A private equity-owned manufacturer of water filtration systems required immediate visibility into planning capabilities but faced sub-scale systems and processes.
The company needed help to implement an optimized SIOP process to improve planning and visibility to capture rapid anticipated growth.
Accelerated revenue recognition by $3M, avoiding an 11% miss in quarterly budgeted revenue
Facilitated 2X anticipated growth in budgeted revenue via adoption of improved operating routines and management systems
Reduced backlog from 60 days to 0 for Design/Engineering activities through desired planning window, reducing manufacturing delays
Reduced SG&A costs by 10% through improved operations and capital planning and adoption of data-driven decision making
Accelerated revenue recognition by $3M, avoiding an 11% miss in quarterly budgeted revenue
Facilitated 2X anticipated growth in budgeted revenue via adoption of improved operating routines and management systems
Reduced backlog from 60 days to 0 for Design/Engineering activities through desired planning window, reducing manufacturing delays
Reduced SG&A costs by 10% through improved operations and capital planning and adoption of data-driven decision making
A private equity-owned printing manufacturer needed help improving its operational performance and implementing a new Sales, Inventory, and Operations Planning process.
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A private equity-owned digital imaging equipment company needed to improve inventory management processes and deploy SIOP capabilities to quickly rationalize costs and scale the business.
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A private equity-owned pet treat manufacturer aimed to develop a recovery plan in line with real business data to improve OTIF.
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A private equity-owned manufacturer needed to optimize asset performance across the four-plant network to meet customer demand on-time-in-full (OTIF).
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