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A pharmaceutical company needed to reallocate its products portfolio for strategic reasons. One factory was expected to absorb a volume growth of approximately 80%. Under the constraint that the customer lead time distribution remains unchanged, we designed the supply and manufacturing network with the best trade-off between investment in new equipment and operating costs;
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A multi-site synthetic fiber manufacturer was losing market shares because its average customer lead time was too long. We identified the main constraint and demonstrated how to cut customer lead time by changing specific manufacturing rules and without investing in new equipment;
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The market demand of a very successful company in the food industry was growing yearly by 20-30%. Given the sales forecasts for the next five years and under the constraint that the average customer lead time remains at its present value, we calculated the time points when new pieces of equipment would be necessary and established the full and precise investments calendar;
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In the food industry a company needed to frequently discard lots of finished products for obsolescence reason. To cover the high volatility of the market demand, the safety stock was kept at a high level to prevent material shortage. The stock turn-over was too long in comparison to the product shelf-life . We could show how to reduce the safety stock level and to shorten the stock turn-over by adapting manufacturing rules and inventory policies.