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Supply Chain Transformation Case Studies

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From new service lines to multi-billion-dollar merger integrations. Filter by sector or sort to find the work most relevant to you.

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Showing 10 of 10 case studies

Oilfield Services

New Service Line

Strategic Development of New Service Line

The Challenge

This oilfield service company had built a successful, fast-growing business around staff augmentation — placing skilled personnel inside its customers' operations. As those relationships deepened, customers increasingly asked the company to take on broader scopes of work and higher service levels rather than supplying labor alone. Leadership saw both an opportunity and a risk. Standing up a true service line would let the company capture more value and lock in strategic customer relationships, but moving too slowly — or without a clear capability and commercial model — risked ceding the work to competitors and eroding the staff augmentation revenue the business already depended on.

Results

The board-ready strategy for the new service line is being implemented, giving the company a structured path to grow beyond staff augmentation.

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Oilfield Services

$1.3B Spend

Establish Supply Chain Team

The Challenge

This oilfield service company was pursuing aggressive capital growth plans but lacked the procurement processes and organizational capability to support them. With $1.3 billion in spend spread across multiple product lines and geographies, purchasing decisions were largely made at the operations level without a coordinated supply chain function. Without a structured approach to sourcing and category management, the company was leaving significant value on the table and exposing itself to supply risk as it scaled. Leadership knew it needed to build procurement capability but was unsure where to start or what kind of leader to hire.

Results

The new organization is in place, and the client is capturing +$80 million in sourcing and category management value.

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Category Management

$5B+ Spend

Organization Restructure

The Challenge

This energy organization managed more than $5 billion in spend across multiple product lines and geographies, yet had failed at several previous attempts to install an effective category management team. Operations were not seeing the benefits that category management is supposed to deliver. Repeated unsuccessful attempts had created skepticism inside the business about whether category management could work at all. The challenge was not only to redesign the organization, but to do it in a way senior leadership would support and operations would actually adopt.

Results

The new organization is in place and supported by senior executives, and the client is capturing +$200 million in sourcing and category management value.

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Oilfield Services

$4B Merger

OFS Supply Chain Merger Integration

The Challenge

Two oilfield service companies with $4 billion in combined revenues were merging, and both brought limited supply chain capabilities — most purchasing was handled as operational buys without a strategic function. The merger created an urgent need to integrate two sets of suppliers, contracts, and processes. Mergers put supply chain in the critical path: a poorly managed Day 1 can disrupt supply, frustrate customers, and destroy the very synergies the deal was meant to create. The combined company needed to be ready to operate as one from the first day while capturing the cost savings the merger made possible.

Results

A seamless Day 1 transition, +$150 million in sourcing and merger synergies captured, and a new supply chain organization in place.

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Strategic Accounts

Sales Enablement

Trained Sales Team on Category Management

The Challenge

This oilfield service company unexpectedly lost a large tender it had expected to win, straining an important customer relationship in the process. Senior management began to question whether its sales staff fully understood how its customers' modern category management and procurement processes worked. As major buyers in energy adopt more mature, structured procurement, suppliers who don't understand those processes are at a growing disadvantage. The company risked losing more strategic business unless its sales team learned to engage effectively with sophisticated procurement organizations.

Results

The client required all senior sales staff to attend the M+C training, modified its sales plans and process based on the learnings, and restored the relationship with the key customer.

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Procurement

Post-ERP P2P

P2P Process Implementation

The Challenge

After implementing a new ERP system, this energy organization was struggling with its payables process and lacked the broader supply chain capabilities to control project costs. Operations were not aligned to the intended processes, and the gap showed up as poor cost control and vendor payment problems. An ERP implementation only delivers value when the processes and organization around it are designed to match. Here, the technology was in place but the procure-to-pay (P2P) process and the roles to run it were not — leaving suppliers paid late and projects poorly controlled.

Results

Stronger process alignment with operations, new roles delivering cost reductions, and significantly improved payables to vendors.

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Merger Integration

$100M Synergies

Merger and Transformation

The Challenge

This industrial organization acquired a competitor that doubled its size and footprint. Its supply chain function was still in an early maturity phase, and the acquisition demanded a rapid step-change in capability while capturing the synergies that justified the deal. Integrating a business of equal size under tight timelines is one of the hardest tests a supply chain can face. The company needed to be ready for Day 1, accelerate its supply chain maturity, and capture synergies — all without interrupting ongoing operations.

Results

Synergy-capture workstreams and demand planning in place, a new organization soon after Day 1, $100 million in synergies, early quick-win capture, and no execution interruptions.

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Training,

Sales: Dealing with Modern Supply Chain Organizations

The Challenge

Sales and Account Management teams experiencing frustration in their sales process when engaging Contemporary Category Management Led Supply Chain Organizations.

Results

Understand how to evaluate Supply Chain organization structures and level of sophistication.

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Supply Chain

Assessment & Roadmap

Supply Chain Assessment & Opportunity Development

The Challenge

A newly appointed supply chain leader inherited an organization without a clear, fact-based view of its own capabilities, spend, or improvement opportunities. To make confident decisions and prove value early, the leader needed an objective assessment and a prioritized roadmap. New leaders are often expected to deliver results quickly, but acting without a reliable fact base risks chasing the wrong priorities. This client wanted an independent, data-driven foundation before committing resources.

Results

Organizational gaps identified, a new organization design implemented, categories segregated for management, and a prioritized opportunity set delivered.

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Major Project

Contract Strategy

Major Project Contract Strategy Development

The Challenge

This organization was preparing for the largest major project in its history but lacked the supply chain processes and contracting capability to proceed responsibly. It needed a contract strategy and an associated risk management approach robust enough to win board approval. Major projects concentrate enormous cost and risk into a single undertaking, and contracting decisions made early determine how that risk is shared and managed for years. Proceeding without a sound contract strategy could have exposed the company to significant, unquantified risk.

Results

The client was able to quantify project risk for a board presentation, and capability gaps across contracts, supply chain, and risk assessment were clearly identified.

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