Globalization is no longer a challenge of the future, rather a recognized fact in daily business. With increasing complexity in supply chains, it is becoming more difficult to efficiently control them.Together with our customers, we optimize supply chains from strategic orientation to daily operations. We increase overall potentials and position your supply chain optimally over the long-term through a detailed analysis of customer expectations, the integration of all levels of hierarchy involved and by developing relationships with strategic suppliers.

1. 1
CONSULTING & INNOVATION
SUPPLY CHAIN MANAGEMENT
STRATEGY, CONTROL AND OPERATIONS

2. CHALLENGES
Globalization is no longer a challenge of the future, rath-
er a recognized fact in daily business. With increasing
complexity in supply chains, it is becoming more difficult
to efficiently control them. In contrast, markets are de-
manding shorter lead times and flexibility at the lowest
possible cost. In order to meet these challenges, compa-
nies are outsourcing to logistics service providers more
often. It is necessary for companies to consider supply
chains across the entire organization, as that is the only
way to achieve long-term corporate success.
Our approach is the basis for:
▪▪ High quality operational business planning through
increased data transparency and the use of Industrie
4.0 approaches.
▪▪ Increased reliability of supply by basing the supply
chain and production on customer requirements.
▪▪ Reduction of logistics costs by developing concepts
and processes for sustainable implementation in the
organization.
▪▪ Less control expenditure required due to transparency
across the entire supply chain.
SUPPLY CHAIN MANAGEMENT
How to future-proof your logistics
YOUR BENEFITS
Together with our customers, we optimize supply chains
from strategic orientation to daily operations. We in-
crease overall potentials and position your supply chain
optimally over the long-term through a detailed analy-
sis of customer expectations, the integration of all levels
of hierarchy involved and by developing relationships
with strategic suppliers. A holistic optimum can only be
achieved through continuous improvements across the
entire end-to-end process.
Together with our customers, we develop
optimal supply chains – from strategic direction
to daily operations.

3. WHAT OUR CUSTOMERS SAY ...
Feedback from SCM projects
3
“Together with UNITY, we were able to make the
pros and cons of our own supply chain transparent
in comparison to our competitors’ supply chain. This
knowledge will significantly support decisions re-
garding our future supply chain strategy.”
Dr. Bernard Motzko, Vice President
Logistics & Production, Wincor Nixdorf
“Planned growth confronted us with the challenge of
dimensioning our outbound logistics sufficiently and
making it more efficient. UNITY demonstrated poten-
tials and options using a methodical and goal-orient-
ed approach. With these results, we can improve our
customer service and simultaneously reduce logistics
costs. In addition, flexibility measures were incorpo-
rated in order to be able to react quickly to market
changes.”
Reinhold Mühlbeyer, Spokesman of the
Management Board, Arntz Optibelt Group
“UNITY played a key role in identifying our material
flow and developed different factory layouts from the
perspective of lean logistics. We have transformed
these together into a specific implementation road-
map.”
Oliver Wittorf, Head Global SCM,
Mettler-Toledo
“UNITY’s experienced consultants showed us best-
practices in various ordering methods and helped us
choose the most appropriate method, which led to a
significant reduction in stock levels.“
Jennifer Tian, Material Planning Manager,
ANDREAS STIHL Power Tools
(Qingdao) Co., Ltd.
“With UNITY’s help, we have made our logistics
future-proof and are now prepared for future chal-
lenges as well as planned growth.“
Gustavo Burger, Supply Planning Director,
Brasil Foods (BRF)
“Before we started this project with UNITY, we pre-
sumed that a cost-saving potential existed in our
value chain for transporting equipment. However,
we did not gain real insight until UNITY conducted
an on-site analysis using a structured approach. The
identified conclusions will have a huge impact on our
entire investments. We will build an implementation
team in order to utilize these advantages.”
Kenneth Helligsoe Svinth, Head of Equip-
ment Management, Siemens Wind Power

