A private equity-owned printer of high-quality graphics and packaging was experiencing declining volumes and eroding operating profits.
The company needed help improving its operational performance and implementing a new Sales, Inventory, and Operations Planning (SIOP) process.
Reduced unplanned equipment downtime by 13% vs trailing 12-month baseline
Improved the percentage of jobs delivered on time from ~70% to ~90% over a 6 month period
Saved 20% in expected material purchasing costs and freed additional working capital through tighter inventory management and smarter usage
Reduced unplanned equipment downtime by 13% vs trailing 12-month baseline
Improved the percentage of jobs delivered on time from ~70% to ~90% over a 6 month period
Saved 20% in expected material purchasing costs and freed additional working capital through tighter inventory management and smarter usage
A private equity-owned printing manufacturer needed help assessing its operating performance and identifying areas for improvement in equipment efficiency, planning & scheduling, and capacity realization.
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A private equity-owned contract manufacturer needed to improve revenue and order flow predictability to maximize valuation, optimize production planning, and align sales compensation globally.
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A private equity-owned industrial manufacturer needed to optimize asset performance across the plant network to meet customer demand.
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A private equity-owned supplier of graduation products sought to establish visibility into inventory and supply and build and refine processes around newly established capabilities to accelerate a planned ERP implementation.
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