Doisy & Dam’s founders wanted an independent party to assess their operation and give them a plan to work towards for the coming years.
Dark chocolate with a purpose
Doisy and Dam (“D&D”) are a Stage 2 BCorp brand producing delicious chocolate products. Founded by Ed and Rich, neither from FMCG backgrounds, they are a longstanding member of the YF Community. At the time of working closely together they were investing heavily in refreshing their brand and launching an entire new range of products in keeping with their new brand positioning.
No time to move beyond the everyday
With everything going on, the team did not have the capacity to think beyond the everyday supply chain – managing orders, producing, invoicing and dealing with the occasional issue. They suspected that their supply chain could be in much better shape but simply had not found the time to do a full assessment and establish a plan.
As highly commercial founders, they knew that with the amount they had invested in their products and brand, it would be a very valuable exercise to invest at the same time in their supply chain to uphold their brand promises and profitability.
They also had a new supply chain manager joining the business and so the team wanted a clear route forward that this manager could follow.
A detailed assessment of their operation
The Doisy & Dam team requested for YF to come in and do a full assessment of their supply chain function. From systems and processes, to contracts and commercials, to partners and more, weeks they asked for a comprehensive report to then use as a driver of change within the business.
The report also doubled as an onboarding asset for a Supply Chain Manager that we had helped them to hire.
While they worked through the findings of the report, YF took over management of the everyday supply chain – giving the founders and new supply chain manager time to process.
More than 5x ROI
This process proved the founders right in their hunch about their supply chain. There were a number of immediate and urgent improvements to be made, including significant risk in their commercial contracts that the business was able to rectify before scaling up with key partners.
Among over 50 pure supply chain recommendations, we also recommended significant change in their meeting forums to improve time inefficiencies within the business.
Overall, the value of change initiatives identified would have paid for itself in less than 8 weeks.
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