The client enterprise, a global diversified industrial manufacturing conglomerate, had doubled in size over the previous two years through numerous mergers and acquisitions and changed strategy from that of a holding company to one of an operating company. Systems and capabilities siloed at the business unit level were no longer adequate in the context of a much bigger and more complex organization.
The client chose KPMG to be its strategic partner for assessing the current state of logistics operations around the world, understanding who was performing logistics work and where, identifying and quantifying improvement benefits, developing an integrated global logistics strategy, and facilitating the design of a new operating model to drive performance and reduce cost.
KPMG’s approach to assessment and transformation design was cross-functional with multiple tracks and five phases. In just three months, an integrated team of KPMG advisors and client representatives were able recommend:
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