{"id":20901,"date":"2026-01-08T15:22:11","date_gmt":"2026-01-08T14:22:11","guid":{"rendered":"https:\/\/www.eim.com\/it\/?p=20901"},"modified":"2026-02-19T17:58:15","modified_gmt":"2026-02-19T16:58:15","slug":"stabilizzare-ottimizzare-crescere","status":"publish","type":"post","link":"https:\/\/www.eim.com\/it\/case-study\/stabilizzare-ottimizzare-crescere\/","title":{"rendered":"Stabilizzare, ottimizzare, crescere"},"content":{"rendered":"

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Visione e consenso sugli obiettivi aziendali: come velocizzare il cambiamento<\/b><\/h1>\n

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Fondi di private equity: se si sceglie il manager sbagliato<\/h1>\n

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Stabilizzare, ottimizzare, crescere: il rilancio della Supply Chain sanitaria\u00a0<\/h1>\n

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PHARMA & LIFE SCIENCES<\/p>\n

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Un fornitore internazionale di dispositivi medici che produce e distribuisce soluzioni sanitarie principalmente nel campo della gestione del diabete e dell\u2019autodiagnosi si \u00e8 trovato ad affrontare una fase di profonda trasformazione operativa.<\/span>\u00a0<\/span><\/p>\n

Il passaggio da una logistica gestita internamente ad\u00a0un nuovo<\/span>\u00a0operatore\u00a03PL \u00e8\u00a0avvenuto in concomitanza con l\u2019uscita del<\/span> Responsabile\u00a0Logistica\u00a0lasciando l\u2019organizzazione senza una guida in un momento critico.\u00a0\u00a0In assenza di una\u00a0leadership\u00a0chiara, il cambiamento non \u00e8 stato<\/span>\u00a0governato:\u00a0<\/span>le<\/span> operazioni logistiche sono diventate inefficienti, con sforamenti di costo e comunicazione poco chiara con il nuovo provider a causa di un contratto mal strutturato e SLA non definiti, portando i costi a superare del 30% le previsioni.\u00a0<\/span>\u00a0<\/span><\/p>\n

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Obiettivo: stabilizzare<\/span>\u00a0<\/span>e\u00a0<\/span><\/span>ottimizzare<\/span>\u00a0<\/span>le\u00a0<\/span><\/span>operazioni<\/span>\u00a0<\/span><\/span>logistiche<\/span>\u00a0<\/span><\/span>ridefinendo<\/span>\u00a0<\/span>la\u00a0<\/span><\/span>relazione<\/span>\u00a0<\/span>con il 3PL,\u00a0<\/span><\/span><\/span>chiarendo <\/span><\/span>gli<\/span>\u00a0<\/span>SLA e\u00a0<\/span><\/span>introducendo <\/span><\/span>una <\/span>governance\u00a0<\/span>strutturata<\/span>\u00a0e il\u00a0<\/span>monitoraggio<\/span> delle performance per <\/span>eliminare le <\/span>aree<\/span>\u00a0<\/span>grigie<\/span>,\u00a0<\/span>rafforzare<\/span>\u00a0il\u00a0<\/span>coordinamento<\/span>\u00a0e\u00a0<\/span>ripristinare<\/span>\u00a0<\/span>l\u2019efficien<\/span>za<\/span>\u00a0<\/span>dei<\/span>\u00a0<\/span>costi.<\/span><\/span><\/p>\n

<\/span><\/p>\n

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Le azioni intraprese da EIM<\/h2>\n

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<\/span><\/span><\/p>\n

EIM ha garantito la piena continuit\u00e0 operativa durante il vuoto di leadership, assumendo la guida quotidiana delle attivit\u00e0 logistiche e assicurando stabilit\u00e0 nei processi critici.\u00a0<\/span><\/span>Il team<\/span>\u00a0<\/span>ha rivisto in profondit\u00e0 i principali flussi di magazzino, dalla preparazione ordini alle spedizioni, ottimizzando le politiche di approvvigionamento e riducendo i costi operativi.<\/span><\/span><\/p>\n

Parallelamente, \u00e8 stata rafforzata la governance del rapporto con il nuovo 3PL: sono stati chiariti SLA e responsabilit\u00e0, migliorato il coordinamento e introdotti meccanismi di monitoraggio pi\u00f9 rigorosi. Questo ha permesso di aumentare la qualit\u00e0 del servizio, ridurre inefficienze e migliorare la comunicazione tra\u00a0<\/span><\/span>i team interni<\/span>\u00a0<\/span>e il provider esterno. Infine, sono state poste le basi per un\u2019evoluzione strutturata della funzione logistica, con processi pi\u00f9 solidi, KPI chiari e una roadmap di miglioramento a medio termine.<\/span><\/span>\u00a0<\/span><\/p>\n

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I risultati ottenuti<\/h2>\n

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