Business Process Reengineering

VPK PACKAGING GROUP NV constantly strives to optimise and adjust its processes to an ever-changing market. The assessment and adjustment of these processes is called 'Business Process Reengineering’ (BPR). One of the first steps in this process was the implementation of SAP in several of our business units.

This project focuses on six priorities:

1. standardising, rationalising, streamlining and simplifying data, procedures, business processes, administration and reporting, with a view to further professionalisation of our staff;
   
2. compliance with external requirements: as a listed company, we recognise our external obligations to our shareholders, including reporting under IFRS (International Financial Reporting Standards);
   
3. our customers and customer service: besides the added value of the packaging product itself, as a service organisation we recognise the added value of an excellent service level for our customers. With a stable backbone for FLI®, we create not only a competitive advantage for our business units, but also, most importantly, deliver the intended added value for our customers;
   
4. “new economy” is also a major challenge and an opportunity for the future in its market segment;
   
5. as a lean and mean organisation, further cost efficiency and cost control measures are of vital importance. The BPR project will mainly involve further streamlining and optimising the group’s financial processes;
   
6. all business units go through the same process, so that we are able to exploit group synergies to the full, in terms not only of content but also of project cost.

The result of this relentless approach is that all the group’s business units are now connected to the SAP system for financial reporting.
All operational units within the specialties segment are currently running on SAP. The corrugated board segment currently runs SAP in Poland, Romania and Belgium.

The BPR project is not limited to just the implementation of SAP. VPK PACKAGING GROUP NV is constantly optimising working procedures in other areas too. Independently from the ERP system, budgets are always available for the streamlining and improvement of the production and logistics processes. This translates into projects with names such as OEE (Overall Equipment Effectiveness), Lean Manufacturing, MPS (Master Production Schedule), S&OP (Sales and Operations Planning), Transport Optimisation, Self Billing, etc.
In 2010, the aim is the optimisation of the existing SAP implementation and the further roll-out of on-going projects.