VODAFONE PROCUREMENT COMPANY
businesses – have been regaining control on the physical flow of hardware required to run their businesses .
As part of its global logistics strategy , Vodafone is approaching its transformation in three phases .
“ In the past we had multiple disparate logistics ’ teams in the different markets in which we operate ,” explains Plaza Bartsch . “ The first part of our transformation has been quite simple : bringing everyone under one new vertical in our supply chain organisation . The key for us has been to align all our logistics teams towards a common operating model . Focusing on driving consistency in the way we run our logistics operations and warehouses so that no matter where you are in the world , our operations feel and look the same .”
Vodafone has also deployed a global network stock and warehouse management system , which provides full transparency to over 16 million pieces of equipment held by Vodafone across all warehouses world-wide .
“ Implementing a common operating model and logistics system stack is foundational but also critical to enable us to drive our transformation at pace ,” says Plaza Bartsch
Vodafone started with the first part of its logistics transformation back in 2019 and is continuously improving its physical logistics to optimise its inventory level , ageing and minimising obsolescence .
Part two of Vodafone ’ s logistics ’ strategy is to transform how it plans its demand and supply for network equipment .
“ Between now and 2024 we ' re actually deploying a new demand-and-supply planning model within Vodafone . We have started in Europe this year and have gone live in three of our big markets . We are now extending into the rest of Europe and will then finally extend this capability next year into Africa ,” says Plaza Bartsch .
Vodafone is complementing this business transformation with the deployment of an Integrated Business Planning platform , that will enable Vodafone to systematically balance its demand and supply plans .
“ Strengthening our supply chain planning function through new technology and capabilities will not only enable us to work closer with our partners in managing our supply chain , but will also enable us to optimise our inventory levels , and give us more flexibility to steer supply to where we need it . In addition , it will also enable us to drive the re-use of our assets across our network .”
As part of its logistics strategy and broader purpose agenda , Vodafone has established a so-called Asset Marketplace , which enables Vodafone ’ s operating companies to re-use equipment across different markets . Therefore , extending the life of the equipment procured which helps the company to save money , but more importantly , contributes to a circular economy by ensuring that used equipment is only disposed when it cannot be used anywhere across the group ( as part of its commitment to the planet , Vodafone also ensure that any obsolete equipment is being ethically disposed ).
“ The third step in our transformation is the creation of regional logistics hubs . This will help us to optimise our logistics network and build further resilience in our supply chain ,” says Plaza Bartsch . “ We want to optimise our logistics network and need to make sure we have warehouses in the most optimal location and with the required size . The nature of our business will of course require us to keep some stock close to the markets , therefore it is key for us to leverage technology to orchestrate the logistics network .”
Vodafone has already announced at its Arch event earlier this year that it is going to establish its Pan-European Hub to run all of its physical
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