Schellter Strategy Consults bvba - Shareholder & Stakeholder Sustainability

OUR MISSION

Schellter's mission is to help people in power to make the world a more open and prosperous place to live healthy and in harmony with both society and environment.


Acquaint yourself with SCHELLTER


Schellter helps to transform your company into a successful, decisive and resilient organisation. We do that by drastically and permanently improving your organisation’s four key areas:

  • Operational processes (planning, sourcing, production, logistics)
  • Financial processes (control, KPIs, management information)
  • Commercial processes (profitability control, increase time-to-market)
  • Operating model (roles & responsibilities, efficient meeting structures, continuous improvement methods)

Key to success

Successful changes can only be achieved from within the company. The most important key to that success is combining a simple strategy with firm, realisable and well-defined objectives and integrated, innovative improvements. Above all, it’s important to keep an eye on the human side of the change process.  

Customised approach

Schellter understands that one size does not fit all: a customised approach is needed to achieve sustainable company results, no matter what phase a company is in.

Different processes for different phases

Schellter provides different types of change processes for different situations. We offer business transformations to companies that are generating turnover but expecting disappointing results. This involves optimising the operational, financial and commercial processes as well as the structure of the organisation or the corporate culture. If you have acute liquidity problems, we can help you by restructuring your business. The first thing we do is stop your company ‘bleeding’ money. Then we improve your cash flow management, eliminate losses and achieve operational stability. If your company is in danger of failing, we can initiate a new start and turn it into a success using turnaround management. We also offer business optimisation programs to improve certain areas of your company. This may vary from optimising your logistics network, implementing lean principles in your factory, professionalising your sourcing department, or speeding up your product introduction process.

Permanent changes

Inspiring an organisation and developing leadership and change capacity is the basis of our approach. It makes sure changes are permanent rather than temporary. It guarantees continuity because, when we leave, your company will keep on improving itself. That’s why we speak about Head, Heart and Hands.

Values

The most predictable feature of any company is change. Within these continually changing environments, Schellter holds firmly to fixed company standards and values:

  • Quality is the result of the professional approach, the unremitting attention to detail and the efficiency of our people. Schellter’s employees focus on delivering quality. They are dedicated to making our clients successful.
  • Partnership is the basis of all our relationships. Internally, we unite all our strengths; externally, we do everything we can with our clients to achieve the best results. We believe the greatest challenge is setting free the knowledge and learning our clients possess. Our drive means we achieve results – together - that focus on sustainable growth from within.  
  • Decisiveness means making clear agreements in advance with the client. Schellter’s specialists work proactively, take the initiative and provide innovative and challenging solutions. They use proven theories, and then go one step further to achieve results in practice.
  • Responsibility begins with us; with trust in and respect for our clients and for their and our employees. It means honouring our agreements and wanting our client to judge us on our results. It also means encouraging our own people to take responsibility so they can develop to the maximum.

Philosophy and people

Schellter’s employees share a passion: transforming companies into businesses that operate effectively in the market. Principles that are important to us are working with our heads, hearts and hands and achieving results in partnership with our clients.

  • Unique working methods
    We like to stimulate and challenge our clients, hold up a mirror in front of them and contribute relevant knowledge and experience. These are important elements of Schellter’s working methods.
  • Roles
    Schellter provides interim and/or programme management because we want to take responsibility. We also provide consultancy (because clear and actual analyses are necessary) and coaching (because changes must come from the people themselves).
  • Knowledge and experience
    Schellter has a hands on approach and hands on people. We believe that we can only add real value if our people have broad experience and capabilities:

  • Extensive management knowledge and experience at executive and board level in areas such as operations/production, finance, commerce, HRM and general management
  • Out-of-the-box and innovative intellect to ensure a pragmatic approach to implementation
  • Interim, project and programme management in national and international markets
  • Experience with complex projects in chain logistics, operational management, change management and business transformations
  • Experience in strategic advice
  • Experience with change processes concerning company culture

Our approach

To stand still is to go backwards. The strength of an organisation lies in its capacity to determine the phase it is in; to be self-critical and find that it can always be better, that good is not good enough.
          
