Supply Chain Transformation Case Study

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The firm was a combination of multiple acquisitions over 7 years with no substantive integration work. A comprehensive E2E transformation plan was developed and executed.  This strategy included standing up SIOP and integrating with Financial Planning, an overhaul and upgrade of the procurement processes and organization, a rapid streamlining of the manufacturing and distribution network, the digitization of the entire operational footprint, and the largest capital investment to add automated capacity in support of key product lines.

Results:

• OSHA Recordables decreased by 50%
• $10M in structural fixed cost reduction
• Over $50M in variable cost reduction
• 98% of revenue ERP systems fully integrated in SAP
• A complete depletion of a long-standing order backlog and a 3-fold improvement in service

The company had built substantial momentum by targeting SKUs for Food Service customers. However, when the pandemic hit, sustaining success demanded a strategic shift—diversifying SKU offerings into the omnichannel market. Remarkably, the team executed this pivot within just six months, achieving impressive results:

• Sales Tripled: Sales soared to three times the pre-pandemic levels.
• Expanded Reach: Product availability expanded to an impressive 17,000 doors and continues to grow.

A focused initiative examined network wide capacity utilization, organizational support functions, and factory line staffing. Execution plan included production line relocation, investments in automation, direct and indirect staffing optimization. 

Results:

• Over $100M in productivity delivered in 2 years
• Service to key customers improved to >98%

Procurement practices from multiple acquisitions were ineffective at providing reliable, repeatable productivity and did not leverage the scale of the buying power that had grown to close to $1B annually. The initiative leveraged a combination of basic and advanced analytical tools, bidding / re-bidding supply, and collaborative price and payment terms negotiation techniques.

Results:

• Tripled annual productivity delivery from procurement
• 10% reduction in Working Capital
• Established redundant supply sources to assure business continuity

One of the largest contract manufacturers in NA acquired two smaller firms within a 12-months period. Both integrations were executed on time and exceeded underwriting objectives.   Learnings from the mergers were documented in a playbook to enhance due diligence processes.

Results:

• ERP systems fully integrated, enabled efficient and accurate and timely financial planning and analyses
• Leveraged central support functions to provide speed and reduce cost
• Revenue and profit exceeded underwriting objectives 1 year after mergers

Following multiple rounds of leadership changes and workforce reductions, the flagship facility had devolved into a toxic work environment. Under Nadim’s adept servant leadership, a strategic three-pronged (Engage, Invest, Innovate) approach yielded exceptional outcomes: 

• Engagement scores advanced to top of company-wide employee survey
• Site became role model for engagement and product innovation
• Location tapped for leadership and line staffing for new upscale global initiative