IGEPA

As the graphics industry has evolved dramatically over recent years, IGEPA’s growth shows no signs of slowing down. This wholesaler, specialising in Paper & Board, Sign & Display, and Packaging, has seen substantial development across its operations. This includes significant advancements within its supply chain department, thanks in large part to an intensive collaboration with Slimstock.

As part of a broader European group, IGEPA Netherlands focuses on distributing a wide range of materials and products for the graphic and visual communication industries within the country. The company supplies everything from paper, board, and sign/display materials to foils, inks, and print media. Additionally, it offers an extensive range of packaging materials for industrial use. Most people may not realise it, but countless everyday products have passed through IGEPA’s warehouses. “Anything printable, we supply,” says Lisa Mattijssen, Supply Chain Manager. “For example, the cardboard used in supermarket display campaigns or banners for the Formula 1 races in Zandvoort.”

Lisa and her team focus on the Dutch supply chain operations, although IGEPA Netherlands also supports sister companies across Europe. “We’re not competitors; we complement each other,” she notes.

Halving Inventory Value and Turnover Time

With its broad focus areas, IGEPA’s assortment includes over 19,000 SKUs, of which around 4,000 are stock-controlled. Compared to a few years ago, the company has reduced its total inventory value by nearly 30%. “The inventory value has dropped by several million euros, yet our revenue and service levels have not been affected—quite the opposite, in fact,” Mattijssen explains. She attributes this success to the implementation of ABC analysis, which provides valuable insights into the most critical products. For AA-classified items, the service level has reached 98%, all without increasing stock levels.

“We’ve been working with Slimstock for years, and it has brought countless improvements,” she says. Joining IGEPA just before the pandemic, Lisa witnessed firsthand the challenges of that time. “Availability was an issue, so we stocked up on everything possible, filling our warehouse to capacity. Afterward, we made a concerted effort to bring our inventory back to healthy levels, and we’ve succeeded. At the peak, our turnover time was 120 days; now, it’s just 67 days.”

A Commitment to Continuous Improvement

Reducing inventory value and turnover time has been a result of the supply chain team’s dedicated efforts to continuously enhance their expertise. “We aim for the best possible inventory setup—maximising availability while minimising inventory value. Everything we stock must be justifiable,” says Mattijssen.

Initially, they realised they were focusing on the wrong factors but have since adjusted their approach with great success. To achieve these results, Lisa and her team regularly attend Slimstock Academy sessions, taking full advantage of their unlimited access as full-service customers. She also encourages her colleagues to participate in webinars and quarterly updates offered by Slimstock.

“You could sit back and do nothing, but that won’t get you anywhere. Constant learning and improvement are essential—not just for yourself, but for the entire organisation. The knowledge we gain benefits everyone.”

Regular Expert Consultations

To maintain a high standard of performance, IGEPA collaborates closely with Slimstock, holding quarterly consultations with a Slimstock expert at its Tiel headquarters. During these sessions, they address challenges and identify areas for improvement. “We spend a lot of time critically evaluating our inventory management processes. What can we improve? Where do we want to go? If we encounter something we can’t solve in Slim4, we collaborate with Slimstock to find a solution,” Mattijssen explains.

Recognising the value of this partnership, Lisa is determined to fully leverage Slimstock’s expertise. “We know what Slim4 can do and how to use it effectively. Together with Slimstock, we can achieve exceptional outcomes.”

Steps Towards S&OP Excellence

All these initiatives are aimed at building a perfectly optimised supply chain. The ultimate goal is a fully developed Sales and Operations Planning (S&OP) process. However, Lisa acknowledges that achieving this will take time.

“We dream of an ideal S&OP process, but we understand it’s a long-term project. It would be fantastic to realise this, but we know it has to be done in steps. Right now, we’re focusing on a BI module, which will give us better insight into the full assortment and help us manage exceptions more effectively. By continuing to optimise, we’re becoming better and better.”