After decades of steady growth the company was at a turning point regards scaling business operations to achieve the next level Revenue & Profit.
FY22 & projections of FY23 of operating margin & profitability were not satisfactory.
New leadership was in the process of re-structuring business strategy & operations efficiency and has launched few major initiatives.
Industrialize business operations management system vs. “family-owned”
Accelerating & Cementing the Implementation of a Performance Operating Model
SALES
Development of a Sales Operating Model.
Increase in bookings accuracy by new process of booking commitments.
Alignment of sales with product availability.
S & OP
Revision and formalization of S&OP key features.
Definition of Business Processes, Roles & Responsabilities (RACI).
Implementation of Integrated Planning.
PRODUCTION & QUALITY
Development of Performance Management System.
Implementation of quality control process and tools.
Inventory audits with data accuracy & fine tuning.
Production scheduling and performance management.
Optimization of capacity utilization.
INDUSTRY 4.0
Full revision of the integration of BI tools available and legacy systems.
New data and system architecture to enable use of BI tools to make data-driven decisions.