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Operations & Performance Improvement

Case Study: Managing Multiple Transformations

A Fortune 1000 retailer had taken on a number of global transformation initiatives—including ERP, inventory and procurement, and merchandising and sourcing projects—with multiple consulting firms. The situation was becoming productively complicated, and the executive team needed help keeping it organized.

The CEO asked Business Talent Group for a skilled, objective consultant who could gracefully impose order. He needed someone with the talent to quickly coordinate multiple vendors and complex workstreams, and who could ensure the smooth completion of the entire set of transformations.

BTG engaged a former Partner at Accenture who had served as the global lead for the firm’s Organizational Change Practice. His decades-long career gave him deep insight into the issues that the client faced—and the experience to navigate them.

Over the course of the engagement, the consultant supported the client’s executive team on the coordination of each transformation initiative. He interacted regularly with external vendors to harmonize their workflows and ensure timely completion of deliverables. As the project unfolded, it became clear that ongoing change management capabilities were needed to build on his success. The consultant thus stayed on to help establish a permanent Project Management Office.

Case Study: Operations Process Optimization

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.

Case Study: Track and Trace Project Execution

A former AT Kearney consultant and operations executive helped an F1000 healthcare company re-initiate and complete a long- delayed but critical initiative to improve the tracking of their signature medical device.

Case Study: Supply Chain Optimization

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.

Case Study: S&OP Transformation

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.

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