Full implementation and major project case study examples

Most of these involved complex/global S&OP, underlying process improvement, organizational design/change, information technology improvement, and a measured benefits case. Please click for the full case study.

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Midmarket and shorter project example summaries

Most of these were assessments, design, pilot and/or training & coaching engagements, usually with midsize clients.

Note: The table below covering client challenges, scope, and outcomes is best viewed on the desktop site or in landscape mode if you are viewing on a tablet.

Industry and Client	Business Challenges	Scope	Outcomes
Consumer Products Luxury Goods ($150M)	Team had partial demand planning and S&OP processes, not supported by information technology	– USA, 3 BU’s – Assessment, process design, pilot, training/coaching – Demand Planning software selection	– Process improvement – Demand Planning system selection completed – $2M in benefit opportunity identified
Consumer Products Asian Producer of Specialty Foods ($600M)	Supply chain planning process gaps resulting in excess obsolete inventory for some items and out-of-stock on others	– Hong Kong and China, 3 BU’s – Assessment and training – S&OP, Demand Planning, Supply Planning, e-Commerce, Organization, IT	– S&OP and Supply Chain training at executive and lower levels – Process improvement recommendations – Benefit identification in lost sales, inventory, and distribution
Consumer Products Household Products ($220M)	Aggressive growth and profitability targets with gaps in product development, organization, planning, procurement, distribution, and IT	– US, 4 BU’s – Assessment and project design – E2E Supply Chain	– $4M benefits case identified in supply chain areas and a project design to achieve
Consumer Products, Automotive Private Equity OEM Designer and Distributor ($200M)	– Weak demand planning – Coordination across functions lacking – Inventory / cash flow	US, Single Facility – Rapid Assessment, training & pilot -Process definition completeness to support ERP implementation – S&OP readiness and planning processes – Organization	– S&OP training – Demand Review design and launch – Org recommendations – Next steps plan
Chemicals and Consumer Products Private Equity Toller and Manufacturer ($200M)	– Process, organization, and IT gaps to support growth – On-time-in-full and lacking other KPIs – No S&OP and gaps in underlying processes	US, 2 BU’s – Rapid Assessment, training, design, and roll-out – S&OP, demand planning – Supply planning – Enabling IT	– S&OP training – S&OP design and rolled-out – Demand planning process rolled-out – Demand planning tool selected and launched – MTO/MTS model by SKU
Chemicals Global Producer ($4B)	– Company transformation to improve infrastructure and business performance – Gaps in supply chain planning, organization, and information systems – Inconsistencies across geographies and business units – Global ERP (SAP) upgrade	– Asia, North America, Europe, 4 Global BU’s – Assessment of supply chain planning – Design of demand and supply planning processes to support global ERP implementation	– Identified supply chain planning process gaps for each BU – Demand and supply planning process definitions and models to support the ERP implementation – Organization design improvements – Plan for process improvements and the implementation of supply chain planning software
High Tech Auto and Aerospace Advanced Materials ($150M plant of a Global Corporation)	– Unpredictable and growing lead times in MTO environment – Many production schedule breaks, no rules – Lack of customer segmentation – OTIF issues, yet high inventory – Lack of coordination across functions	-1 US plant – S&OP – Customer segmentation – Production scheduling – Warehouse ops and material flow	– 20% reductions in lead times across product lines – 10% improvement in OTIF
High Tech Private Equity Manufacturer of Laser Systems ($250M)	– Multiple order-to-cash processes across regions – Significant manual work and hand-offs – Unclear roles & responsibilities across customer service, supply chain, and finance – Global ERP (Oracle) upgrade	– Asia, USA, Europe, Mid-East – Order-to-Cash process assessment and to-be process definition to support global ERP upgrade – IT application interfaces	– Process definition/harmonization to support the ERP upgrade – Roles & responsibility definition across functions – Organization recommendations – IT recommendations/structure around projects including e-commerce, document management, credit card billing) – Management system and KPI design
Pharmaceuticals Global Provider ($1B)	– Global growth without the supporting process and system infrastructure – Global ERP (SAP) upgrade	– North America, Europe – S&OP, demand planning, supply planning, contracted manufacturer integration, distribution & logistics	– Process development and documentation to support the ERP upgrade – Best practice implementation path
Medical and Industrial Devices Manufacturer ($500M)	– Massive growth brought on by the pandemic – OTIF issues due to gaps in planning, organization, manufacturing execution, & supplier performance	– US, 3 BU’s – Assessment, training, design, pilot – S&OP, demand and supply planning	– Process design and launch across all BU’s – Org design and rolls filled – Roadmap for process and IT improvement
Medical Devices Manufacturer ($750M)	– Growth by acquisition without much integration	– US 4 BU’s – S&OP Readiness Assessment – Rapid assessment – S&OP and demand planning training	– Team trained in S&OP and demand planning to support project launch – Improvement path defined
Medical Devices Manufacturer ($3M)	– Start-up – Basic infrastructure and process set-up	– US, single location – ERP software selection	– Process definition – ERP requirements definition – Software selection