Too much stock is dead capital. Not enough means a production shutdown. Finding the right balance is what we do.
From the manager to the storekeepers, the inventory management chain involves many stakeholders. When it is not functioning smoothly, the cost is twofold: too much capital tied up in stock on one side, and production stoppages because the critical part is unavailable on the other.
Determining which parts should be in inventory vs. on order
Procurement according to contracts negotiated by the purchasing department
Receiving, storage and distribution by storekeepers
Integrated management with the preventive maintenance program
Just-in-time method for common parts
Critical parts, on-demand parts, and consumption management
At a forestry client, we discovered that 23% of their parts inventory hadn't moved in over 3 years. Dead capital. In 6 months, we cleaned up, reclassified and established adapted min-max levels. Their inventory investment dropped by 31% with zero impact on availability.
capital tied up in inventory
production stoppages due to missing parts
consumption traceability
We're neither a parts supplier nor an equipment manufacturer. Our only interest is that your inventory is optimized for your reality. Since 1989, we've managed the warehouses of some of the largest plants in the Saguenay and Côte-Nord regions. Aluminum smelters, mines, pulp and paper mills: we know the parts, the suppliers, the lead times.
Let's talk about your inventory. We'll tell you honestly what's working and what can be improved.
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