Cost savings claims vs. proof.
Everybody claims to save your organization money – claiming is easy, proving is not. Again, that’s where SDI stands apart. Skeptics of “MRO savings” adore us because we let our proven successes do the talking. We don’t make up numbers, we document real-world results in the area of Finance.
Inventory nightmares? We’ve been there.
Efficient inventory management can make or break supply chain profitability. Using historical data on daily usage and transactions, we develop a replenishment forecast that identifies what items and quantities to order that will reduce total inventory, increase service levels, and lower transportation and receiving costs. Using SDiMS, our clients have reduced inventories by 20-40% while increasing service levels to 98% or above.
Sustainability is what really matters.
How do you know if SDI can deliver measurable cost savings year over year? Check our track record – the stronger the SDI/client relationship, the stronger the MRO savings. Read how we helped one client achieve a decade’s worth of consistent savings.
40+ years of delighting Finance departments.
The true test of a solid MRO partnership is serving customers who become repeat customers. Once clients see how effectively SDI can cut costs and streamline their operations, they come back. One international client consolidated all aspects of their outsourced MRO to SDI after just one successful experience.
The cost of NOT using SDI.
Year-over-year savings always grab the spotlight – but the more impressive numbers concern TCO. SDI typically delivers up to 350% ROI to our clients over the life of our agreement. One good example shows how the SDI model delivers predictable savings performance over the life of the contract.
Five different plants. Five different managers. Now what?
With SDI’s holistic, coordinated, more connected approach to MRO, the results are both predictable and remarkable. Visibility, accountability, productivity and cost savings are all increased throughout the entire enterprise – no matter how many plants, how many managers, or how much equipment is in place. Read about one global food brand that continues to reap the benefits of a connected, enterprise-wide MRO model.
Your mission is our mission.
We don’t work in a vacuum. We work closely with you to advance your specified mission and focus on outcomes – whether it’s to improve production uptime, boost productivity, slash costs or improve equipment efficiency.
Find Your Industry
- Basic Materials
- Consumer Goods & Services
- Service Industry
It takes a progressive manager to push the organization to look at indirect spend and managing it in a different way - but once you see it, then you realize the opportunity.
In the third post in this series on MRO As-a-Service by Spend Matters, Pierre Mitchell and Michael Lamoureux talk about how managing MRO as a process delivers benefits from efficiency to effectiveness and beyond to an evolutionary phase. The next generation of value, MRO-as-a-Service, helps organizations build intelligent, agile, scalable and integrated supply chains (direct and indirect).
The project team has worked its way through Define, Measure, Analyze, and Improve. It’s time to begin the Control phase. The key stakeholders gather to evaluate the solution as implemented and create a plan to sustain the improvements. The goal is to standardize the improved processes, establish an audit schedule and schedule periodic follow-up to identify additional opportunities for improvement.
Jeff is located at SDI’s Golden, Colorado MillerCoors site and is currently the Supervisor for the Brewing Plant Storerooms and manages the Golden Repairs program, while also holding the position of SDI Safety Coordinator at SDI’s Golden Facilities.