Business Strategy and  Process Design 

Clients

Services are frequently performed as part of a transformation process.  The transformation may be driven by events such as accelerated growth, acquisitions, or the challenges of a distressed business.  We are frequently engaged as subject matter experts by Private Equity portfolio companies to improve resiliency,  performance, enhance capabilities/efficiencies, implement technology and improve cash flow/ ROI.  Often associated with pre- or post-merger activities including 100-day plans.  We are also retained by consulting firms  for ERP of Application software rollout to redesign processes to better suit the new business environment.

Service

Business Needs Assessments and Strategy Reviews are frequently the initial engagement, with follow-on engagements for detailed process improvement.  Depending on the clients' needs, this may include the introduction of new IT and data systems, improvements in supply chain , warehousing, manufacturing or risk assessments. Process design follows a formal structure such as Idea to Market, Order to Cash, Procure to Pay or Hire to Retire.  Development of monitoring metrics (KPI’s), internal controls and reporting.  Use of data warehousing, data mining, business intelligence, business reporting, staffing efficiencies, outsourcing- domestic and international, shared service capabilities.  All services are focused on improving resiliency, enhancing value and reducing/managing risk.

Specifics

Business Strategy reviews which include value creation and preservation, SWOT analysis, capabilities review, operational performance, IT systems and Data Management, and risk appetite and tolerance. Process redesigns of distribution and inventory management; warranty, customer, and vendor return processes; treasury management and improved cash flow; budgeting, forecasting, CRM optimization, ,call center, dispatch and technician deployment; warehousing layout and distribution center real estate management/rationalization; procurement efficiencies in sourcing direct and indirect materials; outsourcing indirect materials, accounting, call centers, accounts payable and other ‘non-core' activities.

Benefits

Improved customer service; greater employee satisfaction; exploiting capabilities of technologies; reduced operating risk, improved inventory turns;, improved cashflow; lower cost of capital, lower overall cost to serve improved EBITDA