the problem

Combining existing supply chain organizations, systems, and processes across two global industrial companies to deliver significant cost out and improve customer delivery. The global supply chain was supported by disjointed and legacy systems infrastructure across the functions and regions. The target was to harmonize processes, contemporize 20+ ERP systems, including a 40-year-old mainframe system and optimize the consolidated footprint.

the Solution

Upfront Lean Action-Workouts were used to design the wing to wing business value flow and delivered through Agile deployments, first for Manufacturing and Engineering and then for Inventory and financials. Piloted in the flagship manufacturing site, then scaled globally across 10+ sites to ensure process adherence, risk management, and adoption to deliver desired value. This enabled enterprise-wide planning, inventory optimization, and procurement processes through the implementation of a single ‘Digital Thread’ business value flow, by connecting MES, PLM and ERP.

the impact

Significant cost out realized around Inventory optimization and synergy savings, by enabling supply chain process harmonization across all sites and a 25% manufacturing footprint reduction. This created the foundation to move from basic to leading capabilities in supply chain planning, delivered through a digital S&OP program.

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