MCB Netherlands is the market leader in the metal industry as a stockholding wholesaler.

First, it became apparent that stabilising daily performance in each of the Production, Warehouse, Transport, Projects and Technical Services departments was necessary. Together with his team, Eric then introduced the Fit4Future programme, built on three strategic pillars:

• Growth in numbers and weight
• Working more safely
• Performance-oriented working and organisational development

The programme was introduced as a strategic approach to force structural change on key operational themes. At the same time, the organisational preconditions were addressed: file building and selecting on competencies of middle management, clearer standardisation of daily productivity, defining result areas for teams & individuals and enforcing discipline through sanctioning & rewarding.

At its inception, Eric noted that essential steps were needed to strengthen the organisation structurally. To grow, the company needs to prepare itself well by focusing on crucial points: where growth can be fitted operationally (numbers and weight), what organisation should go with it, and what way of working and culture is needed to do so. The Fit4Future programme offers a measured and structured approach to lay this solid foundation. This includes capacity expansion, more innovative staff use, making clear agreements, and clearly establishing what counts as the norm. The programme initially focuses on Operations, the beating heart of MCB, with the most employees (550 FTEs), square metres (16 hectares) and investments. 

The programme consists of three sub-programmes:

• Step-Up: Smarter and more efficient processes increased loading capacity without additional staffing. Although capacity was still available in the morning, all processes were focused on the afternoon and night.   
• Safety Reset: Improving safety mentality through structural measures and creating a working environment where safety is always prioritised. The number of LTAs (accidents resulting in absenteeism) was unacceptably high.
• Organisation and Performance: Attracting, developing and motivating employees, combined with standardised performance management, enable everyone to contribute to common goals.

Changing market conditions and a period of low economic activity shifted the focus from growth to cost savings and productivity improvement within 10 weeks. The Organisation and Performance pillar thereby became central, intending to improve day-to-day management and performance structurally.

Eric Koch brought a clear strategic vision and decisive decision-making. However, it soon became apparent that this strategy's practical implementation and safeguarding required additional support. Therefore, Maxime Essaadi was appointed as PMO. Her role was essential in structuring and coordinating the Fit4Future programme.

Maxime combined structure and process optimisation with effective communication and visual support. She worked closely with both Eric and the teams involved, acting as a bridge between strategic objectives and operational execution. Through her connecting power and eye for detail, she ensured progress and increased support within the organisation.

Their cooperation led to tangible results. While Eric provided focus and direction, Maxime ensured that this vision was translated into concrete actions and results. This interplay was crucial to making the Fit4Future programme operational and permanently embedded within MCB's organisational culture. The other Dutch, Belgian, and German MCB companies recognised the success of this dynamic. The programme was also presented to MCB's Supervisory Board.

Within the Step-Up programme, load capacity was increased, resulting in 7% daily growth. Although the current focus is no longer on growth, this improvement remains available for rapid scale-up once growth becomes a priority again.

The initial phases of the Safety Reset included key steps, including a company-wide shutdown to raise awareness around safety. This rigorous approach marked the beginning of a culture change in safety awareness. The next step in this journey was implementing a sanctioning policy aimed at a more disciplinary and consistent approach to safety.

Stability was first achieved in organisational development, and standards were tightened to take the organisation to the next level. This includes revising assessment frameworks and targets and evaluating the effectiveness of the current organisational structure. Some supervisors have been replaced, their duties are divided, and the four departments have been divided into two groups to enable tighter management.

The target of a 15% productivity increase was set in motion. So far, a reduction has been achieved without losing operational efficiency in the warehouse logistics operation. The second 15% savings will be achieved in the first quarter of 2025.