  • Start-ups
As a new business, you will be focusing on sales growth and optimising your business processes. Schellter helps your company ensure that its commercial and production processes are well organised. It is important that you have a clear strategy and a well thought-out business plan; these serve as a guiding light for all actions and priorities.   

  • Disappointing results 
Companies are sometimes confronted with a fall in profits but are still in relative good health. This is a good time to ask Schellter to carry out a business transformation, which focuses on improving operational and financial performance.

  • Financial dire straits
If the liquidity of your company comes under pressure and you can no longer pay salaries and debts, then you need to restructure. Our highest priority in this phase is cash flow management and ‘buying’ time for the recovery operation.

To achieve lasting and significant results, Schellter always uses these four perspectives:

1. Philosophy:

Schellter believes in working with the client, at a pace suitable for the client and the development phase it is in. Our efforts are only temporary, but the results are permanent. We achieve that by using our heads (solid analyses and searching for the core of the problem), hearts (value the qualities and change capacity of the people and the company) and hands (achieving results in a practical way).

2. Approach:

The first step is to control and stabilise the organisation; the second step is to align your strategy with the changing business environment and to translate your business strategy into an operations strategy; the third phase is to set-up an organisation and processes that can deliver this strategy and are able to improve continuously. This solid basis is necessary to develop and achieve long-lasting results without external support.

3. Roles:

Schellter provides interim and/or programme management because we want to take responsibility. We also provide consultancy (because clear and actual analyses are necessary) and coaching (because changes must come from the people themselves).

4. Expertise:

Our specialists have gained both consultancy and extended (line) management experience, so they know what it means to carry out drastic changes. They understand that sales must continue during these changing times.

Restructuring

If, in addition to disappointing results, there is also a shortage of liquidity and/or credit, and you don’t know if you can meet your payments at the end of the month, your organisation requires re-structuring. The first priority is not improving your processes: for extremely short-term results you need extremely short-term actions. The greatest challenge is taking the right actions in good time.

Priority: survival

In this phase, there is just one leading principle: survival. You have to take care of the money in the bank. Only then can you turn to improvements. For now, your primary task is to prevent the failure of the company. As the Dutch say, “A successful operation, but the patient died an hour ago”

Stop the bleeding

‘Cash is king’. Therefore, these are your first, necessary steps:

  • Bring cash flow back under control
  • Set up a cash forecast and cash flow management
  • Generate cash, extend for example credit terms with suppliers and shorten credit terms with debtors, apply for a moratorium on payments, etc.
  • In this phase, it is crucial to gain as much time as possible to develop and implement a recovery plan

(Problem) analyses

How did the current situation arise? You need to analyse the financial and operational data to make that clear. The results will also show you the way forward in terms of solutions and help determine if and how survival is possible. This analysis answers questions such as:

  • Are margins sufficient?
  • What are the cost levels?
  • What is the profit development?
  • How are customers reacting?
  • What is the degree of service?
  • Are there alternative sales opportunities?

Management and organisation assessment

The most important question to answer at this stage is: is the current management capable to lead the company through the crisis?

Confidence-building action plan

A bank often assigns a company in severe financial difficulties to its Risk Management department. The bank’s main concern at this stage is obtaining an analysis of the situation: how does the management proposes to get the company out of this situation and which resources does it need to do this? SHC helps you to formulate a solid and substantiated proposal and action plan, thereby giving you (and the bank) a foundation for confidence.


Business transformation

Your company’s results are worsening, but there is no reason to panic (yet). However, change is necessary, no matter how difficult this may prove. The process can be made simpler and faster with external support. Schellter does not start immediately with the transformation process. First, it performs a quick scan which last only several weeks. This analysis of your company and its current situation builds up the level of trust needed between Schellter and the client, reassures the various stakeholders and facilitates a plan of approach.

