An FMCG factory suffered stagnant performance and rising costs despite multiple interventions over many years, and desperately needed a step-change in performance. Automation was in place through past investments but capital was no longer available for major technology upgrades. Skills were concentrated in the few technicians but the general operator population was low-skilled due to...

A fast-growing new product category posed major challenges for a large multinational, experiencing highly volatile customer demand in Europe, with long, inflexible order fulfilment lead times from 3rd party manufacturers in the Far East. The impact included high levels of inventory of the ‘wrong’ product variants – costing millions to write-off, and supply shortages of...

A consumer goods multinational wanted to organically expand into the energy drinks sector, creating a new product category that was previously unchartered territory.

A multinational FMCG had fragmented local planning processes for semi-finished goods (SFG), which were growing in complexity as consumer needs evolved. Having set a direction to create an Ultimate Control Tower to unlock supply planning operational efficiencies, this was a vital missing piece of the puzzle.

A multinational FTSE top10 consumer goods manufacturer faced significant COGS pressures (cost of goods sold). Quick wins were already in place. New projects to reduce supply network costs were incohesive and often contradictory to the central strategic direction, being raised sporadically from various local business units.