Customer interview with managing director Oliver Ahrens
In our interview, Oliver Ahrens, Managing Director of TonerPartner GmbH, provides insights into a successful consulting project with Kloepfel Consulting. Among other things, Ahrens emphasizes the good cooperation with Kloepfel’s consultants and points out the use of digital possibilities in logistics. The conclusion of the project is extremely positive, as the savings have exceeded expectations and structures have been simplified.
Did you conduct a potential analysis with Kloepfel in advance?
No, at TonerPartner we did not conduct a potential analysis with Kloepfel. However, Kloepfel consultants talked to our CFO and looked at freight rates to see if we could achieve savings. The main reason a potential analysis was not performed was because TonerPartner had previously relied on a variety of service providers. Our intention was to bring about an optimized service provider setup in addition to savings.
What were the goals of the project?
First, we wanted to optimize the structure of logistics by reducing the fragmented pool of service providers. The focus here was on reducing the number of logistics service providers in order to create a more efficient and controllable logistics structure. Through this measure, we aimed to simplify processes and leverage synergies.
Secondly, a central focus was on cost optimization, particularly in the area of parcel logistics and specifically in CEP services. We aimed to reduce expenses in this area by consolidating our logistics partners and negotiating better conditions to achieve savings.
The large number of logistics service providers at TonerPartner resulted historically from our growth in online retailing for ink, toner and accessories. Originally, we relied on different service providers to best cover the specific requirements of different countries. Over time, this led to a rather confusing situation with a total of five service providers, some of which served specific countries. Our goal was to rectify this situation and establish a more efficient and cost-effective logistics structure.
Which topics were in process? Which Kloepfel services and tools were applied?
In this step, the processing of the topics focused on the package logistics of TonerPartner. The work was based on our available structural data and conditions. The Kloepfel consultants worked closely with us, carried out intensive market comparisons and used benchmarks as well as their wealth of experience from other projects as a supplement. In the process, the relevant data and contracts were prepared transparently in order to identify the services offered by the various providers. Overlaps were identified where several service providers provided the same services. Particular attention was paid to understanding working with multiple service providers and the rationale for assigning certain countries to certain service providers. These issues contributed to the confusing structure in the past. Compiling the contracts and shipment data created transparency and enabled targeted questions to analyze the company’s current situation.
As a result of TonerPartner’s strong growth, the existing logistics structures could not keep pace. It was therefore necessary to revise them. The new logistics structures with defined service providers per country are the result of this project and will support the company on its further growth path.
How satisfactory is the project result?
The project result is extremely satisfactory and has significantly exceeded expectations. The savings were accordingly particularly high.
What were the biggest challenges of the project?
The biggest challenges of the project were the comprehensive recording of the current status and the inclusion of the operational processes. Integrating shipping management and other stakeholders was critical. Direct discussions were held to identify the current state and weaknesses. Restrictions were identified and opportunities for improvement were discussed to optimize daily operations.
For example, one specific challenge was that packing stations could not be used flexibly for different service providers. Here, an increase in flexibility became necessary.
How sustainable is the project success?
The success of the project is sustainable in that we have been able to achieve a continuous reduction in rates. We have already reached a corresponding agreement with Kloepfel and one of the service providers until the end of 2023.
Has logistics become more transparent?
Yes, logistics has definitely become more transparent. This was also one of our main goals.
At the beginning of consulting projects, there is often a fear of an additional burden on the organization. What was that like in this project?
The additional burden on the organization in this project was present but was received positively by all employees. Despite the expected initial workload, which was, however, significantly less than originally anticipated, no one felt that it was too much.
In consulting projects, the human component plays a decisive role in addition to the technical component. How was the cooperation with the consultants from Kloepfel Consulting?
From TonerPartner’s point of view, the cooperation with Mr. Kelting from Kloepfel Consulting was extremely positive. It was a very well-functioning partnership that was characterized by great openness. A certain initial skepticism towards consultants was quickly dispelled by the Kloepfel team.
The service providers not only had to get used to new faces at the negotiating table, but also to changed requirements. What were their reactions like?
The reactions of the logistics service providers to the new faces at the negotiating table and the changed requirements were skeptical at first. This skepticism was also quickly dispelled. The Kloepfel team showed that they could handle it very well. Thus, they met the service providers at eye level. Due to their excellent know-how, the Kloepfel consultants were able to exchange ideas with the service providers on a professional level. This resulted in very open and cooperative, but also very binding discussions with our logistics service providers.
How does logistics use the opportunities for digitization compared to other departments or companies?
Logistics at TonerPartner is already making good use of the opportunities for digitization compared to other departments or probably other companies. Existing fixed structures in the IT landscape, such as merchandise management systems and shipping tools, meant that the new setup could build on these existing structures. The online store in particular benefited from digitization projects and automation measures that had already been implemented. Of course, there is always potential for optimization.
What is the longer-term vision for logistics?
The longer-term vision for logistics at TonerPartner is to maintain a partnership-based collaboration with efficient communication between service providers and us. It is important to us to ensure both favorable shipping costs and high service quality in order to achieve high customer satisfaction and not overburden our customer service.
What is the conclusion of the project?
The conclusion of the project is extremely positive. The savings initially planned have been significantly exceeded. A simplification of structures was achieved by reducing the number of service providers from five to two.
A partnership has developed between TonerPartner and Kloepfel Consulting that is characterized by great openness. The trust built serves as a solid foundation for future projects. The interpersonal component of the project is therefore to be emphasized as particularly positive.
About TonerPartner GmbH
TonerPartner sells printer cartridges and toners for laser printers and inkjet printers from all manufacturers. In its online store, the company offers original, recycled and compatible cartridges at low prices.
Contact:
Kloepfel Group
Christopher Willson
Tel.: 0211 941 984 33 | Mail: rendite@kloepfel-consulting.com