4. DIGITAL PLANNING COMPETENCE
Profit from our many years of cross-industry experience in
projects for mid-sized companies as well as enterprises.
▪▪ Systematic approach in optimizing end-to-end processes
▪▪ Integrative consideration of overall process landscapes,
utilization of technology, IT, organizations, and service
providers
▪▪ Use of dynamic simulation methods
AN INDEPENDENT PARTNER THROUGH
IMPLEMENTATION
Our consultation does not end with theoretical concepts.
We implement our concepts together with you and we
are independent partners when realizing supply chain
successes.
▪▪ Project definition/planning
▪▪ Project controlling (time, costs and quality)
▪▪ Integration of implementing companies
▪▪ Project communication and documentation
▪▪ Change management
KNOWLEDGE ABOUT BEST PRACTICES AND
FUTURE DEVELOPMENTS
As an innovative partner in over 1,000 projects, our cus-
tomers trust us in the development of their business suc-
cess:
▪▪ Innovation management and strategy development
▪▪ Production and logistics management
▪▪ Technology and IT management
▪▪ Lean production und lean logistics
▪▪ Industrie 4.0
OUR COMPETENCES
Experience success through UNITY
Company-wide planning and control ensures
long-term competitive advantage.

5.  Supply chain strategy
 Production and transport network planning
 Outsourcing and logistics cost optimization
 Supplier development
 Warehouse and factory planning
 Outbound logistics
 Industrie 4.0 realization and information management
 Supplier management and integration
 Optimization of control processes
STRATEGIC PLANNING
CUSTOMIZATION
“Use best practices
and customize them
for our customer”
“Complement abilities
and empower the team”
EXECUTION
“Deliver quantifiably
measurable results”
MEASURABLE
SUPPLY CHAIN
DIRECTION
Create planning
tasks
Guarantee customer
orientation
Plan the supply
chain
Realize the
supply chain
Resume standard
operations
SUPPLY CHAIN
CONCEPTS
REALIZATION RAMP UP
CONTROLLING &
INFORMATION FLOW
OPERATIONS
“Involve all hierarchical
levels necessary for
project success”
INTEGRATION
5

6. How does supply chain (SC) strategy support the
assurance of a company’s success?
Logistics offers one of the most important competitive
advantages. By strategically orienting the supply chain,
a company’s value is increased. Corporate goals and
vision are reviewed, taking market developments into
consideration. The strategic starting point of the value
chain is then analyzed from the current position. Based
on a company’s core competences and business condi-
tions, the supply chain strategy can be modified, and
then tracked using implementation projects.
RESULTS
▪▪ SC strategy to support business models
▪▪ Implementation projects initiated
SUPPLY CHAIN STRATEGY PRODUCTION NETWORK PLANNING1 2
STRATEGIC PLANNING
Focus your supply chain on Industrie 4.0
What set-up offers an optimal production
network?
A production network defines the production sites per
product and thus has a significant influence on pro-
duction costs. In a best case scenario, the production
network is developed based on product and strategic
circumstances. Based on the current capabilities of the
sites, an actual plan is developed to realize the target
production network. Then the necessary investments are
determined and a master plan of action is derived for
implementation.
RESULTS
▪▪ Ideal and actual planning
▪▪ Increased competitiveness
▪▪ Optimized manufacturing costs
STRATEGIC
PLANNING
CONTROLLING &
INFORMATION
FLOW
OPERATIONS
CURRENT
POSITION
VISION
LOCATION
CAPABILITIES

