Cost optimisation at Karstadt Warenhaus GmbH
Branch Handel
Optimization measures, including:
- Annual meetings, condition optimisation, negotiations
- Supplier discussions to identify jointly realisable savings potential
- Exemplary processed product groups/area: Logistics optimisation, Women ́s Fashion
Robert Okon, Head of Supplier Management at Karstadt Warenhaus GmbH, reports on his experiences with a Kloepfel project.
Were you sceptical or more open-minded at the start of the project?
Robert Okon: Based on my previous experience with consultations, I was curious to see how Kloepfel would implement the previously propagated implementation orientation and project proximity in everyday life, i.e. sceptical is the wrong word, it was more of a tense expectation.
What were the main challenges at the beginning of the project?
Robert Okon: Firstly, Kloepfel Consulting had to familiarise itself with Karstadt's dependencies and internal mechanisms. Another challenge was to negotiate an additional condition with difficult framework conditions without making any concessions.
How does optimisation have a sustainable impact on your daily operations?
Robert Okon: Thanks to performance-based remuneration, only real successes that are actually visible in our system in the long term are recognised, allowing us to present real effects.
Konzentriert, effizient, lösungsorientiert
Robert Okon: Practice-orientated, collegial, implementation-oriented.
Shared project successes are always dependent on the people involved. We talk about having colleagues on the projects
How did you feel about it?
Robert Okon: We were able to develop a common basis very quickly and soon had the feeling that we didn't necessarily need external support. Coordination was always open and uncomplicated.
Some suppliers had to get used to seeing new Kloepfel faces at the negotiating table, alongside your company's familiar contacts. How did you experience these situations and what were the suppliers' reactions?
Robert Okon: Very different, we actually also had internal discussions due to negative feedback from suppliers for whom the situation was very unfamiliar. However, the majority of suppliers were neutral or open to the new situation. Thanks to the ongoing coordination within the team, we were able to adapt well and react accordingly if there was a need. In the end, the solution took centre stage.
What is your conclusion after the end of the project?
Robert Okon: We have worked with Kloepfel Consulting in various project phases and can look back on a proud result of savings that are transparent and comprehensible, also in the internal presentation, thanks to the implementation-orientated approach. The daily collaboration and high level of integration of the Kloepfel team over 1 ½ years has allowed us to become colleagues who have accepted both our structure and communication channels.
Thank you very much for the interview!
