Operations

How we can help

Operate smarter

We can help you optimise your operating processes and supply chain – improving value, reducing waste and cutting costs to provide lasting, sustainable benefits.

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Operate responsibly

We can help you make sure your supply chain is both environmentally responsible and financially efficient.

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Create value through flexible treasury solutions

We can work with you at every stage of your treasury project, from assessment and design through to implementation and beyond, to make sure it creates the value you want.

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Build competitive advantage

We can help you identify other businesses that offer a good strategic fit and assist you with acquisitions, mergers and alliances that allow you to maintain and build competitive advantage.

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Align every part of your organisation

We can help you align your whole organisation – from the boardroom to the shop floor – using our deep industry expertise and market insights.

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Transform your value chain

We can help you implement an effective value chain management process that brings all the facets of your business together.

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Unlock value by managing risk

We can help you integrate compliance, controls and sophisticated risk management with your mission, vision and stakeholder expectations, all within a strong, strategic Internal Audit framework.

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Build trust and reliability

We can help you proactively address financial and non-financial performance issues, making sure you have reliable processes and accurate, timely information for your own use and for sharing with the markets.

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Achieving operational excellence

As market conditions shift and competitive pressures intensify, so companies have to adopt new strategies. That, in turn, means they need new operational models to accommodate these new plans.

But rising volatility and business complexity have recently made operational transformation much more difficult. And, as another three billion consumers join the global middle class in the next few decades – straining far-flung supply chains –conventional operational models will come under increasing strain.

In a perfect world, a company’s day-to-day operations are managed for peak performance, so that it maximises its profits while minimising its risks, costs and losses. But in the real world management must make constant trade-offs in the risk-cost-loss equation, if it’s to keep the company’s operational infrastructure aligned with its current strategy. To strike the right balance, management must be crystal clear about its operational goals and develop key performance metrics that will enable it to manage those operations within well-defined tolerances.

What does this mean for your business?

Companies in a wide range of manufacturing and service industries are reshaping their operations to make them more agile, flexible and responsive to changing market conditions. That’s no easy task.

Over the past decade, most manufacturers have generated major business benefits by reducing operational waste, variability and inflexibility. But many companies have been unable to build on these gains because they haven’t developed team leaders who can do three things: continuously identify and make efficiency improvements; align the corporate vision with activity on the shop floor; and demonstrate the technical and interpersonal skills that will help establish a lasting culture of operational excellence.

Creating an agile operation in the services sector is an even bigger challenge. In factories, idle workers and stacks of inventory provide clear signals that an operation is poorly designed. In service operations, by contrast, it’s often difficult to identify waste and inefficiency. Management may be aware of operational problems without being able to define them in detail, let alone design ways to correct them. Yet failure to understand how well its operations are functioning can be fatal to a service provider.

 
 

View our latest Operations research and insights

 

Treasury shown in a new light: PwC global treasury survey 2014

The treasury function is changing, raising some pressing questions about companies’ organisational structure, treasury reporting and systems, oversight and control.

Oct 15, 2014

 
 

The PwC Family Business Survey 2014

Explore growth, succession and global trends impacting family businesses today.

Oct 15, 2014

 
 

Adopt a business case approach to resolving capital projects disputes

Capital project disputes are a fact of life in most infrastructure developments, particularly in the emerging markets. A business case approach can help.

Sep 24, 2014

 
 

Global nuclear capital projects and infrastructure capability

Few capital or infrastructure projects are more challenging than nuclear projects with demanding scale, construction cost and complexity. PwC can help.

Sep 23, 2014

 
 

Cash for Growth – PwC’s global working capital survey 2014

PwC’s global working capital survey 2014 looks at which countries are succeeding in releasing cash for growth and which sectors have work to do.

Jun 24, 2014

 
 

Remoulding your workforce for a new marketplace

Have you got the right people, with the right skills in the right places? Find out in PwC’s Global CEO survey.

May 28, 2014

 
 

Cyber: EU steps up on data security and privacy

Cyber security experts are telling companies to prepare their business for the impacts of upcoming changes to EU data protection laws.

May 27, 2014

 
 

R & C Trendwatch Telecommunications and data privacy policies will drive opportunities in online retailing

We focus on the telecommunications industry and data privacy issues and how those may affect global companies with online retailing operations in emerging markets. In certain markets government policies may hinder opportunities or infrastructure may lag demand, while data privacy issues are on the minds of shoppers everywhere.

Apr 17, 2014

 
 

Around the world: When to account for tax law changes

This PwC paper helps companies reporting under US GAAP or IFRS to understand when a change in tax law impacts the measurement of current and deferred income taxes.

Feb 24, 2014

 
 

Patent box and technology incentives: Tax and financial reporting considerations

This PwC publication discusses key tax and financial reporting considerations of patent box regimes and other technology incentives.

Feb 19, 2014