7. 7
How does the network offer a stable assurance of
supply at minimum effort?
The transportation network ensures the supply of materi-
als to individual locations. In order to evaluate the poten-
tials and limitations of an existing supply network, UNITY
simulates the movement of material within the network.
Then, improvements, such as new modes of transporta-
tion and delivery frequency, are defined based on the
identified bottlenecks. Consequently, an ideal network is
developed that offers the highest level of supply reliabil-
ity at minimal costs. Simulation of the ideal network safe-
guards the planning so that prompt execution can follow.
RESULTS
▪▪ Optimized supply network
▪▪ Reduced logistics costs
▪▪ Optimized manufacturing costs
How can the cost effective use of services be
assured?
Under increasing pressure to reduce costs, the focus on
core competences is growing in importance. UNITY re-
views the strategic orientation of the supply chain with
their customers to reduce costs. Based on this, a potential
analysis that includes the cost structures is conducted.
UNITY then derives logistics objectives and identifies
the necessary extent of outsourcing. These areas are de-
scribed in requirement specifications and are overseen
until implementation into daily business occurs.
RESULTS
▪▪ Logistics objectives are prepared for future requirements
▪▪ Transparent cost structures and logistics processes
▪▪ Available requirement specifications
TRANSPORTATION NETWORK PLANNING OUTSOURCING OPTIMIZATION OF LOGISTICS COSTS3 4 5
How do logistics costs compare in relation to bench-
marks and how can costs be continuously reduced?
Logistics costs can be systematically reduced as soon as
processes and cost drivers are transparent. The logistics
processes will be evaluated by using a process cost cal-
culation and a benchmark is then created to ensure com-
parability. Target costs are defined and cost drivers are
identified. Optimization concepts are developed taking
variable and fixed costs into consideration. In order to
reduce ongoing costs, organizational processes are cre-
ated for continuous cost reduction.
RESULTS
▪▪ Benchmark for logistics costs
▪▪ Identified savings potential
▪▪ Reduced logistics costs
CONTRACT

8. REALIZING INDUSTRIE 4.0 INFORMATION MANAGEMENT1 2
How is Industrie 4.0 used efficiently and what is the cur-
rent status of implementation?
Industrie 4.0 is composed of numerous devices that are
networked, leading to intelligent value-added chains.
UNITY determines the level of Industrie 4.0 readiness
and demonstrates possible stages of development. Cus-
tomized and economically feasible Industrie 4.0 solu-
tions are developed together, which are then transferred
into a roadmap. Realization is examined based upon the
UNITY maturity model.
RESULTS
▪▪ Industrie 4.0 readiness based on the UNITY model
▪▪ Target vision of the future supply chain
▪▪ Specific measures for realization
What information is required from the supply chain
for holistic planning and control?
Company-wide availability of information is a crucial
factor for reducing costs and increasing quality within
an organization. UNITY determines the information re-
quirements along the supply chain using approaches
based on Industrie 4.0 and then derives a target pro-
cess. Measures for improvement are developed based
on deviations to the existing situation. Appropriate IT so-
lutions will be selected, system suppliers are identified
and a recommended course of action is worked out for
the implementation.
RESULTS
▪▪ Evaluted IT infrastructure
▪▪ Selected IT solutions
▪▪ Optimized supply of information
CONTROL AND FLOW OF INFORMATION
Enable a continuous and effective exchange of information
STRATEGIC
PLANNING
CONTROLLING &
INFORMATION
FLOW
OPERATIONS

