Curtice Burns Food, processes and markets regionally-branded, private label and food service products through nine autonomous divisions. Its 44 plants and warehouses are located across the USA and West Canada.
Purchasing in Curtice Burns was a traditional service function, acting in a mainly reactive and tactical mode.
ADR’s aim was to change purchasing into a profit center making substantial reductions in the costs of goods and services.
ADR focused on changing the culture and introduced long-term commodity source planning and supply chain analysis. In addition, strong emphasis was placed on performance measurement and planned cost management.
Following initial cost reductions, cost improvement activities were planned for 2 years into the future, thus ensuring a continuous flow of benefits to the business.
Within 15 months, cost reductions of 6% had been achieved. Purchasing as a function is now much stronger with a paradigm shift in its culture and operational effectiveness
“I have been delighted by the creative thinking and innovative problem solving approaches from ADR, who have made a positive contribution to the purchasing initiatives and strategic direction setting in my organisation. “
Corporate Vice President, Procurement – Curtice Burns Foods
|Client||Curtice Burns Foods|
6% cost reductions
Stronger purchasing function