Support Post-Acquisition Supply Chain Reorganization and Value Creation
Industry: Vitamin and Supplements
Annual Revenue: >$1.5 billion
Est. Employees: > 15,000
Mission Critical Priority
A newly hired COO at a vitamin and supplements manufacturer committed to integrating newly acquired business in 12 months, with targeted improvements to begin delivering the acquisition value proposition. The integration included manufacturing and supply chains operating on multiple ERP systems, independent P&Ls, supply chain leaders with role overlap, and COVID head wins of constrained supply and unprecedented demand.
How did NewGen help?
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Leveraging industry experience and client needs to architect a new and expanded supply chain framework integrating both organizations into one supply chain and incorporating demand planning under supply chain.
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One-on-one consultative calls for key members of the executive leadership team to align needs and expectations of the supply chain. On a monthly basis, for the first 6 months, coaching and feedback to supply chain leaders to broaden perspective on impact and results.
Established S&OP as an integrated business process, with cross functional participation, resulting in expedited decision making and crisis planning in the face of COVID demand surge.
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Partnered with supply chain leaders to redesign supply chain teams with executive leadership support for new roles in key areas to facilitate strategy implementation and transitioned key functions in to supply chain teams.
Identify production capacity increase, without capital investment, through line scheduling strategy, change in staffing model, and plant right sizing.
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21% In stock improvement for critical business partner
15% capacity increase without capital investment
~$1.2M in annual savings
