Manufacturing: steel
Bekaert Fencing
Bekaert started a project within its sales organisation. The expected savings were exceeded: €3.7 million in savings was identified during the project, of which €2.6 million was already realised within its term.
Result
€ 3,7 miljoen geïdentificeerd, € 2,6 miljoen gerealiseerd · ROI 3,4:1
Bekaert is the world leader in advanced metal transformation and advanced coating technologies, focused on high-added-value, high-margin market segments. We have an annual turnover of €4.4 billion and employ more than 27,000 people worldwide.
In production, we have always been focused on working efficiently. The sales organisation, however, was left to its own devices for a long time, and Bekaert therefore decided to start a project within its sales organisation.
The project team, led by project director Hans Jansegers, found a savings opportunity of €2.8 million per year. They also identified the main obstacles preventing our sales organisation from functioning optimally. We decided to enter into a project.
Today, the expected savings have been exceeded. The savings amount identified during the project is €3.7 million. This implies an ROI of 1:3.4.
Of these identified savings of €3.7 million, €2.6 million was already realised during the term of the project.
With the reorganised sales team, we were able to exceed our margin and turnover objectives.
The organisational structure has been streamlined. Although this was not the original intention of this project, the project director rightly insisted on changing our structure. Within the new organisation, responsibilities were made clear. Another advantage lay in the fact that, as a result of this fragmentation, the geographical regions covered by salespeople were reduced. They thus spend less time travelling and more time visiting customers.
Another goal of this project was to provide us with a management system that enables the remaining people to work more efficiently and effectively.
The implemented management system consists of powerful tools that enable our sales organisation to better formulate, plan and follow up objectives. Most importantly, however, we now have — as in production — a more systematic, quantified way of managing the sales staff on the basis of objectives. Meetings with the right people are organised at the right frequency, and the deviations that emerge from the reports lead to corrective measures, which are followed up with action plans.
The proper execution of this management system is measured by means of a compliance check. At the end of the project, we achieved an impressive compliance of 79%.
I realise that this was a difficult assignment given the organisational changes we had to make to open the management team up to your recommendations. I appreciate Hans Jansegers' ability to push the project through despite some internal resistance.
I would like to compliment Hans Jansegers and his team on delivering the results under such difficult circumstances. Our satisfaction with the service provided by Hans Jansegers is so great that we have decided to call on him in other areas of our organisation as well. You may certainly cite me as a reference for future prospects and clients.
I hereby express once again my appreciation and thanks for this achievement.
I would like to compliment Hans Jansegers and his team on delivering the results under such difficult circumstances. Our satisfaction with the service provided by Hans Jansegers is so great that we have decided to call on him in other areas of our organisation as well. You may certainly cite me as a reference for future prospects and clients.
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