9. 9
SUPPLIER INTEGRATION OPTIMIZATION OF CONTROL PROCESSESSUPPLIER MANAGEMENT 4 53
How is efficient supplier integration assured in
different supply concepts?
An appropriate supply concept is determined per prod-
uct and supplier within the framework of a supply strat-
egy. UNITY analyzes the existing supply concepts based
on the materials supplied. Then, taking options for au-
tomation into consideration, target integration concepts
and information flows are developed. Based on supplier
categorization, implementation measures are derived
and initiated for the target structure.
RESULTS
▪▪ Risk prevention in the supply chain
▪▪ Improved cooperation
▪▪ Optimized exchange of information
How can control be supported to efficiently utilize
resources?
Control processes are one of the key drivers of efficiency
in handling material and load shipments. UNITY ana-
lyzes the current transportation network as well as its con-
trol processes. Compared to this, the transported quanti-
ties and the reliability of the planning are evaluated over
the course of time. A target process is developed and IT
requirements are derived in order to select appropriate
solutions for an efficient and stable transportation process.
RESULTS
▪▪ Reduced effort for control
▪▪ Transparency of control processes
▪▪ Efficient use of resources
How does supplier management guarantee control
that is resource-optimal?
The goal of supplier management is to systematically con-
trol the relationship along the value chain between com-
panies and to build strategic cooperations. Appropriate
partners are identified through supplier segmentation and
evaluation. Based on this classification, target processes
are developed, which leads to simultaneous resource-op-
timal supplier control and quality assurance. Strategically
significant suppliers are thus further developed.
RESULTS
▪▪ Supplier segmentation
▪▪ Ideal supplier development
▪▪ Established supplier relationship management
SUPPLY
CONCEPT A
SUPPLY
CONCEPT B ORDER
DELIVERY

10. LEAN PROCESSES FOR SUPPLIER
DEVELOPMENT
WAREHOUSE PLANNING &
DIMENSIONING
1 2
How can supplier performance be continuously
improved?
Focused supplier relationships offer a valuable opportu-
nity to reduce costs and, at the same time, guarantee
high quality and availability of parts. UNITY develops
a standardized supplier classification through using spe-
cific criteria for supplier segmentation. Based on the clas-
sification and evaluation, concepts are developed and
implemented in order to continuously develop suppliers
(Kaizen). This is how costs are steadily reduced and qual-
ity is improved.
RESULTS
▪▪ Evaluated and classified suppliers
▪▪ Lean processes for supplier development
▪▪ Developed key suppliers
How are warehouses optimally oriented
to needs?
Warehouses ensure a continuous supply of material in
production. During documentation of the planning, UNI-
TY analyzes quantity structures. Appropriate concepts
are developed based on the identified potentials, as well
as a selection of suitable types of warehouses. Ware-
house dimensioning is determined based on the planned
quantities and production requirements including the op-
timized area needed and warehouse costs. Implementa-
tion measures, for example Kanban and VMI, are de-
fined and initiated within the scope of actual planning.
RESULTS
▪▪ Increased assurance of supply
▪▪ Needs-based inventory
▪▪ Cost-optimized warehouse concept
OPERATIONS
Ensure cost-optimized flexibility
STRATEGIC
PLANNING
CONTROLLING &
INFORMATION
FLOW
OPERATIONS

11. 11
OPTIMIZATION OF MATERIAL FLOW OUTBOUND LOGISTICSFACTORY PLANNING AND REALIZATION 4 53
How does transparent material flow assure supply
and the lowest costs at the same time?
Control of the material flow is aimed at the flow-oriented
optimization in the entire value chain. Based on the pre-
viously documented processes for each product group,
the current state is dynamically simulated in order to
identify waste. Then, UNITY develops a target concept
based on lean principles, including optimized produc-
tion control. By dynamically simulating material flow,
the resulting concept is validated in order to verify the
planned savings.
RESULTS
▪▪ Optimized material flow
▪▪ Increased surface area productivity
▪▪ Lean intra-logistics
How can flexible outbound logistics be guaranteed
with low quantities of finished products?
Outbound logistics starts with the completion of the final
product in production. In order to guarantee efficient lo-
gistics, customer requirements and customer cycles are
recorded. To increase flexibility in distribution, UNITY de-
velops measures for customer specification of the product
at the latest possible point within the production process.
The optimal stock levels are guaranteed by continuously
orienting inventories to meet customer cycles.
RESULTS
▪▪ Reduced inventory of finished products
▪▪ Increased supplier performance
▪▪ Increased supplier flexibility
How can existing factories be planned from process
to layout?
A factory needs to realize added-value from a lean per-
spective over the long-term. UNITY uses digital tools to
plan from “the inside out,” hereby creating a sample so-
lution followed by deriving the actual plan. Based upon
that, optimal control for production is developed taking
lean aspects into consideration – control methods in-
clude, for example, the pull principle and Kanban. For
the implementation, companies are selected for the re-
spective trades and project organization is set up and
supported.
RESULTS
▪▪ Optimal manufacturing costs
▪▪ Prevented waste – optimal factory layout
▪▪ Lean methods implemented in production

