An upstream oil & gas facility was struggling to reach its design production capacity. After years of grappling with technical problems and maintenance issues, some in the management team felt that the plant was “lucky” to be operating where it was. Plans for a series of capital projects to increase capacity had become the main focus. However, with multi year timelines required to execute these projects, the company stood to defer nearly a billion dollars in revenue and was running out of options.
One of the world’s largest confectionery companies wanted to radically improve their supply chain performance in parallel with a global restructuring effort. The company faced immediate cost pressure from increased commodity prices, making near-term cost savings a necessity for their reorganization.