Converging macroeconomic forces are impacting private companies as never before. The accompanying challenges are tremendous, but so too are the opportunities. This is evident from PwC's 15th Annual Global CEO Survey— nearly all CEOs of US private companies say they are confident they will see revenue growth, despite an uncertain outlook for the US and world economies:
As private companies pursue these growth objectives, they will need to adapt their strategies to take advantage of emerging opportunities. For instance, expansion into new markets abroad will require that companies reconfigure operations at a very local level — taking a one-size-fits-all approach won't work. Other key issues of increasing importance to private companies include:
Your evolving business needs require the latest thinking, as well as deep expertise in private-company issues. PwC’s Private Company Services (PCS) Advisory practice provides just that, helping our clients build their next competitive advantage — from strategy through execution.
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, developing recovery strategies for each critical function, documenting business continuity, emergency response, and crisis management plans, and developed testing and maintenance procedures to promote the sustainability of the BCM program.
The client's ERM program had become inefficient over time and added little value to the organization. PwC was engaged to evaluate the existing ERM program against leading practices and implement solutions for improvement.
The client sought assistance to assess and enhance their merger integration process during the acquisition of a competitor. The client planned to grow through acquisitions and engaged PwC to memorialize their integration process and supplement it with industry leading practices. The project outcome led to additional PwC assistance in providing project management support with another acquisition and proposal requests for PwC to develop a General Manager Framework and Due Diligence Playbook.
A computer systems supplier had a 40-50% product development cycle time disadvantage to its competitors and an informal unstructured prototype build process across its divisions. We conducted a diagnostic assessment of cycle time, processes, and project mappings. Formed cross-functional design teams to define the process structures. Piloted and improved project excellence capabilities created by the design teams.
A high-technology manufacturer had multiple data repositories, non-standardized parts and BOMs making it difficult to partner effectively with R&D co-development partners. PwC/PRTM merged data repositories, standardized parts/BOM creation, and streamlined processes for partners
A leading building materials manufacturer and distributor was lagging the industry leader in its ability to cost-effectively meet the increasing demands of major retail customers. It also lagged in implementing an ERP and SCM software. Historical customer loyalty and pricing premiums were eroding. It’s large, complex supply chain was operated in a decentralized model and lacked coordinated planning for inventory distribution. The company was faced with volatility and price pressures.
PwC’s PRTM management consultants conducted a detailed supply chain benchmark and assessment, and developed the supply chain strategy and process and IT architecture. We redesigned and optimized the manufacturing and network distribution, identified and planned new strategic distribution centers, realigned production and redesigned the manufacturing plant organization model.
A global direct marketing firm was undergoing an operational transformation to expand their manufacturing from a centralized, domestic model to a more responsive and cost efficient global manufacturing and delivery model. After experiencing core issues through the early stages of the transition, the company approached PwC to help improve their understanding of their current supply chain process in order to successfully execute their transitions. PwC's operations and supply chain professionals worked with the client to document their existing supply chain processes. With an understanding of the current supply chain, PwC helped identify process gaps, major roadblocks and key decisions. PwC then assisted in the development of future state models, by providing an assessment of industry leading supply chain practices, and assisted with the identification of opportunities for improvement.
The client, a leading manufacturer of building materials, had multiple plants located across different geographies, with each having a non-standardized independent procurement process. The client wanted to streamline the procurement process and identify opportunities to save cost. Furthermore, the client had limited visibility on leakages due to vendor management, purchase order inconsistencies, and invoice payables discrepancies. PwC’s data analytics professionals helped identify profitability enhancement opportunities through optimized pricing, a better invoicing process and improved contract negotiations.
The client faced the issue of 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 a custom demand driven replenishment system, to reduce the out of stock problem at the retail level.
After repeated lapses in security, an international company asked PwC to assess the maturity of its security organization and systems. A technical assessment was needed of overall security posture and current and potential risk areas, including guidance on how to limit and prioritize those risks. Using PwC's proprietary framework, the PwC team developed a work plan that utilized our global reach and technical skills. Security and controls data was collected at 25 locations and interviews were conducted with more than 150 stakeholders and handlers of sensitive data. PwC performed technical assessments to verify that security procedures were operating effectively, including attack and penetration, breach indicator, sensitive data assessments, and platform security reviews. Post-assessment intensive planning workshops were held to determine and prioritize remediation efforts. Finally, PwC developed an efficient implementation road map and target future state with a prioritized evolution model for the company's security organization.
A large Retailer and Direct Marketer maintained a complex, legacy portfolio of over 400 commercial and custom systems that were lagging 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 bring market intelligence, leading practices, and a methodology for driving transformational change. Through a rapid analysis and focused discussions with key business leaders, PwC helped management develop a five year roadmap plan to completely transform its IT environment and align to leaders in the industry. A Program Management office was established with an effective balance of governance to efficiently structure the planning and execution of each of the major initiatives.
The client ‘s existing process in preparing the consolidated GAAP cash flow statement was manually intensive and time consuming, prepared on a quarterly and annual basis. 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.
In preparation for an IPO, the client undertook a Close Process Improvement initiative to accelerate its quarterly close process and to develop a robust reporting process to support future public reporting requirements. PwC was engaged to provide examples of generic close process analysis tools from our past projects for management to consider as they develop their own tools; assess the current state close process; and provide process improvement recommendations based on PwC's knowledge of leading practices and similar engagement experiences.
A multi-national 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.
A multi-national media company was involved in a dispute related to the calculation of a final earn-out payment due to the former owners (and current company employees) of a business that they acquired several years earlier. The company attempted to negotiate the points in dispute with the former owners but was not able to come to a resolution, and, pursuant to the purchase agreement, submitted the matter to an independent arbitrator. PwC worked with the company to develop an understanding of the purchase agreement, the calculation of the earnout payments and the related items under dispute.