Optimization goals exceeded
Parcel Broker GmbH has specialized in shipping jewelry, watches, valuables and other valuables for over 15 years. The company ships around 150,000 parcels per year on behalf of more than 1,500 customers such as jewelers, goldsmiths, jewelry and precious metal dealers. Sascha Hagedorn, Managing Director of Parcel Broker GmbH, talks about his experiences in the purchasing optimization project carried out together with Kloepfel Consulting. He describes the challenges of transporting valuable goods and reports how the cooperation developed into a friendship.
What exactly does Parcel Broker do?
Parcel Broker ships valuable items such as coins, watches and jewelry throughout Germany and internationally – also by over-night with fixed delivery times. We also take care of the customs handling of the import and export of goods for worldwide shipments, so that the shipment can be handed over directly at the doorstep of the recipient. At the same time, we insure our customers against financial losses up to 250,000 euros upon request.
Reliable and punctual delivery of valuable goods also includes transparent shipment tracking in real time – i.e. tracking and tracing of the goods using our modern shipping software GeoNet. This enables complete documentation of the shipment from the sender to the recipient. The shipment of valuables is checked by our qualified employees from the moment of receipt and constantly monitored during delivery.
We work together with proven parcel service providers and regularly check whether the quality and performance standards we have set are being met. In combination with comprehensive parcel insurance, we guarantee our customers the highest level of security and reliability.
What was the focus of the joint project?
As part of the project, we put parcel services to the test. On the other hand, we were already very well positioned when it came to transport insurance.
The aim was to optimize logistics costs, especially in the area of parcel transport. In addition, there were structural optimizations to identify the best partners for shipping valuables to the various destination countries according to cost and quality criteria. The key question was: Who are the most suitable parcel services for standard or express shipping in which countries?
Was a potential analysis carried out in advance?
Yes, we wanted to find out in advance how much money we could save when purchasing logistics services. In addition to pure costs, qualitative factors such as the scope of services offered by the various providers also played a key role for us. To determine the potential, Kloepfel Consulting received all the essential data from us so that they could perform a potential analysis and create benchmarks. The identified potentials were ultimately exceeded at the end of the project.
What were the biggest challenges of the project?
The Corona pandemic was a major challenge for us, as it was for the various parcel service managers. The entire logistics sector has been affected by the issue, and some of the providers were not able to respond as quickly as they did before the pandemic, for example to inquiries. As a result, the project also took a little longer than originally planned, but this was entirely appropriate for us under these conditions. Another major challenge of the project was, of course, to ensure the security of cash-in-transit shipments to all countries.
Were the employees skeptical or rather open-minded at the beginning of the project?
From our side, there was no skepticism from the beginning. The project was very transparent right from the start and the individual project steps were carried out in close and open communication with the project manager from Kloepfel Consulting, Björn Kelting. For example, negotiations with suppliers were thoroughly prepared by him and coordinated with us in advance.
How would you describe the way the Kloepfel team works?
I can only say good things. Working with the Kloepfel Consulting Team was very collegial. There was a very open atmosphere during the project. It was also an advantage that we didn’t have large discussion groups with hundreds of people. In essence, Mr. Kelting and I worked together as a team of two. This meant that we achieved results quickly and were also able to make decisions in a short time.
In addition, Mr. Kelting had only a few queries since he had already received all the relevant data from us at the beginning of the project. Accordingly, there were no frictional losses.
To be able to work together as contactlessly as possible, he communicated very intensively with us by e-mail, video meeting and telephone and was thus able to drive the project forward.
In the meantime, a friendship has even developed because we got along so well during the project.
What is the conclusion of the project?
The conclusion is: All goals were achieved and the targets of the potential analysis were even exceeded. The entire project process was as it was presented to us at the beginning. There were no snags and no compromises.
What is the longer-term vision for purchasing?
Everything we could optimize, we have now optimized for the time being. To that end, it should be noted that we don’t have production or corresponding procurement of goods. If I have a concern again, I will be happy to approach Kloepfel Consulting again. Because I am convinced of them as a partner and trust the tips they give.
Thank you very much for the interview!
Press Contact
Kloepfel Consulting
Gerrit M. Schneider
Pempelforter Str. 50
40211 Düsseldorf
T: +49 211 / 882 594 17
gm.schneider@kloepfel-group.com
www.kloepfel-group.com