PROJECT EXAMPLES
GLOBAL RESOURCE
PROJECT BRIEF
The companies had traditionally operated independent International Business Units (BU) and wanted to develop a more standardised Global processes and financial reporting systems.
PROJECT SCOPE
The company operated within an extremely regulated industry with all design, engineering and maintenance functions required to conform to the countries regulatory requirements. This strategy was to develop and roll out a Global Enterprise Resource Planning (ERP) platform. First objective was to review the current supply chain team’s management & structure with the in-country Executive and HR functions and realign them in line with the new global process.
DELIVERABLE
The project was impacted by financial pressures incurred by the UK Parent company (leading to its eventual sale) but did implement the required organisational structural change in the UK operations and the rollout of the
ERP system in Australia.
PLANNING REVIEW
PROJECT BRIEF
Commissioned by the clients to review their various operating entities to ensure that their manufacturing and maintenance operations were delivering value to the shareholders.
PROJECT SCOPE
Focus was on two key areas; inventory holding and manufacturing process. The inventory focus was to reconcile the inventory holding and the manufacturing schedule against their client’s forward orders. The aim was to ensure that they were producing as per their client’s requirements and not incurring the risk of surplus/obsolete inventory.
DELIVERABLE
The project provided the Board with a detailed analysis of the manufacturing issues within its business units and a program of work to rectify the issues identified.
MANUFACTURING REDESIGN
PROJECT BRIEF
The client had won a large order for 120 locomotives. They had traditionally operated as a job shop managing ~2 locomotives p.a. with the entire end-end build program managed in-house.
PROJECT SCOPE
The new project required them to reconfigure their manufacturing processes from job shop to production line and the incorporation of 3rd party subcontractors. This required a full redesign of the warehousing and issuance processes and quality control inspections.
DELIVERABLE
Client successfully delivered the full 120 locomotives (132Ton/10,000 components each) to their client against a delivery schedule of one every four (4) working days.
MANAGING A
JOINT BUILD AND MAINTENANCE PROGRAM
PROJECT BRIEF
The project comprised joint manufacture and maintenance program with inventory utilised by both functions.
PROJECT SCOPE
As these were new units there was no defined demand planning, long lead time deliveries for components and continual engineering redesign. This required continual liaison with engineering, maintenance, production and the suppliers
to ensure that the appropriate inventory levels were maintained and that all
sub-contractors maintained their quality standards.
DELIVERABLE
The project was completed and successfully transitioned from manufacturing to long term maintenance.
GREEN FIELD MINING PROJECT
PROJECT BRIEF
The client was in the process of transitioning the mine from the Engineering Procurement Construction Management (EPCM) to in-house control.
PROJECT SCOPE
To establish the supply chain function for a budget constraint startup venture. There was no inventory control systems, warehousing or staff and the client had inherited $24M of spare parts. Responsibilities included the design and implementation of all procurement/warehousing documentation, recruitment of the site-based stores team and support to the ERP implementation project.
DELIVERABLE
Successfully established the supply function and associated processes to allow
the mine to gear up for full production.