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Qualité de service et compétitivitéQUALITY OF SERVICE AND COMPETITIVENESS

In our luxury business, the expected level of quality, the sophistication of the creations and therefore the multiple stages of manufacturing can lead to high scrap levels and energy consumption and therefore significant CO2 emissions.

Reducing our environmental impact consists in greater control of our industrial processes and simplifying our flows. A new development in the world of glass bottle manufacturing (perfume, skincare, make-up), the qualities of glass are arousing renewed interest on the market. In 2019, 25% of Verescence's new projects came from the transfer from plastic to glass.

Quality of service


94%

On Time In Full delivery rate
(OTIF = On Time In Full)


0,79%

Customer complaint rate


100%

internalized sorting at our decoration sites

Improving our service quality

The customer complaint rate, which has been falling steadily over the last 9 years, was 0.79% in 2019, in line with our target for 2022: to drop below 0.5%. In 2019, yields were improved at all our sites. Another leading indicator in our industry is OTIF, which provides a metric for our "On Time In Full” deliveries. This increased by 8 points in 2019 to 94%.

Agility and untwining flows

“Agilescence” expresses our ambition: agility to face the constraints of volatility in our markets, alongside our customers. Being faster, with ecological gains, means persevering in improving our flows: reducing the complexity of the Supply Chain, locating our production as close as possible to the customer, communicating better with our suppliers, and eliminating unnecessary steps. This is what lies behind our policy of insourcing bottle sorting activities on our sites, for more than 5 years now. This contributes to the optimization of our processes through greater reactivity, to reducing transport, to shortening our delivery times, and to achieving better service quality.

To make further progress in this area, in 2019 we improved our synchronization with our customers by communicating better and analyzing certain flows throughout the chain in a very precise manner, by defining product classes to better adapt our production volumes and frequency, and by monitoring our stock rotation. In addition, SMED initiatives at our production sites allow us to reduce our changeover times on our various processes, and thereby improve our agility.

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