12. SMART LOGISTICS OF THE FUTURE
The supply chain in the age of Industrie 4.0
Industrie 4.0 marks the introduction of the internet to the
shop floor. Networked, autonomous products and deci-
sion making processes control value-added networks,
practically in real-time. This becomes possible through
workpieces and production equipment that are digitally
linked with IP addresses and therefore have the ability
to communicate. The supply chain is not excluded by
this development. New competitors are competing for
customers and new techniques are changing the way
companies work together across the entire organization.
Just-in-sequence und just-in-time products are delivered to
recipients that are customer specific yet produced under
the same conditions as mass produced products. This is
where logistics plays a key role.
Achieve maximum
efficiency by using
new technologies
Smart logistics of the future...
▪▪ Has no set structures
▪▪ Requires configuration rules in order to define the
scope of possible changes
▪▪ Autonomously adapts its structure as well as param-
eters according to specific situations, for example
transportation systems and pass through quantities
▪▪ Requires new types of training for employees
▪▪ Requires new planning systems
Specific approaches offer examples from disciplines
such as sourcing, planning and outbound logistics. In-
ventory-managed supply is replaced by continuous and
on-demand supply known as smart sourcing. Smart plan-
ning occurs when production and production supply is
self-directed through intelligent, automated equipment.
Continuous processes in all steps of the manufacturing
process ensure smart distribution, including logistics to
the customer.
UNITY supports the entire supply chain on the path to
realize Industrie 4.0 concepts. The required core compe-
tences are developed together:
▪▪ Merging of real and digital worlds
▪▪ Continuous engineering
▪▪ Linking products and production systems

13. 13
Open and flexible
operating area
Predictive purchasing
management
Lack of storage in
supply chain
AGVs controlled by
production machines
Predictive delivery
management
Autonomous
trucks
Complete global
ERP
Autonomous inventory
management
Supply Chain
warehouse network
In floor AGVs
(automated guided vehicles)
Real-time routing and
connected navigation
Automatic delivery
process
Partial global
ERP
Vendor managed
inventory
Automatic warehouse
network
In floor
AGVs
Predictive and
central fleet
Active delivery
management
Local operative
structures
Global operative
structures
Push
delivery process
Pull delivery
process
Lack of
automation
Automatic warehouse
system
Manually-controlled
wagon
Manually controlled
trolleys
Push delivery
process
Order-based
delivery process
Decentralized
fleet
Centralized
fleet
NETWORK DESIGN
PURCHASING LOGISTICS
WAREHOUSE LOGISTICS
INTRA-LOGISTICS
OUTBOUND LOGISTICS
TRANSPORTATION
LOGISTICS
DEVELOPMENT LEVELS OF SMART LOGISTICSTYPICAL PLANNING AREAS

