Dmitrogorsky product (Intalev: Corporate management)

Intensive growth of holding, active position on gaining the market, fierce competition in the field of production and implementation of sausage and dairy products, short terms of storage of goods production without additives and preservatives, all these factors resulted the management of holding in need of complex approach to creation of the KPI system and control of their accomplishment.

Considering extensive work experience of INTALEV company with the trading companies in the specified direction, availability of own software product based on which it is possible to perform further process automation of collecting, implementation and control of KPI, the management of holding decided to involve specialists of INTALEV company in solving of tasks facing TD "Dmitrogorsky Product".

Before a project team there was an effective objective: develop and implement the system of indicators of cost efficiency in a part Commercial service of the Customer, and algorithms of their calculation.

In the project progress consultants INTALEV, at the scheduled time (2 months), did the following works:

• The analysis of a situation "is made as is";
• The structure of a tree of factors is;
• The system of the indicators influencing obtaining the approved integrated result of trading house is developed;
• The logic of formation of indicators on a business case is checked.

In parallel, based on the received results, participants of a project team from trading house solved the following subtasks of the project:

• Determination of the reasons of a low performance of work of trading house in previous periods;
• Identification of "narrow necks", points of potential sales growth;
• Search of ways of increase in efficiency of sales, marginal income;
• Cost reduction, reduction of losses as a result of delivery, storages, product sales, decrease in number of returns;
• Decrease in time expenditure at the expense of a regulation of processes, the organization of accurate interaction between divisions.

After development and deployment of a system of key performance indicators the management of holding, had opportunities:

• Operational management of activity;
• Receiving the advancing indicators, timely response to the processes happening in divisions, the external environment;
• Performance appraisals of divisions, heads, personnel;
• Search of points of further growth of efficiency of trading house.

Through implementation of "Key performance indicators" the management of trading house managed to achieve more transparent management system, heads of divisions began to understand better business functioning mechanisms, at the same time control procedures considerably became simpler. Already during the course of performance a stage the role of an average control link considerably increased, their status and real return from work was raised. In general the corporate culture of the Company changed: employees began to care for accomplishment of the corporate purposes, to understand the role in their achievement, the consciousness of personnel, performing discipline increased.