Transforming the operating model for a global food manufacturer
Client Requirement
A global consumer foods manufacturer engaged Arundel to design a new Operating Model for operations and supply chain. The business had grown through a series of acquisitions and a new strategy had been developed to fit the expanded, more international group. Arundel had already developed the strategy for supply chain.
The Target Operating Model (TOM) needed to enable a much more global way of working. Which activities would take place where, what process and systems would be used, how P&L responsibilities would change and who would need to make key decisions.
OUR ROLE
- First, we analysed and documented the existing operating model covering business processes, supporting IT systems, the organisation and decision-making processes – this work was conducted collaboratively with the leadership team to ensure a high level of alignment on how the business currently operated as well as the key differences between regions
- To synthesise the new TOM the team identified and prioritised the key strategic and operational issues the business needed to address in order to deliver on the goals of the new business strategy
- The prioritised TOM objectives were agreed across the operations and supply chain leadership team both globally and with the regions
- Working from the agreed priorities, the team shaped the TOM, including a new global and regional process design, systems changes required to support the new processes, plus a revised organisation with defined P&L responsibilities, finally new decision-making meetings and hierarchies were developed to fit the expanded business
- Arundel developed an implementation roadmap for the TOM and initiated key delivery projects
Business Outcome
- Global, regional and local processes were agreed and implemented
- Existing systems were modified and new components selected and implemented to support the new processes, enabling the expanded business to work together
- A new organisation structure was defined and implemented along with with standardised KPIs, redefined global and regional P&L responsibilities, decision making processes and meetings
Completion Date: 2017
