- Conducted a diagnostic assessment of the current organisation across the bulk supply chain scope, with a specific focus on grain flows.
- Formalised business processes, tools, and management rules in place for forecasting, planning, freight procurement and execution.
- Identified the strengths and weaknesses of the human organisation and mapped roles and responsibilities.
- Carried out a best-practice benchmark with two agricultural cooperatives.
- Proposed a target organisation aligned with the ongoing TMS project, integrating processes, tools and HR structuring.
- Co-developed a prioritised operational roadmap covering short-term priority actions.
- Proposed a new governance model, management routines and performance monitoring framework.
- Supported the required organisational and cultural changes, including leadership, cross-functional collaboration and team coordination.
- Assisted project governance through regular steering committees and risk management.

- Identified more than 30 improvement levers structured around five dimensions: forecasting, scheduling, freight procurement, performance management and HR.
- Designed a target organisation with clarified roles, including scheduling and freight coordination, fleet management, silos and regional responsibilities.
- Improved the reliability of collection forecasts and grain flow planning.
- Standardised freight procurement practices with D-1 planning.
- Implemented a pilot project for managing truck arrival slots at a port silo to smooth inbound flows and reduce waiting times.
- Introduced performance monitoring indicators, including schedule adherence, occupancy rates and transport KPIs.
- Redesigned the management structure through the appointment of operational leaders and skills development within teams.
- Provided HR coordination recommendations, including adjusted job descriptions, training and a management charter.
- Implemented a system for monitoring operational disruptions, supported by a collaborative tool and weekly performance reviews.