Having grown steadily for the last 10 years, Sudlac is reorganising its structure in the production and logistics sectors so that it can meet demands and improve its service.
Mr Reynal, the site manager in charge of development, explains: “during the 2018 season, we faced an all-time order high which brought to light the need to improve and optimise certain aspects of our organisation. We had to keep supporting our growth while increasing the quality of the service we offer to our partners”. Seizing the initiative, Sudlac put in place an action plan, which Mr Reynal explained: “We began by planning our production, doubling our workforce so that we can work in two teams and increase the volume of products ready for shipping. At the same time, we formed a partnership with 5 logistics providers, so that our products would be readily available”.
Outsourcing warehousing was not left to chance, picking strategic locations has enabled us to have products close to our main markets: “With the variable climate conditions, growers and applicators need greater flexibility with regard to delivery times and, by extension, so do our distributors. At the same time, road transport is becoming increasingly problematic, in Europe at least. This is why we chose geographically strategic warehousing locations, to reduce the time between customer order and delivery”.
During this improvement process, Sudlac also introduced more stringent quality control while also optimising the traceability of its products, to facilitate after-sales service and improve our responsiveness: “Besides simply manufacturing paint, we have strong service values, at the heart of which are our after-sales relationships, the aim being to provide our distributorts with the best possible assistance in their support for growers who use our products. All of our products are meticulously analysed before leaving our factory and a sample is automatically kept for 3 years, so that it can be analysed upon request.”