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  • Global paper, pulp and timber manufacturer
  • Turnover of €11+ BN, shipping 50K containers a year (175,000 TUE) with over 12,000 tonnes of airfreight, 520K truckloads, 52K vessels and 19K rail wagons

Implemention of an integrated platform across business lines


Managed Services

Business Drivers / Challenges

  • Pressure for process improvement through a common logistics platform
  • Need to realise cost efficiencies through optimisation and shipment planning
  • Incorporation of supply & demand allocation as part of an integrated planning & execution system standardisation
  • Improve service levels to customers and business units


  • Supporting multiple environments
  • Global footprint with high solution complexity, demanding pipeline of solution changes
  • After an initial service transition to manage new ways of working, we defined minimum capacity team with on-going ability to ramp up
  • Blended 50/50 offshore and near shore
  • 9*5 Services + on call for out of hours support
  • RUN services
    • Pro-active, automated application monitoring
    • Incident management
    • Very strong problem management to reduce incident level
  • BUILD services
    • 4 Major releases per year
    • Multiple minor releases (almost per week)


  • Guaranteed monthly cost and level of service. Summary of incidents leading to improvements in solution usage and development, Help with problem solving and management to drastically reduce incident levels. UPM gained the ability to think through solution changes at a much quicker rate due to freed up staff hours, with release management