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Sustainable SCM organization
Optimized structures at BD Rowa
BD Rowa, in collaboration with valantic, restructured its global supply chain organization. The centralized control framework establishes clear responsibilities, streamlines processes, and enhances interfaces. This has created a solid foundation for scalable growth within a dynamic and rapidly expanding international market environment.
About the company
Becton Dickinson Rowa Germany GmbH is the market leader for automated warehousing and picking systems in pharmacies and clinics. Together with valantic, the company developed a future-proof SCM structure. The focus was on the analysis of existing processes, the redefinition of interfaces and the targeted adaptation to international growth targets. The new organization increases efficiency, ensures scalability and increases transparency across all supply chain stages.
The project
The challenge
BD Rowa has grown strongly in recent years and expanded internationally. Due to the increasing complexity of the global supply chain and the expansion of the product portfolio, the existing organization was not optimally aligned for future challenges. A central SCM structure was needed to make processes more efficient and ensure the company’s scalability.
Consulting approach
1. Analysis of the existing SCM organization
- Conducting interviews to record the current organizational structure
- Identification of strengths and weaknesses based on detailed analyses
- Benchmarking of SCM processes with best practices
2. Optimization of SCM processes
- Derivation of measures for process improvement
- Identification of quick wins for inventory management
3. Development of the new SCM organization
- Definition of a clear structure with unambiguous responsibilities in supply chain management
- Redefinition of internal and cross-functional interfaces
- Derivation of future resource requirements for a scalable organization
Solutions & results in detail
BD Rowa reorganized its supply chain structures together with valantic. Central functions were bundled, end-to-end processes such as procurement and order-to-deliver were optimized and clear responsibilities were established. The result: higher process quality and better controllability in day-to-day business.
Conclusion
The new structure creates a resilient basis for growth and international scaling. It increases operational resilience and secures strategic management in a global environment in the long term.
Your Contact
Dr. Bernhard Höveler
Partner & Managing Director
valantic Supply Chain & Procurement Consulting