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Reduced Infrastructure Overhead for Quaker Chemical

DP&C® developed a plant consolidation plan for reduced infrastructure overhead and capital investment in an aging manufacturing site, including shutdown and transition planning, as well as developing a capital investment and execution plan for the client’s new site.

Quaker Chemical is a leading global provider of process chemicals, chemical specialties, services, and technical expertise to a wide range of industries — including steel, automotive, mining, aerospace, tube and pipe, coatings, and construction materials.

DP&C® Solution:

DP&C® developed a comprehensive, strategic plan to support plant consolidation to reduce overhead and capital investment in an aging manufacturing site, including shutdown and transition planning, as well as developing a capital investment and execution plan for the client’s new site.


The client implemented the DP&C® plant optimization plan and reduced operating expenses, lowered on hand inventory relative to sales volume with the overall result being a reduced break even sales matrix resulting from lower fixed expenses.

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Increased Supply Capacity and Capability for Clorox Company

DP&C increased supply capacity and capability for Clorox company by applying customized strategic and operational solutions that would reduce operating expense, transportation costs, inventory on hand and reduce lead time to the customer.

Clorox is a Leading manufacturer and marketer of consumer products.

DP&C® Solution:

DP&C® analyzed the processes utilized by the high-volume manufacturer and distributor of consumer products, assessing all avenues to enhance operations by applying customized strategic and operational solutions that would reduce operating expense, transportation costs, inventory on hand and reduce lead time to the customer.


The DP&C® solution included recommendations on outsourcing and relocation of a portion of manufacturing to be closer to the end customer. It also resulted in development or initiatives that would mitigate short and long term capital expense while increasing overall supply capacity and capability.

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Created Efficient Supply Chain Structure for Robertet Flavors

DP&C created an efficient supply chain structure by improving customer service, reducing dormant inventory, increasing material yield, and reducing operating expenses.

Robertet is a global creator and manufacturer of flavors and fragrances.

The Challenge

  • Improve customer service now, and maintain high levels as the business grows
  • Reduce operating and dormant inventory relative to sales
  • Increase material yield
  • Reduce operating expenses
  • Enhance information systems to be long-term scalable and supportable

The Solution

  • Increased throughput velocity
    • QA improvements
    • Mitigation of redundant inputs and paperwork
  • Inventory made more accurate at item, lot and location level
    • Cycle counting application and procedure implemented
    • FIFO rules installed
    • Better processes, methodology and training put in place
  • Automatic capture and identification of variances based on lot number to reduce rate of loss
    • Bar code scanning
    • Cycle counting
  • Shop floor automation helped create greater visibility and chain of responsibility
  • Replaced current application with new ERP and developed implementation plan

The Results

  • Customer service improved by cutting time between customer order and delivery from 11.5 days to 7.2 days
  • 25% increase in SKU count while reducing operating expenses as % of sales by 11.4% ($800,000)
  • Increased cash flow by $800,000 through a onetime reduction in on hand inventory while still achieving a 30% increase in sales
  • Decreased material waste led to a $600,000/year benefit compared to the base year

Real Time Visibility of Mobile Assets for Baker Petrolite

DP&C provided real time visibility of mobile assets by applying a customized solution utilizing GPS technology and proprietary engineering interfaced with the client’s existing ERP application

Baker Petrolite is a world leader in providing chemical, engineering and technology solutions to the global hydrocarbon recovery and processing industries.

DP&C® Solution:

Provided solution to enhance client’s return logistics and mobile asset operation by applying customized solution utilizing GPS technology and proprietary engineering. DP&C® solution provided global, real time visibility regarding the status of mobile assets. This information was interfaced with the client’s existing ERP application to provide management with tools and capabilities necessary to more efficiently allocate and align the utilization of mobile assets with manufacturing and production schedules.


The DP&C® solution will result in improved asset utilization, resultant reduction in operating expense and reduced detention and demurrage. Additional, the capabilities and enhanced visibility provided by the DP&C® solution will mitigate loss of assets and result in overall improvements in customer service.

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Enhanced Logistics and Supply Chain Efficiency for Belmay

The client elected to outfit its Chester, NY plant with a comprehensive solution to enhance logistics and supply chain efficiency and profitability.

Belmay is a full-service, multinational flavor and fragrance supplier headquartered in Yonkers, NY. It has operations in 11 strategic global locations serving thousands of customers in 40 countries. The company creates fragrances for the small to mid-tier consumer products goods manufacturers in the household, personal care, air freshener and automotive markets.