14. CUSTOMER Wincor Nixdorf International GmbH
UNITY RESPONSIBILITIES
▪▪ Development of current and future supply chain
requirements
▪▪ Identification and analysis of optimal supply chain
concepts
▪▪ Evaluation of the concepts in regard to enterprise,
supply chain and factory goals
MEASURABLE CUSTOMER BENEFITS
▪▪ Transparency in future developments of competitors
▪▪ Identification of potentials to differentiate and presen-
tation of strategic options
CUSTOMER Siemens Wind Power
UNITY RESPONSIBILITIES
▪▪ Creation of an understandable visualization of the
cost structure throughout the value chain
▪▪ Identification of cost reduction potentials
▪▪ Evaluation of optimization possibilities and recommen-
dations for implementation
MEASURABLE CUSTOMER BENEFITS
▪▪ Evaluated potential to reduce costs by 10 % of the
total investment per year
▪▪ Classification of value chain cost drivers
STRATEGIC SUPPLY CHAIN ORGANIZATION VALUE CHAIN OPTIMIZATION
REFERENCES
Our success stories
CUSTOMER Daimler AG
UNITY RESPONSIBILITIES
▪▪ Simulation and analysis of the current situation
▪▪ Calculation of future capacity requirements
▪▪ Development of optimal logistics solutions and derive
an actual plan that is future-proof and efficient
▪▪ Implementation planning for a logistics strategy
MEASURABLE CUSTOMER BENEFITS
▪▪ Increased guarantee of supply at highly increased
production volumes
▪▪ Reduction of logistics costs by 16 %
▪▪ Increased efficiency by utilizing efficient automation
technology as well as lean logistics concepts
LOGISTICS STRATEGY FOR ENGINE FACTORY

15. 15
CUSTOMER ANDREAS STIHL Power Tools
(Qingdao) Co., Ltd.
UNITY RESPONSIBILITIES
▪▪ Employee training for various ordering processes
▪▪ Classification of material
▪▪ Qualitative and quantitative evaluation of various
ordering processes
▪▪ Inventory calculation of various ordering processes
MEASURABLE CUSTOMER BENEFITS
▪▪ Reduction of inventory by approximately 20%
▪▪ Optimized ordering process
▪▪ Implemented Best Practice knowledge
▪▪ Potential assessment of contiguous functions
CUSTOMER Mettler-Toledo AG
UNITY RESPONSIBILITIES
▪▪ Conception of an external milk run for all Mettler-
Toledo locations in Switzerland
▪▪ Support regarding inquiries, including negotiations
with freight forwarders
▪▪ Support during the pilot project
MEASURABLE CUSTOMER BENEFITS
▪▪ Concept of an external milk run
▪▪ Selection of optimal freight forwarders based on a
cost-benefit analysis
▪▪ Implementation of external milk run pilots
▪▪ Total savings of 2.2 % based on pilots (CHF 100’000)
OPTIMIZATION OF PURCHASING PROCESSESOPTIMIZATION OF INBOUND LOGISTICS DISTRIBUTION LOGISTICS
SUPPLIERS METTLER TOLEDO
Schwerzenbach
Uznach
Urdorf Nänikon
CUSTOMER Mölnlycke Health Care
UNITY RESPONSIBILITIES
▪▪ Process mapping and analysis following lean prin-
ciples in a static process model
▪▪ Expansion of the process model through dynamic
simulation of material flow
▪▪ Verification of processes, such as lead times and
order fulfillment, using simulation trials
MEASURABLE CUSTOMER BENEFITS
▪▪ Verification of material flow and manpower
▪▪ Calculation of optimal staffing requirements
▪▪ Identification of potential bottlenecks
▪▪ Simulation of the effects of changed input variables or
conditions on warehouse processes

16. Find your contacts:
www.unity.de/en/contact
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HAMBURG
MUNICH
NUREMBERG
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SHANGHAI
STUTTGART
VIENNA
ZURICH
CONSULTING & INNOVATION
www.unityconsulting.com 07/ 2016 | © UNITY, 2016
UNITY is the management consultancy for future-
oriented corporate management. We drive our
clients’ innovative strength and operational excel-
lence. Together, we have been leading projects
to success since 1995. Clients from the automo-
tive, aerospace, manufacturing, healthcare and
medical technology, energy, pharmaceutical and
chemical industries trust our expertise – from SMEs
to global players. With 210 employees, we are
present at 14 locations worldwide and lead proj-
ects around the globe.