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Supply chain/distribution

Case Study: Forecasting Strategy

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.

Case Study: Manufacturing Operations Improvement

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.

Case Study: Global Supply Chain Optimization

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.

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: 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 global CPG company with many suppliers and SKUs saw an opportunity to better align its supply chain with demand forecasts. The VP of Demand Management approached BTG for help overhauling its Sales & Operations Planning (S&OP) process to capitalize on the opportunity.

Two veteran operations consultants worked closely with the client to build out analyses that would help them prioritize areas of higher impact. Then they created a program that would transform the process and developed a new high-level design. The client got actionable insights about key business processes for about 30% of what a traditional consulting firm would have charged.

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