WWV26_-_DO_-_RT2_-_MediaMarkt.pdf

Transcript

1. Sandrina Lindo Supply Chain Manager Scaling Profitably Balancing High-Tech Automation & Low-CapEx Process Excellence
2. AGENDA ✓ Strategic Context ✓ Cost Crisis & Supply Chain ecosystem ✓ ACT Framework for Finance & Ops Decisions ✓ Strategic Initiatives ✓ Synthesis & Action ✓ Q&A
3. Benelux organization is part of MediaMarktSaturn Retail Group GmbH: Market Leader: Europe’s largest consumer electronics retailer. Private Label: Managing a diverse portfolio (PEAQ, KOENIC, etc.) COMPANY Middle Mile Last Mile Replenishment 85 stores Ecommerce 2.2mm orders FY COMPANY BeNeLux Transport Operation €23.1BN Total Sales FY25 Actuals 50,000 # employees
4. COST CRISIS & SUPPLY CHAIN ECOSYSTEM A 10,000-piece puzzle that moves while you’re trying to solve it.
5. ACT FRAMEWORK FOR FINANCE/OPS DECISIONS A – Assess Financial Urgency T – Team Alignment C – Control Execution • Move from “nice-to-have” to strategic • Quantify ROI & payback • Track cost per unit, TCO • Make cost of inaction visible • Build scenarios • Define KPIs, milestones, owners • Track value delivery vs. plan • Use P&L as reality check • Adapt fast when assumptions change • Create x-functional alignment to stick • Break silos with transparent data • Involve key departments and partners • Optimize total cost of ownership • Favour company over one team
6. SORTER ACQUISITION ✓ Growing parcel volumes and manual handling ✓ High labour intensity and rising wages ✓ Need to reduce cost per parcel and create scalable capacity ✓ Lower structural cost per parcel = higher margin per shipment ✓ Additional volume handled without linear FTE growth ✓ Supports profitable growth and e-commerce Why we need automation ? How it scales profitability ?
7. ACT FRAMEWORK FOR FINANCE/OPS DECISIONS A – Assess Financial Urgency T – Team Alignment C – Control Execution • ~22% lower cost per parcel • ~24% higher productivity • ~20% fewer labour hours • Cost of inaction: manual work, inflation, margin loss • Scenarios: current, peak, growth volumes • KPIs: cost/parcel, productivity, error rate • Milestones: design, ramp-up, stabilization • Clear owners in Ops, IT, Finance • Dashboard: plan vs. actual savings • P&L confirms impact, not just project reports • Fast adjustments in process and staffing • Create x-functional alignment so change sticks • Involve Ops, Transport, IT, Controlling, Customer Service, vendor • Transparent process and cost data for all • Avoid silo decisions; shared responsibility for results
8. THE OPPORTUNITY COST OF INACTION Where are we still burning money in daily operations? When CapEx is limited, what else can grow profit? Are we overlooking small processes as a 2nd profit lever?
9. ACT FRAMEWORK FOR FINANCE/OPS DECISIONS A – Assess Financial Urgency T – Team Alignment C – Control Execution • Payback ≈ 6 months • Net savings ≈ 7× investment • NPV ≈ 3–4× investment (10% WACC) • ~85–90 t CO₂ saved per year • KPIs: reuse cycles, loss rate, cost/ship, CO₂/ship • Pilots → rollout waves → stabilization • Use P&L to assess the real packaging savings • WH, stores, logistics, controlling, ESG • Transparent loss & reuse data • Simple process for use & return flow • Less handling in the stores → Consumables savings & CO₂ gains
10. SYNTHESIS & ACTION 1. Leverage Multiple Efficiency Levers: Scaling profitably requires a dual-track approach, combining high-tech automation with Low-CapEx process excellence rather than relying on a single solution. 2. The ACT Lens for Strategic Steering: Use Assess, Control, and Team Alignment to prevent one-dimensional decisions and force a holistic, financial-operational view on every project. 3. Data-Driven ROI as the Foundation: Proof from sorter and tote implementations shows that transparent data is the only way to deliver clear payback and strong ROI in complex warehouse operations. 4. Monetize Sustainability: Environmental impact is a profit driver. Reducing CO2 (e.g., via reusable packaging) significantly lowers the Total Cost of Ownership when analyzed end-to-end.
11. Sandrina Lindo Supply Chain Manager Thank you for your time and engagement. QUESTIONS? Let's continue the conversation.