Cost optimization at Karstadt Warenhaus GmbH
Industry: Trade
Optimization measures, among others:
- Annual meetings, condition optimization, negotiations
- Supplier discussions to identify jointly realizable savings potentials
- Exemplary processed product groups/area: Logistics optimization, Women ́s Fashion
Robert Okon, Head of Supplier Management at Karstadt Warenhaus GmbH, reports on his experiences with a Kloepfel project.
Were you skeptical or rather open-minded at the start of the project?
Robert Okon: Based on my previous experience with consulting, I was curious to see how Kloepfel would implement the implementation orientation and project proximity that it had propagated in advance in everyday life, i.e. skeptical is the wrong word, it was more of a tense expectation.
What were the biggest challenges at the start of the project?
Robert Okon: Firstly, Kloepfel Consulting had to familiarize itself with Karstadt's dependencies and internal mechanisms. Another challenge was to negotiate an additional condition with difficult framework conditions without making any concessions.
To what extent does the optimization have a lasting effect on your day-to-day business?
Robert Okon: Thanks to performance-based remuneration, only real successes that are actually visible in our system in the long term are recorded, so we were able to demonstrate real effects.
How would you describe the way the Kloepfel project team works in three words?
Robert Okon: Practice-oriented, collegial, implementation-oriented.
Joint project successes are also always dependent on people. We talk about the fact that we are colleagues in the projects
are temporary colleagues. How did you feel?
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. The coordination was always open and uncomplicated.
Some suppliers first had to get used to seeing new Kloepfel faces at the negotiating table alongside the familiar contacts from your company. How did you experience these situations and what were the reactions of the suppliers?
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 focus was on the solution.
What is your conclusion at the end of the project?
Robert Okon: We worked with Kloepfel Consulting in various project phases and can look back on a proud result of savings that are transparent and comprehensible thanks to the implementation-oriented approach, also in the internal presentation. 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!
