+21%
improvement in EBITDA
Project objective: +15% in EBITDA
Results
Context and challenge
A global industrial engineering group (annual revenue above US$ 7 billion), operating a Tier 1 Pulp & Paper plant. Operational performance required more execution discipline and structured management tools; overtime was above the corporate benchmark; planning and scheduling lacked formal constraint management and relied on manual tools; SLAs and interfaces between Commercial and Operations were not clearly defined.
Approach and impact
Digital performance management system
Integrated real-time operational control; end-to-end monitoring; automatic dashboards connecting the shop floor to leadership.
Digitalization and data
Integration of corporate systems into a unified BI platform; the end of Excel as a structural tool; automation of operational indicators.
Sales–Operations integration
A formalized RACI across areas; SLAs for operational alignment; defined production priorities.
*Selected project result. Gains vary depending on context, maturity and scope.