As we developed the operating model , we identified 3PL as an option and one that had the potential to solve many of our problems . We evaluated the merits of both a fully outsourced 3PL solution alongside maintaining a direct relationship with a panel of manufacturers / distributors . What we found during the detailed evaluation was that for a tight margin business such as G4S , a direct relationship with a uniform distributor , in terms of technical and service support along with a TCO price , outweighed the benefits of a 3PL solution .
In a lean business like G4S , our stakeholders are won over by delivery - conversely , reputations can quickly be tarnished if change outcomes fall short of promises made , so a robust operating model was critical to withstand the operational pressures and demands exerted through the lifecycle of managing customer expectations .
Given that work-wear covers six continents , it was important to divide this programme into manageable phases , with the first phase being the UK & Europe in 2018 . The first element was to develop the right operating model , which critically would allow G4S
“ The digitisation of procurement at G4S has allowed my teams to focus more time on front-line projects and business growth and allowing us to accelerate our important supply chain ESG agenda .”
— Robert Copeland , Group Procurement & Supply Chain Director ( CPO ), G4S Plc
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