How your FMCG company can redefine its reprographic process through centralization?

How your FMCG company can redefine its reprographic process through centralization?

Our Customer Profile

Who?

A tea and coffee company with an extensive portfolio of retail and out of home products, sold across Europe, Brazil, Australia and Thailand.

The Goal

Through value-added offerings, innovations and expansion, the company’s ambition was to grow to a top provider of tea and coffee worldwide.

Case Overview

After acquiring strong locally managed brands dispersed over Europe and pioneering coffee solutions, our customer felt a strong need to support the business with a central print management agency. By partnering up with us as a central reprographic service provider, the following goals were targeted:

When implemented, the new way-of-working would facilitate further optimizations in the workflow management such as online approval, job tracking, KPI reporting and Digital Asset Management. Before partnering with us, the brand’s knowledge was diffused among different agencies and print suppliers across Europe. Sales units were working within a non-standardized process. Consequently, setting up a centralized way of working would require a strong supporting role by both DSN and the client’s upper management. To guide the client to optimal results, a dedicated team of experts would need to be established. Comprised of multilingual and print technical account handlers, the team would act as a point of contact to bring stakeholders up to date on the new way of working.

The Solution

Considerable cost reductions in artwork roll-out and artwork changes, as the cost of managing artwork from one centralized location is much lower compared to design agencies. Savings were achieved due to printer independency, as clients have an improved negotiation position towards print suppliers. Volume could be moved if the client is unsatisfied with conditions. Costs were reduced thanks to in-depth reporting on key performance indicators. Monthly reporting showed improvement plans and meant to control and reduce costs, and these findings could be implemented swiftly for immediate results. The use of online tools streamlined and facilitated the process. A clear process with clear roles and responsibilities improved the graphical flow and the work of all stakeholders involved.

The Results

Speed to market was increased due to shorter communication lines
Cost reduction was realized, since rework has been reduced
Visibility & understanding of cost was made more clear due to the centralized process
https://ds-n.com/wp-content/uploads/2020/08/floating_image_03.png
https://ds-n.com/wp-content/uploads/2020/08/floating_image_05.png