Project Director
Select one of the case studies below:
General Manager – Operations / Manufacturing
Turnaround & Transformation – Consumer Packaged Goods
Assignments in Mexico, Poland & Russia
One of the world’s largest FMCG companies with sales in excess of $8 billion in 135 countries identified a need to improve its supply chain, plant efficiency levels and resource utilisations.
An Interim Transformation Manager was initially hired to redesign the company’s global supply chain process and ERP. During the 6 months assignment, he identified 3-year savings opportunities exceeding $500 million.
The client extended the mandate by empowering the interim to transfer a £30 million manufacturing operation from Mexico City to a rural location. The project was delivered on time, within budget, and to the required standards of cost, quality, and service.
The mandate was further extended to assume control of the company’s leading Polish facility to improve its output and service levels. Under the interim’s guidance, the facility achieved record output in all product ranges, increased output in its leading line by 25%, and led the facility to hold the no. 1 position for service.
The Interim Executive was then posted to head the companies EMEA supply chain. Supply and inventory results across a based of 500m units worth $1.5 billion were improved while service levels increased from 94.3% in 2004 to 99.0% in 2006 via a focus on supplier lead-time, manufacturing flexibility, and planning controls.
Most recently the company again utilized the interim to head its EMEA third party manufacturing based in Russia. The interim commissioned the first Russian TPM and reduced the largest TPM by over 10% through contract renegotiations providing annualized savings of nearly $1 million.
The original 6 months assignment was eventually extended to 4 ½ years spread over four continents.
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Healthcare
Strategic Review
With the investment at mid term, the Chairman was concerned that the strategy required amendment. Originally planned synergies of three trading divisions had been revised and the decision taken to separate each into stand alone entities. In order to optimise value in each, a review of divisional activities was required with the aim of making each more effective.
After detailed briefing with both the Chairman, CEO and the Private Equity representative a short list of two candidates was presented. Both had significant experience of the healthcare services sector and the business environment from which the business had originally been bought out.
Both candidates were met by all board members and one selected.
During the assignment to date our Interim Executive has:
- Established strong working relationships with the senior management of each entity
- Gained the confidence of colleagues thereby enabling productive and non threatening reviews of past performance and future business prospects
- Put together a revised strategy to maximise potential in each division
- Achieved consensus on the aims and detail of the revised strategy
- Worked with the Group Finance and Commercial Directors on implementation methodology
- Successfully liaised and negotiated with key customers regarding the envisaged effects of this structural change
- Prepared one division for immediate disposal and is currently fully engaged in this sale process
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