ASIA to maintain close control of the outsource provider . It is able to build long-term strategic relationships with the provider , granting access to the provider ’ s best people , technology and innovation . Ultimately , by losing its old practice and negotiating with Accenture , Shell was able to take back control of the business .
LEKKERLAND Lekkerland had been the supplier of many Shell filling station shops in the past already . As a result of the transformation , in 2007 Shell closed a framework contract with the German-based company as their wholesale and logistics partner in several European countries .. Almost ten years later , Shell and Lekkerland have now signed a new international framework agreement for six countries that includes supplying more than 2,500 filling stations across Europe .
Lekkerland delivers food , tobacco , and non-food products to Shell ’ s stores with the same quality standards throughout Europe . Depending on the country , Lekkerland also provides support on matters such as category management and the further development of the food service offering .
“ We are very delighted that our long-term partner Shell continues to place its absolute trust in us ,” said Patrick Steppe , Chief Executive Officer of Lekkerland AG & Co . KG . On an international level , Shell is one of the largest customers of the 360-degree full-service concept providers for on-the-go consumption .
TECHNOLOGY Shell adopted an SAP and APO sales system as its single platform for supply chain planning . For its lubricants business , Shell worked with supply chain company E2open . E2open provided Shell with Demand Sensing ( DS ) and Multi-Enterprise Inventory Optimisation ( MIO ), the former able to adapt to shifts in consumer behaviour and market influences . From this , it produces the most likely prediction of future short-term demand .
On the other hand , MIO uses advanced mathematics and daily
www . shell . com 75