their work.

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Short Interval Management (SIM)

A pillar of our continuous improvement process

SIM is based on short communication rituals (from 5 mins to 1 hour depending on the level of responsibility) designed to produce concrete solutions to simple problems that have been identified. This problem-solving approach involves all of the employees at a site and strengthens autonomy, responsiveness and team empowerment at all hierarchy levels.

ID Logistics employees with on-screen productivity overview.

Customer workshops

Working together to build innovative solutions with and for our customers

We run collaborative workshops known as ‘customer workshops’ that bring together our customers and our teams to think up new levers to improve the performance of their supply chain. This method involves an anlysis of the value chain during ‘Gemba Walks’, among other things, designed to determine the stages of the process to be improved and prioritised.

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Continuous improvement

A global programme: IDeLiver

Our continuous improvement initiative, known as “IDeLiver”, is a compendium of lean management tools tailored to our activities and combined with best practices specific to our know-how. This initiative was co-founded by operations staff for operations staff with a highly pragmatic focus in order to ensure ease of comprehension and quick take-up in all countries.

Operations core models

Jointly defined standards deployed at all our sites

In order to guarantee a high level of operational excellence, the operational divisions in our countries work together to establish and implement core models adapted to each business sector and key account, taking into consideration the specific local characteristics of our sites. The IDeLiver programme, the start-up process and our in-house CID certification tool are just some examples of core models.

Process optimisation

Our operational processes are optimised by our engineers

Our engineers work alongside our teams on the ground to improve our processes, from preparation to replenishment, as well as the placing of storage units and the allocation of docks for reception and shipping.
Capitalising on our expertise, we develop not only simulation and optimisation tools but also our own in-house training programmes, like the “Stock Management Academy” dedicated to stock management.

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ID Logistics employee working on a computer.

Operational excellence: one of our 4 values

“Our employees strive to provide the best possible service and to satisfy our customers on a daily basis. They endeavour to provide a high-quality service in a safe environment and to find ways to improve efficiency, speed and performance in a constantly changing ecosystem, day after day.”
Laurent Nicastro, Executive Vice President Operations

Customer Workshop

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The aim of the customer workshp is to implement continuous improvement for the benefit of the customer, and to develop innovation and operational excellence.

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Collaboration with the customer stimulates innovation by encouraging the exchange of ideas, the search for creative solutions and the adoption of new technologies.

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Last phase: Control, where we will standardise, train the teams, monitor performance using the SIM, quantify and share the gains with the customer.

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The customer workshop is a workshop during which we look for solutions, together with the customer, to improve the efficiency of a process or service.

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The aim is to create closer collaboration, involving the customer in the continuous improvement process.

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This close collaboration stimulates mutual understanding, the exchange of ideas and problem-solving based on 5 steps: DMAIC.

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Stage 1: the Definition phase. These initial discussions between operational staff and the customer enable us to define the scope and challenges.

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Stage 2: The Measurement phase: Gathering relevant data to assess the situation in order to get a clear picture of current performance and identify areas for improvement.

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Stage 3: Analysis: Understanding the root causes that contribute to the problems identified, in order to implement corrective actions, resolve these problems and improve performance.

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Stage 4: Innovation. With operators who have a perfect knowledge of the field, we will develop new solutions, future processes, test them and start the action plan.

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