Case: Nomeco
Category management: Increased revenue and profitability across 40 product categories
“We have cracked the code on how to improve both profitability and revenue across approximately 7,000 SKUs.”
– Interview with Category Manager at Nomeco, Dorte Taunø.
Highlights
The challenge
However, visibility across the business was limited, and decisions were often made locally within the organization.
The solution
To establish a shared decision-making foundation, Nomeco implemented Inact Now.
The goal was to consolidate data and create transparency across the entire supply chain—not as reporting, but as an active tool for prioritization and decision-making.
This gave the organization:
-
a unified overview across customers, products, and suppliers
-
a shared data foundation for decisions
- improved ability to work in a structured way with prioritization
The result
With a shared overview and a more structured approach to decision-making, Nomeco was able to:
-
increase revenue by 9,2% in one year
-
increase earnings by 9,8% in one year
- strengthen collaboration across functions and with selected suppliers
- work more systematically with prioritization
.jpg?width=2048&height=993&name=Nomeco-produktion-1083x525-1-2048x993%20(4).jpg)
When Complexity Requires Better Decisions
Nomeco operates as a wholesaler for Danish pharmacies and therefore manages one of the most complex and regulated supply chains in Denmark. Requirements for delivery reliability, documentation, and quality are critical, while availability is also essential to the business.
To ensure a broad and continuously updated assortment of OTC products, it is not enough to optimize individual processes.
It requires a holistic overview and the ability to make decisions across customers, products, and suppliers.
However, as complexity increases, this quickly becomes a challenge.
Data often resides in multiple systems, decisions are made locally, and it can be difficult to create a shared understanding of where efforts create the most value.
"Together with Inact, we quickly realized that the classic ABC analysis didn’t work for us.”
Dorte Taunø
Category Manager
With 40 categories, 7,000 SKUs, and 350 suppliers, it became clear to Category Manager Dorte Taunø that the next step was not about more tools:
it was about better structure, prioritization, and a stronger decision-making foundation in the supply chain.
Analyses That Connect the Value Chain
When Nomeco began collaborating with Inact in 2014, three key questions were central:
- Which products are profitable?
- Which contribute positively to a category?
- Which suppliers should be prioritized?
To answer these questions, Nomeco chose to expand their use of ABC analysis, which traditionally involves a double ABC classification based on picking frequency and revenue.
Together with Inact, the ABC analysis was expanded into differentiated management. The goal was to continuously ensure pharmacies a highly accurate supply of their needs while optimizing Nomeco’s revenue and profitability.
“We have been surprised by the impact. In one year, we increased revenue by 9.2% and earnings by 9.8% across 40 product categories.”
Dorte Taunø
Category Manager
This provided Nomeco with a much stronger decision-making foundation, clarifying the true business value of their products and enabling data-driven prioritization in the supply chain.
The Result
With a shared overview and a more structured approach to decision-making, Nomeco was able to:
- increase revenue by 9.2% in one year
- increase earnings by 9.8% in one year
- strengthen collaboration across functions and with selected suppliers
- work more purposefully with prioritization
The key was not only better analyses — but a new way of managing the business.
Together with Inact, the ABC analysis was expanded into category management. The goal was to continuously ensure pharmacies a highly accurate fulfillment of their needs, while at the same time enabling Nomeco to optimize its revenue and profitability.
“Hos Nomeco har vi udarbejdet og automatiseret ABC-analyser for alle vores produktkategorier og etableret et tættere samarbejde med udvalgte leverandører - for på den måde at styrke den samlede værdikæde.”
Dorte Taunø
Category Manager
About the case
In this case, you meet Category Manager Dorte Taunø, who, in collaboration with Inact, developed a stronger decision-making foundation across products, categories, and suppliers.
The result was a more differentiated and data-driven approach to assortment management, which increased both revenue and profitability.
About Nomeco
Nomeco is part of the German company PHOENIX Group, which has 48,000 employees across Europe. The company is divided into two business areas: one operating as a wholesaler for Danish pharmacies and another serving as a logistics provider and service partner for the pharmaceutical industry.
Ready to take your supply chain to the next level?
Book a demo and see how Inact can help turn your company’s strategy into action in day-to-day operations—enabling faster, smarter, and more profitable decisions.
This is for you who:
-
Want to prioritize customers, products, and suppliers based on actual business value
-
aim to connect strategy and operations so decisions support the core business
-
need insights and visibility to make better and faster decisions