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 help you develop a treasury function that enables your business to achieve its strategic goals, making sure it delivers quantifiable value for the whole organisation, provides financial leadership and enables flexibility in operating conditions.

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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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Building agile, flexible operations

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.

Some questions to consider

How well do your company’s risk analyses translate into operational changes? Do your operations accurately reflect management’s current appetite for risk?

Which risks could prevent you from achieving your organisational goals? And have you involved the right people in identifying risks?

Does management clearly understand the environmental impact of your company’s operations?

Do your operational managers possess the right blend of technical and leadership skills to constantly optimise processes within their respective areas of operation?

Are your supply chain logistics backed by sophisticated analytics to facilitate speedy decision-making and flexibility?

Do you have a framework to enable continuous improvement and
on-going performance measurement throughout your operations?


View our latest Operations research and insights


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

This PwC paper focuses on telecommunications and data privacy issues and how those may affect global companies with online retailing operations in emerging markets.

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


17th Annual global CEO Survey: Industry Focus: Power & utilities

With an energy transformation on the horizon, power & utilities CEOs are counting on technology, but they’ll also need to do more to build customer trust.

Feb 12, 2014


17th Annual global CEO Survey: Industry Focus: Capital projects & infrastructure

In this year’s CEO Survey, infrastructure executives are more optimistic but still concerned about the public sector’s ability to deliver. Creating a skilled workforce is a top priority.

Feb 12, 2014


17th Annual global CEO Survey: Industry Focus: Pharmaceuticals & life sciences

In this year’s CEO Survey, Pharmaceuticals and life sciences executives say technology, demographics, and shifts in wealth are transforming the sector.

Feb 6, 2014


17th Annual global CEO Survey: Industry Focus: Retail & consumer

Reaching global consumers – especially through technological innovation – is high on the agenda for both retail and consumer goods CEOs in this year’s CEO Survey.

Feb 6, 2014


17th Annual global CEO Survey: Industry Focus: Metals

In this year´s CEO survey metals CEOs are more worried about a host of risks. Overall, they’re less confident than any other sector. Metals companies are cutting costs and taking it slow on transactions, but many are already adapting supply chains to cope with emerging global trends.

Feb 6, 2014


17th Annual Global CEO Survey: Industry focus: Healthcare

In this year’s CEO Survey Healthcare CEOs see technology, demographics and customer expectations as transforming healthcare.

Feb 6, 2014


17th Annual Global CEO Survey: Industry focus: Industrial manufacturing

In this year’s CEO Survey industrial manufacturing CEOs have a more confident outlook. Many see climate change & resource scarcity transforming business over the next 5 years.

Feb 6, 2014