Optimising a global manufacturer’s margins and preparing for Brexit
A global manufacturing group was looking to enhance its distribution model and make a substantial capital investment in its UK footprint. Following the UK’s vote to leave the EU, the group questioned if this UK centric strategy was fit for purpose beyond Brexit.
Our approach
We tested their proposed distribution model against well informed Brexit scenarios using our analytics to assess the optimum trade flows and distribution networks, system, evaluated any system change and workforce relocation requirements and the effects on the group’s operating model.
Following our holistic assessment the group favoured an alternative distribution model to overcome potential barriers of Brexit and designed the implementation plan for its new supply and operating model.
Value add outcome
By aligning the group’s operating model with the new Brexit landscape we helped the group to protect its operating margins and competitive edge.
Capturing new value drivers of a digitalised supply chain
A global manufacturing group aimed to digitalise its supply chain to minimise the gap between demand and supply, enhance the customer experience to stay relevant and ahead in the market and to generate additional digital revenues.
Our approach
We helped the client to design its digital strategy aimed to integrate the group’s value chain connecting suppliers, manufacturing, logistics, warehousing and customers. We piloted smaller scale projects, using amongst others SCOOP, to prove value and to optimise alignment of the digital supply chain with today’s fiscal and legal landscape. Subsequently, we supported the client with the global roll-out to ensure a successful implementation.
Value add outcome
The transformation created a digital culture and skills allowing the group to optimise and protect the operational benefits of its new value-creating differentiators in a changing tax and legal landscape.
Realising synergies of a post deal integrated business model
Following the acquisition of two businesses a globally operating services group needed to integrate the operations under its new management to reflect the combined operations. Critical considerations included that any new operating model would support the execution of the strategy to lead the (digital) transformation of the industry with a centralised model in close proximity to the European operations of the group.
Our approach
We supported the client to design the organisational model that reflected the group’s evolution including advice on the transition and relocation arrangements, employment arrangements plus personal tax impacts for the executive team, alignment of the governance structure and financing arrangements and supporting advance disclosure and engagement with the relevant tax administrations.
Value add outcome
The centre led model allows the client more flexibility to operate and execute its digital transformation whilst adhering to evolving tax regulations at the group and its executive level.
