A former McKinsey and Booz Allen consultant helped a leading materials company that was struggling with the planning of a complicated automotive-parts production schedule. The consultant improved the client’s ability to forecast and schedule production for this upstream and costly component.
A former Deloitte consultant with expertise in manufacturing operations took on a role at a $15B food and beverage company as a senior project manager to help the company close a major manufacturing site and consolidate production in a lower cost facility.
A multi-billion-dollar housing materials business had expanded its global distribution centers to accommodate its growing customer base. But executives were struggling to optimize the new operations.
BTG’s supply chain expert helped them revamp the global supply chain—including warehouse locations—finding improvement opportunities in China, Brazil, and N. America and incorporating SAP technology to drive down costs. This powerful single-source solution made a complicated project more efficient, smooth, and successful.
A former Booz consultant and leading pricing and supply chain optimization expert worked with a small team in a diversified manufacturing company to improve efficiencies related to planning and production in a complex manufacturing segment.
A former McKinsey supply chain executive with deep expertise at the Roll Corporation helped a F200 food and beverage company optimize the supply chain for one of its most popular products, reducing costs and increasing efficiencies to better serve demand.
A F500 CPG company with 30+ global brands was ready for a substantial redesign of its Sales & Operations Planning (S&OP) process. For the last update—which took place nearly a decade earlier—the company engaged a traditional consulting firm. This time, the CFO hoped to keep more of the process in house.
Both the CFO and the head of Supply Chain could identify the major challenges: rationalizing the number and type of demand forecasts and creating a tighter link to supply chain planning. But how would the team address these challenges and achieve buy-in across so many independently-minded brands?
Business Talent Group began by helping the client break the work into distinct phases. In the first phase, a tight, two-person team worked closely with senior leaders. The lead consultant of this phase was a former Booz Principal and Supply Chain Practice Leader. Supporting her was an expert operations improvement consultant. Together, the consultants worked with the client’s team to review S&OP reports and practices, introduce new KPI charts, and incorporate process disciplines. The team then redesigned the demand consensus process. Finally, they developed the high-level design for the new S&OP process.
This initial project lasted four months. As it moved towards the next phase, implementation, BTG augmented the team with project management support.