Phase 1:

Quick scan During the quick scan, trust develops between your company and Schellter. The results of the quick scan form the basis of the decision making in the next phases and it enables us to set up a concrete and realistic implementation plan together. Essential elements of the scan are:

  • developing trust
  • create the business case: what are the benefits and the investments
  • formulating a plan of approach; localising pressure points
  • making decisions about how to proceed

Phase 2:

Operational control The next steps are:

  • mapping out the main operational issues and implementing solutions to realise quick wins
  • getting processes under control; creating a stabilised organisation
  • gathering support from the stakeholders to go along with the plan

Phase 3:

Strategy & direction In this phase, we jointly determine the new strategy and course. We do that by:

  • establishing the company’s expectations and ambitions; make sure it’s in line with market potential and conditions
  • researching the market position: what is the competition doing? Assisting with choices; identifying company’s distinguishing features
  • determining operational consequences: testing to see if the chosen strategy is achievable

Phase 4:

Operational excellence During this phase, we implement the new course with your employees by:

  • introducing flexibility and new ways of working (together) based on continuous improvement principles
  • implementing performance management and meeting and reporting structures
  • ensuring that the right people are on the right spot
  • transferring control to the organisation (externals are only temporary)
  • monitoring the continuity

Finance

The challenges for a CEO, CFO or financial manager increases enormously in times of financial crisis. These challenges vary from maximising the value of the company to ensuring a reliable and timely plan and forecast - proactive information is, after all, essential for goal-oriented actions. Other priorities are cash flow, working capital and cost management. Schellter supports your company’s financial and line management by helping them meet these challenges.

Schellter can lend you a helping hand in the following areas:

  • Financial management and strategy

In financial management, Schellter pursues a number of elementary objectives:

· the financial management must provide added value
· the financial policy should correlate with the company’s strategy
· the strategy must be translated into concrete objectives, KPIs (key performance indicators) and action plans
· the strategy must be measurable and transparent

  • The financial organisation and the business

To bring order to financial management, some changes need to happen internally.  Schellter helps you:

· bring the financial organisation and reporting (KPIs) in line with the dynamics, speed and structure of operations and line management
· bring uniformity to working methods, quality and reporting: this strengthens the validity and effectiveness of performance management

  • Business performance management

The numbers tell the tale. Effective planning, correct forecasts and accurate performance measurement is crucial in managing a company. Schellter sets up an effective business performance management system with you, at the same time making sure that:

· the quality, speed and reliability of reports and decision-supporting information correlates with the operational model of the company
· the measurement of past performance (which is important but not always sufficient) does not overshadow the forecast of future performance results (which is essential to direct a company proactively)

  • Cost-to-serve management

We find that, in general, 20% of clients or products generate 80% of the profit, so it is essential to understand the relationship between customers and services or products (i.e.: the costs to serve) to make the right choices


  • Cash and working capital management

Good cash flow management and a reduction in working capital are important ways of making cash available for growth, investment and solvency.

  • Cost reduction programme

This involves evaluating and understanding the costs which do not deliver added value, and making savings wherever possible.


Business Optimisation

In addition to company-wide transformations, Schellter can support your business by optimising specific processes in your supply chain or operation. Due to years of experience in consultancy and (interim) management, we can find quickly the room for improvement. We don’t believe in a one size fits all approach: the solution must match the circumstances of your company. We don’t just look at the quality of the process itself; we also review aspects such as the organisation structure, the level of knowledge of your employees and their correlation with the business strategy.

  • Shared responsibility

We formulate - with you - an implementation plan that you can carry out quickly and effectively. After all, your employees will have to carry out the optimisation. That’s why Schellter shares the responsibility of achieving your set objectives.

  • Planning related:

  • Planning optimisation: implementing Sales & Operations Planning (S&OP) to harmonise customer demand with resources (raw materials, production capacity, transport, storage capacity)
  • Stock management: quickly optimising stock levels based on existing demand patterns, desired service levels and suppliers’ limitations
  • Supply chain blue printing: setting up a simpler and more process-focussed supply chain organisation, with defined roles and responsibilities, a clear consultancy structure, and KPIs for the separate processes

  • Sourcing related:

  • Professionalising sourcing department: we can support you on defining the optimal sourcing department, processes and strategy. We also can support in developing a supplier strategy
  • Tender/ quotation support: we draw up an invitation for tender with you. Our added value can vary from a second opinion about the quality of the tender to the complete tender management and processing of the tender.
  • Sourcing/purchase tender: we look at your ongoing (long-term) purchase contracts or we increase the efficiency of cost management by searching for alternative suppliers or partners. Schellter’s support includes testing fees against market averages
  • Spend reduction: quickly indentifying possible savings of product and non-product related expenses

  • Production related:

  • Make/Buy decision: Based your strategic decision and your internal production capabilities, we can support you in making a decision concerning keeping own production activities or outsource production. We can also support you if production can be done at multiple sites, taken into account all costs (inbound, distribution, quality, etc.)
  • Production optimisation/ OEE improvement: based on lean principles, we can support your factory management to develop an improvement program, focused on OEE, quality or flexibility improvement. We have a proven track record and use multiple philosophies (5S, Lean, TPM, etc.)

