Case Studies
Value creation is at the heart of the relationship we have with all our clients.
We believe that our case studies provide inspiring examples of how logistics service providers and supply chain consultancies can work together with clients to improve operations and raise performance.
If you have any questions or would like more information about how we work with clients, please contact us.
Mobile phone company 3 has rung the changes since it started operations in 2003, but one factor that has remained constant is its close partnership with Unipart Technology Logistics.
Throughout this partnership, 3 have benefited from continuous improvement, fast product launches and savings in the region of £600,000.
Anglian Water’s campaign ‘Love every drop’ makes you realise how lucky we are in the UK to have clean water which we can drink from the tap. However, that’s only part of the story, the removal, processing and safe disposal of waste water is equally important (and a lot more challenging)!
Unipart Expert Practices - Supply Chain is working jointly with Anglian Wastewater to Develop Leading Practice in Materials Management in order to improve the effectiveness of Anglian Water Service’s (AWS) wastewater maintenance materials management and operations.
Furnishings and home accessories company Habitat decided it was time to give its Oxford distribution centre a makeover. “We wanted to move the business forward and to do that we needed to change our operation,” says Peter Benton, UK Logistics Manager for Habitat.
Unipart Logistics has delivered efficiency gains across the board including an updated facility, fewer errors and an improved health and safety record.
Homebase wanted to reduce inventory by £20m a year in order to improve cash-flow. The retailer leveraged its collaborative relationship with Unipart Logistics to deliver network changes and efficiency gains.
The application of lean practices, through the‘Unipart Way’, is delivering a constant stream of productivity improvements and cost reductions – helping Homebase achieve their £20m a year target.
Performance through Engagement: Getting Passion into Logistics
This presentation explores the role of people in transforming the Homebase UK Network,
how the workforce were engaged to build sustained improvement into 'the new way' and how engagement and commitment were measured.
Maintaining a leading position in a demanding global automotive market requires a heavy emphasis on aftermarket and support. Jaguar Cars and Unipart Logistics have worked together for over 20 years perfecting the process.
Jaguar drivers across the world can now experience the same excellent levels of aftermarket service and support, regardless of their location – a continuity of service and support that helps drive brand value across global markets.
Jessops, the UK’s leading retailer of photographic products and services, moved its in house distribution operation in 2004 to Unipart Logistics in search of reduced cost whilst maintaining flexibility and agility.
Over a two year period, Unipart Logistics cut the value of products returned from Jessops’ own stores and online customers by well over two thirds, from £7m to £2m.
Packaged goods manufacturer Kimberly-Clark wanted to implement 'lean' practices within its supply chain operations, to drive down costs and increase efficiency.
Through applying The Unipart Way, staff are now fully engaged and waste is being removed from processes, bringing higher productivity, cost savings and lower absentee levels.
Retail is a crucial element in the business plan of the Royal Society for the Protection of Birds. “The trading division puts us on the shelf and in people’s homes,” says RSPB Fulfilment Manager Roy Roddy.
Unipart Logistics has responded to the challenge and RSPB have benefited from significantly higher scores in their customer satisfaction surveys leading to a much greater retention of their membership.
Shell was faced with growing Asian demand for its oil products and severe constraints on expansion at its Hong Kong production facility. This significant increase in demand for the company’s products placed the site under considerable pressure.
Innovative thinking and the adoption of ‘best practice’ techniques enabled the company to meet its targets, without the need for capital investment. Over 50 improvement opportunities were identified and acted upon, resulting in up to 70% productivity improvements in many areas.
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