The client’s dilemma was two-fold. The company needed to satisfy demand for increasingly high levels of customer service in order to better compete as an original equipment manufacturer (OEM) supplying new and high-demand fragrances more rapidly to worldwide markets. It also needed to seek ways to enhance cash flow while reducing inventory and operating costs, without a negative impact on its commitment to increased customer service.


The team from DP&C® began the process with the application of a unique metaphor: view the entire plant and its processes as a single “machine”. The DP&C® team focused on a comprehensive analysis of the current market and best practices within the fragrance and flavors industry, and a review of the entire supply chain process and the various production functions that support the Company’s operations.

Additionally, the DP&C® team looked at every step in the chain of fulfilling a customer order from the sourcing of raw material, through inventory management, materials handling on the plant floor, production and order tracking, customer fulfillment and shipping. The DP&C® team applied practical technological solutions as appropriate, to create an integrated process that increases velocity and efficiency from receipt of order to shipment, while making real-time, decision-critical information available at every step throughout the process. Critically important, DP&C® realized that information was not only important in the management suite, but also a powerful tool for every department on the plant floor.


The application of the DP&C® solution for the client’s 50,000 square-foot Chester facility began with an analysis of materials flow, and the logical reallocation of production floor space including the relocation of more than 3,000 items. With physical placement of materials better aligned through a simplified process flow, the DP&C® team implemented solutions to enhance inventory location integrity.

The fragrances and flavors produced involved the physical mixing of multiple liquid components to exacting specifications. DP&C® analyzed the current manual processes, and designed and implemented a customized liquid dispensing system. This simple solution of enhancing the efficiency of the age-old drum dispensing process, which previously required nearly constant manual handling of 400 pound drums of raw materials, simultaneously increased the number of dispensing locations by 600%, while increasing facility utilization by 100%.

With the physical dispensing of materials enhanced, DP&C® then outfitted the plant with a wireless system including ERP integration, programmatic measurement of every material pour and interface with RFID. The system monitors and reports every movement of and provides real-time raw material inventory tracking. This process now enables better work-flow planning, and up-to-the-instant order tracking.

The customized software at the heart of this wireless technology provides immediate visibility throughout the dispensing, and compounding of fragrance and flavor components, ensuring that raw materials stations are never out of service and providing validation of the order fulfillment process. The system also provides constant information feedback that drives continuous improvement throughout the plant.

DP&C® also provided the training for users and created a plant materials and logistics group – enhancing manufacturing capability and setting the stage for the continued introduction of technical sophistication. It is important to note that the plant personnel have enthusiastically embraced the application of the technology, as it provides them with an easy-to-understand technology application that mirrors their traditional activities, rather than creates new, complex processes that are in conflict with the traditional factory-floor workflow.

On the distribution side, DP&C® integrated the inventory and production process with the shipping processes. Enhanced process visibility and automation has streamlined the creation of electronic bills of lading, packing lists, product tags and integrated hazmat documentation.

While the process enhancement initiative was mainly focused on delivery of bulk shipments, it also has application in Belmay’s research and development, a core capability for effective competition within the industry, enabling Belmay to enhance the fulfillment for customer samples and new product development.

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Improved Capabilities of the Supply Chain for Popcorn, Indiana

DP&C was able to reduce manufacturing, materials, warehousing and transportation costs and improve the overall capabilities of the supply chain.  Popcorn Indiana is a manufacturer of healthier, whole grain snacks with facilities in New Jersey.

The Challenge

  • Too many manual, redundant processes
  • High labor due to inefficient manufacturing
  • Disconnected systems causing higher costs for manufacturing, materials, inventory and freight due to a lack of real time visibility of information
  • Inefficient supply chain planning causing material obsolescence on time sensitive finished goods
  • High transportation expense due to one manufacturing location shipping to national customers
  • Poor facility storage utilization causing excess outside warehouse use

The Solution

  • Increased overall capability of supply chain through improved systems, processes, and functional accountability resulting in more efficient sales order to cash, purchase order to pay, and manufacturing order to inventory
  • Evaluated personnel and recommended realignment to better support business objectives
  • Created and executed better linkage between materials, transportation and customer service management to reduce inventory on hand versus sales orders resulting in improved cash flow
  • Linked material and transportation planning together to gain execution efficiencies and improved customer service
  • Increased utilization on freight to trade transportation to reduce transportation expense
  • Improved timely, accurate visibility of information for faster, more informed management decisions

The Results

  • Saved $3,100,000 in Freight Management and Expenses (FME) costs, lowering FME as a percent of sales from 11.5% to 9.4%
  • Lowered costs by:
    • Manufacturing – $900,000
    • Distribution – $200,000
    • Materials Management – $200,000
    • Finished Goods – $300,000
    • Personnel – $500,000
  • For every $1 spent, $5 were returned to the organization