  • Sales related:

  • Segmentation from the supply chain perspective: segmenting and rationalising the product portfolio and customer base to give more focus, reduce complexity and costs and increase delivery reliability
  • Total delivered costs: understanding the actual costs and profitability of product groups and customers
  • Product portfolio optimization: providing insight in the integral cost-prices and performing a portfolio rationalization resulting in reduced complexity, decreased cost/higher margins and increased service levels
  • Strategy and a commercial plan: Schellter helps you translate your strategy into a commercial plan. Our experience in formulating business plans and line management means you can convert your strategy into practical action plans

  • Deliver related:

  • Distribution network optimisation: rationalising European or worldwide networks of production and storage locations and related transport flows
  • Logistical tendering: redefining the desired service and comparing different service providers to save costs and improve delivery reliability


Product Innovation

The innovation process is one of the most important processes within a company. The power to innovate can, after all, result in a considerable increase in your sales and deliver an extremely valuable competitive advantage. That’s why it is important to control and manage well the innovation process on a continuous basis. Good process management results in substantial savings in development costs. Even more important: a controlled innovation process leads to the selection of (all) the right ideas and the faster development of innovations and their introduction to market.

Optimal support

Schellter provides support by setting up and optimising the innovation process. For each step in the process, we draw up – in collaboration with the customer – a process blueprint which sets out tasks, responsibilities and planning.  While drawing up the blueprint, there is continual focus on the entire process’s timescale in order to market the innovations as quickly as possible. Schellter does not only support the implementation of the process but also coaches the owner(s) of the process.

Schellter generates innovation processes for its clients that have the following characteristics:

  • Structured ideas generation process in which all ideas are described and prioritised
  • Optional: optimised creativity in the ideas generation process by bringing in design bureaus
  • Careful selection of ideas, based on a short and long list of selection criteria
  • Controlled project management from the selection of the right idea up to and including the actual introduction of the product
  • Clear tasks and responsibilities for all departments involved (Purchasing, Production, Supply Chain, Marketing, Sales)
  • Controlled and transparent development costs
  • Continual monitoring of the development phase of each new product
  • Clear communication and decision-making structure
  • Clear agreements on the ‘life cycle’ of the product


Action driven Business Plans

A company with no strategy lacks direction when doing business. And a company with no operational translation of its strategy (i.e.: a business plan) lacks an approach to carry out its strategy.

  • Tailor-made business plan
Schellter has supported many companies in testing and formulating their business strategy, so they can then translate it into practical and realisable business plans. Typically, business plans are adjusted to the development phase in which the company finds itself and to the target group (i.e.: the people who are going to bring about the transformation in practice).


  • The different phases in company development need a different focus in the business plan

  • Careful alignment
Schellter works on the principle that the content of the plan must be aligned with the target group. For example, investors and shareholders will be mainly interested in the company’s capacity to create and add value. So, management will benefit from an action plan that enables them to realise this value as well as direct the organisation.

  • Solid basis
There are two starting points for formulating a business plan:

  • existing information on the company’s mission, vision, core competencies and previous plans
  • knowledge, experience and market vision of  Schellter

Our specialists draw up the plan – with you – on the basis of detailed internal and external analysis. They do this through one or more workshops to drum up employees’ support for the plan right from the start.

A sound business plan consists of at least:

  • a short management survey aimed at the target group
  • a clear description of the company: the context
  • a description of the market, market trends and the (expected) response of the company
  • a clear, precise and understandable mission, vision and strategy: everyone in the company must be able to explain them in their own words
  • a detailed action plan to put the strategy into operation and identify the expected results
  • a financial projection of the costs and income of the action plan, including a financial and operational risk analysis




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