Challenge Over decades, a U.S. military organization overseeing nearly 600 business units had accumulated one of the most complex enterprise business-system architectures in existence, including hundreds of large-scale systems and exceptionally complicated Enterprise Resource Planning (ERP) implementations. Designed primarily as monolithic, domain-specific solutions, the ecosystem lacked effective integration, relied on outdated technologies, and was increasingly… Read More

Challenge A multibillion-dollar paper and packaging company had grown through years of acquisitions, resulting in a patchwork of manufacturing plants, each with its own legacy equipment tailored to specific products. While advances in manufacturing technology made it possible to produce multiple product types on fewer, more flexible machines, most plants remained anchored to legacy equipment… Read More

Challenge Following a prolonged downturn, the mining industry began to rebound with fundamentally different dynamics than prior cycles. Geopolitical shifts and accelerating demand for renewable energy and electric vehicles changed which markets were growing and what customers valued. Over five years, a global mining products company had launched new products with uneven market reception and… Read More

Challenge A large U.S. military organization was adopting a new operating model for its supply chain, transitioning more than 1,500 employees from generalist roles into functionally aligned specialist roles. These new roles would continue to execute many of the existing supply chain activities, as well as redesigned and optimized processes. Limited visibility into day-to-day tasks… Read More

Challenge Emerging from a prolonged industry downturn, a global provider of exploration drilling services and equipment had regained revenue growth but not profitability. Years of chasing unique customer needs led to a “one-stop-shop” strategy that produced extreme product proliferation. The company had more than 90,000 active SKUs engineered and manufactured across six global centers. Scale… Read More

Challenge A petroleum company with five U.S.-based refineries faced rising safety risks as teams struggled to respond to ad hoc procedures and inconsistent practices. Despite rapid development of new systems, leadership recognized that procedural fixes alone were not enough. Efforts were not sustained, and employee behavior varied widely across sites. To ensure long-term safety in… Read More

Challenge A global cable systems manufacturer was struggling to translate a surge in customer orders into profitable growth. Supply chain disruptions and raw material shortages were contributing to manufacturing bottlenecks, resulting in long lead times and a 6–9 month order backlog. These capacity constraints were limiting the company’s ability to take advantage of sustained industry… Read More