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Strategy Adopted for Batteries EMEA

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    Strategy Adopted for Batteries EMEA Suppliers


    Strategy Adopted for Batteries EMEA Supplier

    Find the right-fit strategy adopted for batteries emea supplier for your specific business needs and filter by location, industry, category, revenue, certifications, and more on Beroe LiVE.Ai™.

    Sample Supplier
    Company
    DEUTSCHE POST AG
    Location
    Jackson, Mississipi
    Duns number
    3862211

    D&B SER Rating

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    Up to 3 months

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    The Supplier Evaluation Risk (SER) Rating is Dun & Bradstreet’s proprietary scoring system used to assess the probability that a business will seek relief from creditors or cease operations within the next 12 months. SER ratings range from 1 to 9, with 9 indicating the highest risk of failure. We’ve prepared an infographic to help business owners better understand what influences their SER Rating.

    Moody`s ESG Solution
    ESG Profile

    Company and Sector Performance
    58

    100
    Robust (1)
    ESG Perfomance (/100)
    Environment
    71
    Social
    52
    Governance
    61
    6 Domains Performance (/100)
    Business behaviour
    55
    Human rights
    56
    Community Environment
    44
    Corporate governance
    65
    Human resources
    52
    Security Scorecard
    93

    Threat indicators
    B
    87
    Network Security
    Detecting insecure network settings
    A
    100
    Hacker Chatter
    Monitoring hacker sites for chatter about your company
    A
    100
    DNS Health
    Detecting DNS insecure configuration and vulnerabilities
    C
    79
    Application Security
    Detecting common website application vulnerbilities
    A
    97
    Endpoint Security
    Detecting unprotected enpoints or entry points of user tools, such as desktops, laptops mobile devices, and virtual desktops
    A
    100
    Cubic Score
    Proprietary algorithms checking for implementation of common security best practices
    A
    99
    Patching Cadence
    Out of date company assets which may contain vulnerabilities of risk
    A
    100
    Social Engineering
    Measuring company awareness to a social engineering or phising attack
    A
    100
    IP Reputation
    Detecting suspecious activity, such as malware or spam, within your company network
    A
    100
    Information Leak
    Potentially confidential company information which may have been inadvertently leaked

    Industry Comparison
    deutschepost.de
    Industry average
    Adverse Media Appearances
    Environmental Issues
    2
    Workforce Health Safety Issues
    0
    Product Service Issues
    40
    Human Rights Issues
    0
    Production Supply Chain Issues
    12
    Environmental Non Compliance Flags
    54
    Corruption Issues
    0
    Regulatory Non Compliance Flags
    13
    Fraud Issues
    0
    Labor Health Safety Flags
    38
    Regulatory Issues
    13
    Workforce Disputes
    21
    Sanctions
    0
    esg energy transition
    80
    Discrimination Workforce Rights Issues
    17
    esg controversies critical severity
    No

    Strategy Adopted for Batteries EMEA market report transcript


    Regional Market Outlook on Strategy Adopted for Batteries

    Industry, in order to gain maximum coverage and ensure the products are available at maximum number of stores, is suggested to adopt centralised and satellite DC strategy across Europe.

    Primary Distribution: Centralised vs. Decentralised Model

    • Distribution is done through a CDC, where point-to-point or milk run deliveries are adopted to service the regional or local DCs
    • CDC handles direct distribution to region-specific distributors/ modern trade DCs across Europe
    • The rest of the distribution area is covered through local DC acting as a cross-dock network
    • Line haul semi-truck feeds the cross-dock, which in turn uses route truck for deliveries. This model allows next day delivery to these areas

    Decentralised Distribution Model

    • Distribution companies operate a network of regional DCs, each handling distribution within a specific geographical region
    • Goods from the manufacturing unit are distributed directly to regional DCs across Europe
    • Regional networks are adopted to drive service levels and have easier access to customers
    • Regional DCs are also used as cross-dock location for faster replenishment to retail DCs

    Decision Model

    Product distribution network is influenced by various factors, such as product volume, variety (SKU type), uncertainty and costs (storage, transportation, etc.). In practical scenarios, consolidation/ centralisation of distribution is done selectively, with products of high value-to-weight ratios often being good candidates.

    Industry Adoption Rate

    Industry, in order to gain maximum coverage and ensure the products are available at maximum number of stores, is suggested to adopt centralised and satellite DC strategy across Europe.

    • Centralised (High value and low volume products): Buyers preferring to have better control over the supply chain, such as pharma, focus on service levels and prefer to centralise their distribution network
    • Decentralised (Low value and high volume products): Buyers, such as agricultural portfolios, in an effort to reduce transportation and storage costs, prefer decentralised distribution strategy by having (local) 4–5 DCs, supplying a fixed region
    • Centralised and Satellite DC (Medium value and medium volume products): FMCG/ batteries/ light industry, who wants to gain maximum coverage and make their product available in all the stores, prefer to follow a mix of both centralised and decentralised (satellite DC) distribution strategy

    Pros and Cons 

    Centralised Distribution

    Advantages

    • Improves warehouse operating efficiency and maximises asset utilisation (warehouse space, labour and equipment)
    • Transportation assets can be efficiently used, due to simpler routing and scheduling
    • Reduction in operating cost
    • Efficient inventory control, due to pooling of variable demand fulfilment

    Disadvantages

    • Potential risk in case the warehouse is temporarily inaccessible or damaged, e.g., by flood, fire, natural disaster, etc.
    • Limitations in responsiveness to customer needs, e.g., urgent need to support sales and marketing promotion with additional stocks
    • Increase in outbound costs, due to large number of shipments and in smaller quantities

    Decentralised Distribution

    Advantages

    • Capability to cater to the needs of customers and provide support to sales and marketing activities on a regional level
    • Low risk in the event that one of the warehouses is temporarily inaccessible or damaged, e.g., by flood, fire, natural disaster, etc., as there are other facilities for continuing the operations

    Disadvantages

    • High operating costs, e.g., administrative costs, warehouse rents, transport and equipment costs
    • High total inventory costs, as each warehouse is required to stock a certain level of inventory

    APQC: Centralised vs. Decentralised Benchmark

    According to APQC's research, industry's adopting distribution can achieve consolidation efficiencies; however, it will have little effect on the quality of order delivered and may increase the overall logistics costs.

    APQC considered and compared the below parameters among organisations using a centralised structure with those using a decentralised structure to benchmark the best model.

    Delivery Quality

    • Perfect Order Performance: The performances of centralised and decentralised were identical at median and bottom performers, thereby emphasizing that other than top performers, centralised or decentralised has little impact on order performance

    Inventory Management

    • Value of Stockouts: Centralised model has a lower value of sales order line items that are unfulfilled, due to stockouts or production capacity as a percentage of revenue than those with a decentralised logistics structure
    • Inventory Carry Cost: Centralised logistics structure has a lower value of inventory being held in warehouses than decentralised structure