Pre- and post-merger integration
Sustainable cost reduction
A distributor of consumer products faced declining sales in five of its core brands and wanted to achieve a steep change in general and administrative (G&A) costs through a large-scale transformation. The leadership team needed support in evaluating various consolidation scenarios from an objective third party, but lacked depth in its mid-level management team to successfully execute the transformation. An additional complicating factor was a planned ERP system cutover that had to occur in conjunction with the consolidation.
PwC was engaged to conduct a rapid assessment of the G&A costs. We presented and implemented a two-phased consolidation approach.
- Reduced G&A costs by more than 24% (improved bottom-line results were critical in an upcoming debt restructuring).
- Strengthened leadership team.
- Implemented leading practices.
- Improved use of systems.
Strategic technology investment
IT strategy roadmap development and execution
A large retailer and direct marketer maintained a complex, legacy portfolio of over 400 commercial and custom systems. These were lagging behind the business demands and consumed 80% of the annual IT budget to simply maintain the current state. Leadership wanted to develop a roadmap, and associated business case, to completely transform its current IT environment to a next generation of systems and platforms that would support the future business strategy. The company was looking for a capable partner to work collaboratively with the existing team to develop market intelligence, leading practices, and a methodology for driving transformational change.
By analyzing multiple systems and having focused discussions with key business leaders, PwC helped management create a five-year roadmap to completely transform its IT environment and align to leaders in the industry. The company established a Program Management office with an effective balance of governance to efficiently structure the planning and execution of major initiatives.
- Developed an IT plan that included a time-sequenced plan of initiatives, one-time cost investment, and potential benefits (IT and business) to justify the transformation program.
- Created a structured Project Management office to execute the implementation.
- Outlined a disciplined process for rapidly evaluating and selecting key software and service providers to serve as future technology platforms to support the business in the future.
Demand-driven replenishment at food and beverage client
The client had out of stock and growing backroom inventory at the retailer, resulting in lost opportunity and higher inventory holding cost. The average out of stock was 13% which is significantly higher than the industry average of 8%. Backroom inventory at stores was also higher than industry average (24% of volume).
PwC’s data analytics professionals designed and deployed nationwide a custom demand driven replenishment system to reduce the out of stock problem at the retail level. It used time series models to predict weekly demand at a store-SKU level.
- The solution yielded 8% reduction in out of stocks, 10% reduction in backroom inventory and 15% reduction in headcount—driving a projected $20 million annual EBITDA contribution.
Business continuity management (BCM)
The client requested assistance in developing an enterprise-wide business continuity management (BCM) program.
PwC followed its five-phase BCM methodology to determine the client’s critical functions. We helped the client create recovery strategies for each critical function, document business continuity and emergency response and crisis management plans. PwC also helped the client develop testing and maintenance procedures to promote the sustainability of the BCM program.
- Business continuity governance structure including program manager, BCP team leaders, and a two-tiered crisis management team.
- The most critical functions were able to respond to unexpected interruptions and recover operations in an organized and efficient way, thereby minimizing the impact of a disruption to the company, its employees and its customers.
- Sustainable program with defined maintenance and testing procedures for the ongoing enhancement and development of the program.
Product innovation and development
New product development transformation
A computer systems supplier needed to cut its product development cycle as its competitors were developing products in up to 50% less time. Part of the reason for the time disadvantage was an informal, unstructured prototype build process across its divisions.
We conducted a diagnostic assessment of cycle time, processes and project mappings and formed cross-functional design teams to define the process structures. Our advisors also piloted and improved project excellence capabilities created by the design teams.
- Achieved a 36% reduction in prototype cycle time.
- Saved approximately $200M through productivity improvement and direct cost reduction.
- Improved revenue by $30M through improved customer satisfaction.
Hyperion enterprise performance management
The client’s existing process in preparing the consolidated GAAP cash flow statement was manually intensive and time consuming. The statement was prepared on a quarterly and annual basis, and the forecasting method also lacked precision.
The client engaged PwC to help streamline and automate the Cash Flow process and align all reporting with GAAP.
- A standardized and automated Cash Flow process enabled the company to achieve efficiencies and accelerate the close and reporting process.
- Reduced time spent on assembling the Cash Flow Statement and increased time spent on analysis.
- Automation through Hyperion Enterprise yielded a more comprehensive and accurate cash flow statement by eliminating significant manual intervention.
Minimizing loss through forensic investigation
A multinational, privately held firm identified questionable activity that impacted funds held on behalf of their clients. The company conducted a preliminary assessment and found that certain former employees had misappropriated funds from client accounts for their personal benefit and use.
PwC worked closely with outside counsel and management to analyze the questionable transactions and related activities of the former employees.
With PwC’s assistance, the company was able to:
- Reimburse several clients for the losses sustained and avoid any further damage to their client relationships.
- Enhance processes and procedures and strengthen controls and oversight to avoid similar issues in the future.
- Interact with external auditors in connection with the company’s controls and financial statements and interact with its insurance provider as it prepared a fidelity claim in support of loss recovery.