Case: Dana Lim
CEO streamlines the company's value chain to drive growth
“Our growth strategy requires us to be in control of our core business before we push the button.”
- Interview with Dana Lim CEO, Lars Christensen
Highlights
The Challenge
Previously, Dana Lim experienced challenges with:
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overcrowded warehouse and limited space
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lack of overview and many products without clear prioritization
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weak alignment between sales, inventory, and planning
This made it difficult to maintain a high service level, operate production efficiently, and create the necessary overview to support growth. At the same time, there was a need for a shared language and common understanding across the organization.
The Solution
Dana Lim implemented Inact Now as a central part of their supply chain management.
ABC logic and automated analyses identified the most value-creating products, prioritized daily efforts, and brought structure to inventory management and planning.
At the same time, Inact became part of management’s regular follow-up, where key KPI development was tracked.
This created a shared data foundation that enabled more consistent collaboration between sales and supply chain.
The Result
With stronger visibility and a more structured approach to decision-making, Dana Lim was able to:
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increase revenue by 7% (approximately DKK 20 million)
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improve service level from 82% to 92%
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create greater stability and less noise in production
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strengthen collaboration across the organization
The result was a more controlled and scalable supply chain that supports the company’s growth ambitions.
From Space Constraints to Strategic Control
When Lars Christensen stepped in as CEO of Dana Lim, the ambition was clear:
The company needed to grow significantly, strengthen its market position, and improve profitability.
But it quickly became clear that growth could not be achieved through sales alone.
Dana Lim operates in an industry where products themselves rarely provide strong differentiation.
Instead, competitive advantage lies in the ability to deliver quickly, reliably, and at the right price.
This means one thing:
Supply chain is not a support function - it is a critical part of the business.
And if the company was to scale, the entire supply chain needed to be aligned and support the same goals.
The Problem Emerged in the Warehouse
The first visible challenge was an overcrowded warehouse.
Too many products in too little space created:
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inefficient operations
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time-consuming processes
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unnecessary complexity
This caused the company to lose overview of its core business as well as the connection between capital tied up in inventory, delivery reliability, and customer needs.
"We started out with a space problem, but we quickly realized that we wanted a more efficient value chain. We wanted to raise our service levels and drive better business results."
Lars Christensen
CEO
When Everything Is Important, Nothing Is Prioritized
Dana Lim had many products, many decisions, and a lot of data.
But without a shared decision-making foundation, it became difficult to answer the key questions behind their growth ambitions:
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Which products truly drive revenue and profitability?
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Where are we tying up capital without sufficient return?
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Where should we focus to drive growth?
“In our industry, there is limited product differentiation, which makes effective Supply Chain Management a key competitive parameter.”
Lars Christensen
CEO
Decisions were made across the organization—but not necessarily based on the same foundation.
This created inconsistent prioritization, challenged collaboration, and made it harder to streamline the company’s supply chain.
Towards a Decision-Making Foundation
For Lars and Dana Lim, the solution was not more systems or more data.
It was about creating visibility, structure, and a shared language for decision-making across the organization.
ABC logic became not just an analysis—but an active tool to:
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identify the most value-creating products
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prioritize daily efforts
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create consistency in decisions across the organization
With Inact Now, supply chain also became an integrated part of management control—on par with financial reporting.
Automated analyses made it possible to continuously monitor development and respond quickly when patterns changed.
Performance was tracked across four key KPIs:
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inventory value
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delivery performance
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12-month revenue
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inventory turnover
This created a shared understanding of what drives the business and made it possible to make faster and more consistent decisions.
The Result
With a stronger decision-making foundation and a more structured approach to prioritization, Dana Lim has moved away from firefighting toward a more proactive supply chain management approach.
“One of the major benefits of the structured approach in Inact Now is that we established a shared language across silos, so everyone fully agrees on what ‘net sales price’ actually means.”
Lars Christensen
CEO
Where challenges were previously handled as they arose, the organization now works more proactively to identify and address them in advance.
This has resulted in:
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an improvement in service level from 82% to 92%
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a 7% increase in revenue, equivalent to approximately DKK 20 million
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better utilization of resources and more stable production
But most importantly:
It has created a value chain that can support the company’s growth—without complexity getting out of control.
About the Case
When Lars Christensen took on the role as CEO at Dana Lim, the focus was on profitable growth in a competitive market.
Together with Inact, the company worked systematically to create stronger alignment in the supply chain and improve the decision-making foundation across sales and supply chain.
The result is a more structured and data-driven approach to prioritization that supports both higher service levels and increased revenue.
About Dana Lim
Dana Lim is Scandinavia’s leading adhesive, sealant and filler manufacturer with more than 400 product types, 150 employees, a factory in Køge, 80 percent own production and purchased land at the factory in Køge for planned expansion.
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The solution is for you if you:
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Want to prioritize customers, products, and suppliers based on actual business value
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Want to connect strategy and operations so decisions support the core business
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Need insight and overview so you can make better and faster decisions