Turnaround and operational improvement
Validated operational, financial and design plans to relocate manufacturing production for a specialist steel reinforcement manufacturer within the construction industry, producing over 80,000 tonnes of steel mesh per annum.
Operational restructuring with a focus on logistic and warehousing for a national clothing manufacturing and retail business, turnover c. £200m, c. 4,000 employees.
Developed restructuring plans to take £9m working costs out of a major UK snack food brand turnover c.£108m, c.1,100 employees.
Frozen Food Supplier, Chilled & Ambient Food
Restructuring and improved supply chain processes, delivering an annualised benefit of £5m for a leading supplier of frozen, chilled and ambient food services industry.
Kitchen & Bathroom Distributer
Improved supply chain performance and reduced inventory for a leading manufacturer and distributor of adapted bathroom and kitchen products for the less abled and elderly.
Drive the business into sustainable profitability, deliver revenue growth by increasing market share in the region and to manage the business to a profitable exit.
The 2 Man delivery arm of Yodel, providing outsourced multi-user delivery solutions, reducing customer costs and improving service delivery quality for the collection and delivery of heavy and large items.
A fully licensed waste transfer station, specially certified to deal with hazardous waste in particular those relating to waste electrical equipment.
European Producers of Spirits and Liqueurs
Change management on a major SAP implementation project following the amalgamation of a number of Central Europe’s leading national producers of spirits and liqueurs.
Chemical Manufacturing and Distribution Business
Leading manufacturer and distributor of chemicals and chemical raw materials in Southern/Eastern Europe, offering complete solution to its customers in a large variety of sectors.
Specialist Steel Converter
- total benefit of the project valued at £5.8m
- manufacturing cost savings identified at £1.2m
- new facility would reduce manufacturing costs by c.£20 per tonne
- manufacturing headcount reduced by 12.5 FTE by relocation
- risks associated with remaining in the current location and relocating
- recommendations given to smoothly relocate operations
Clothing Retailer
- 280 profitable stores identified and 134 unprofitable outlets were closed
- two distribution centres closed and more appropriate logistics function created – services 70%
of the original business with 50% of the staff – delivering £2.5m in cost savings per annum - two head offices migrated into one and support functions were reorganised to deliver £2m cost savings
Crisps/Snack Business
- identified restructuring options to deliver:
- labour rate savings
- improved efficiency and utilisation of production facilities
- consolidation of manufacturing sites
- improved IT systems
- closure of head office
- re-engineered production lines to minimise capital expenditure and maximise investments, also reducing direct and indirect head count
- IT systems reviewed and new ERP solution identified
- rationalised sites from 3 to 1
- the restructuring plans were used by management to effect the sale of the business
Frozen Food Supplier, Chilled & Ambient Food
- over 9 months, improved the service and efficiency of the supply chain, delivering an annualised benefit of £5m
- warehouse productivity increased by 20% through improved layout and shift restructure and by reducing the inventory and labour at the satellite depots
Kitchen & Bathroom Distributor
- classified different product groups (in-house manufactured and bought-in) into fast, medium, slow moving and redundant categories
- refined sales forecast and implemented forecasting error
- implemented revised. procurement guidelines for various categories of bought-in products and manufacturing guidelines for in-house products
- reclassified a range of slow moving products to either “made to order or discontinued”
- conducted workshops to develop action plans to dispose of slow moving stock
- agreed revised budgets with inventory reductions of over 25%
Aircraft Maintenance
providing a management team to deliver the following:
- build improved new business pipeline
- drive revenue growth of 20% PA
- grow EBITDA by over 25% YoY
- significantly improve quality and productivity of the operational units
- reduce cost structure of the business by over 20% versus prior year
Yodel XL
- Strategic Review of Yodel XL, supported by clarity of purpose, direction and translated into detailed business restructuring plans and financial plans/targets, underpinned by a well defined understanding of key markets, competitors and customer base.
- Role of Programme Director, driving an operational lead and operational business requirements into Yodel XL ongoing IT implementation that impacted all areas of business operations with key customer interfaces.
- Ensured a detailed financial cost benefit case, supported by a programme governance, operational delivery and overall business structure.
- Involved in day-to day operational activity to support transition of management during the period of change.
- Involved in and supported management of the communications and discussions with key customers / stakeholders in Yodel XL.
Waste Transfer
- provided high calibre operations personnel to drive and manage operational change within the business specifically responsible for:
- operational efficiency
- distribution and fleet management
- fridge line operations
- acquisitions and potential relocation
- reorganisation of management and infrastructure
- reduced headcount and revised shift structure leading to a saving of £0.5 million
- improved production techniques and more efficient staffing resulting in a 150% improvement in throughput
- the processing line has been improved to recover more high value waste fragments resulting in an incremental increase in sales of £150 per tonne
- reduction in maintenance spend through regular inspection and servicing resulting in a significant increase in the mean time between failure
- implementation of targets with key performances measures. These have been integrated into management reports, providing daily tracking for delivery of the overall business plan
European Producers of Spirits and Liqueurs
Our role included an initial review of the project plans reporting on…
- the viability and deliverability of the plan
- the risks and vulnerabilities associated with the delivery
- the current project timetable and go-live date and to work
- timetable to ensure delivery by agreed go-live date
- We also took overall change management responsibility for the implementation of the project to ensure successful delivery of the business benefits
Chemical Manufacturing and Distribution Business
- Developed a plan to restructure and rationalise an unprofitable business into distinct trading and manufacturing divisions
- Developed and implemented an execution plan with the support of Senior Management
- Improved working practices and business processes to underpin the profitability of the business
- Negotiations with banks underway to restructure the company debt of circa €500m
- The restructured business delivers an EBITDA of 10% of sales through margin improvement and cost reduction
Acquisitions/ Mergers/Synergy
Buy and build strategy for a private equity backed IT services business increasing revenue from £40m to £90 over a four year period.
Owners and its shareholders required two businesses to be integrated quickly and successfully, within a 6-9 month period post acquisition which involved the requirement to realise €4.3 million of synergy benefits through the office closures in Europe and USA, and the rationalisation of station back-office functions worldwide.
Due to the competition authorities the owner needed a detailed review of two of the UK largest home shopping businesses in the UK logistical infrastructure to determine the potential for merging both organisations from a logistics perspective.
International IT Services
- established a private equity-backed IT services business, acquiring 4 businesses over a 6 month period
- restructuring the operation from 9 sites to 4, implementing company-wide IT systems and increasing revenues from £40m to over £90m over four years
International Airline
- reviewed and assessed the projected synergies during the pre-deal phase and managed the post- merger integration programme on a global basis
- Developed global synergy and post merger integration plans
- drove and coordinated the development and the delivery of integration action plans and the €4.5 million benefits across all countries directly involved in the integration.
- developed a tracking process and monitored the delivery of synergies and progress of the integration at all locations
- developed and coordinated internal and external communications
- facilitated the development of corporate & country organisation and legal entity structures
Home Shopping
- rapidly determined £11.5m cost reduction for the merger of two UK Home Shopping businesses – across sortation centres, distribution and the vehicle fleet, warehousing and product returns
- supported findings with detailed assessments of each of the 12 facilities UK-wide – capacity, utilisation, product portfolio’s, productivity and supply chain logistics
- prepared an Activity Based Costing model to support the need for third party price increases – identifying that price increase would only affect certain customers who were taking advantage of the lack of volumetric pricing structures in the businesses