Operations Analytics

Network Performance Analytics

Cost of Quality as a % of Sales Warranty Costs, Root Cause Analysis, Competitive Analysis (Options & Costing)

Working capital Performance

Excess & Obsolete Inventory Analysis, Working Capital Analysis/Benchmarking, Multi-echelon Inventory Optimization

Forecasting & Demand Planning

Collaborative Demand Forecasting, Promotions Planning, Supply Chain Planning, Services ABC Analysis and replenishment

Aftermarket Parts & Service

Facilities Design and Detailed Layout, Theory of Constraints / Bottleneck Detection, Transportation Contract Compliance

Supplier/Indirect Purchasing

Supplier Capacity / Supplier Risk Analysis, Commodity Spend analysis (Supplier Selection), Identify Global Source/ Supplier Quality Inspection

Human Resource Analytics

Cost-To-Serve Modeling, Customer Service Analysis, Network Modeling and Facilities Selection, Voice of Customer Analysis (Segmentation))

We analyzed an Engine Remanufacturing business for a Fortune-100 Company

CHALLENGE

Typical order lead-times for a remanufactured engine is around 75 days (10-12 weeks). Our client needed to reduce production lead-times to around 21 days (3 weeks) at 10-20% cheaper prices than competitors in order to satisfy customer expectations.

Our Role

We analyzed a Post Assembly Completion (PAC) process to deal with higher product variety within a short lead-time. By investing in PAC operating costs and additional inventory costs, product postponement generated just-in-time manufacturing that significantly shortened customer lead times.

  • Resolved product availability issues and service issues
  • Paid more attention to strategic customers like big box retailers
  • Increased supplier risks due to high demand and over-reliance on several dispersed suppliers

Results

This reduced overall OTD lead-time and total FG inventory, as well as excess and obsolete inventory and associated costs. The total operations savings for this implementation was very significant.

  • Better Customer Management: improved bracket pricing, terms of sale, customer invoicing
  • Distribution Network optimization: Added two new distribution center in the network
  • Supply chain planning: implemented a new demand forecasting and supply chain planning system

HR Organizational Analytics to optimally assign staff

CHALLENGE

HR division of a large financial services client wanted to understand direct impact on business performance of individual players on a long-term basis supported by four (4) pillars of talent and strong leadership skills, incl. sourcing and hiring talent, developing talent, retaining talent, and rewarding talent.

Our Role

We developed a Employee lifetime value (ELV) metric which measures the long term potential of individuals so to maximize the total value of company's HR Capital. We developed models for workforce planning for HR leaders to develop a big picture view of their internal operations to optimize resources, while lowering costs.

Results

Workforce analytics and workforce planning for HR leaders to develop a big picture view of their internal operations to optimize resources, lowering costs while improving employee lifetime value with better job matching.

Marketing and Sales Analytics

Product /Service Pricing

Pricing/Discounting Logic, Method and Process Strategic Pricing, Value Pricing, Transactional Pricing, Margin Improvement across Products / Customers​

Customer & market insights

Customer Segmentation by Needs (Value), Customer Profitability Analysis and Prioritization, Key Account Analysis and Management

Revenue/Margin Analytics

Cost-To-Serve Analysis, Channel Strategy and Realignment, Use of Distributors and 3PL Providers Alignment of Channel Incentives with Objectives

Sales Analytics

Sales-Force Productivity analysis, Incentive Rationalization and Realignment, Sales Organization Improvement

Product Lifecycle Management

Product and Service Portfolio/Mix Rationalization, Product and Service Lifecycle Management, Product Innovation Assessment and Improvement, Strategic Positioning of Products and Services

Marketing Analytics

Sizing of Opportunity and Market Segments, Market Entry/Exit Strategy Formulation, Align Go-To-Market Strategy to Market Segments

We developed margin management analytics for a new product launch in China

CHALLENGE

Facing tough competition from domestic companies amidst changing emissions regulations in China, our client wanted to formulate a supply chain strategy to support the rapid growth in its business over the next 5 years while limiting exposure to market uncertainties.

Our Role

We conducted detailed customer research to develop four main customer segments as well as compared various Chinese competitors to evaluate their strengths and weaknesses in the market. We assessed impact of market uncertainties on the future demand using a Monte-Carlo simulation model.

  • Resolved product availability issues and service issues
  • Paid more attention to strategic customers like big box retailers
  • Increased supplier risks due to high demand and over-reliance on several dispersed suppliers

Results

Using a "cost-to-serve" model SUMPURA suggested the best supply chain design to serve all customer segments. An optimal operational design was proposed with total supply chain cost

  • Better Customer Management: improved bracket pricing, terms of sale, customer invoicing
  • Distribution Network optimization: Added two new distribution center in the network
  • Supply chain planning: implemented a new demand forecasting and supply chain planning system

We improved pricing analytics for industrial OEM

CHALLENGE

Aftermarket parts business of a large industrial equipment OEM, selling 100,000+ different parts, some are proprietary parts while most are generic parts. Goal was to improve long-term profits with their global customers.

Our Role

We worked closely with our client's product management group to develop a parts segmentation scheme and set target prices within each group based on technology, part content, product family and lifecycle. Finally, we adjusted prices utilizing market information, and judgment on Price vs. Value and total cost of ownership (TCO).

Results

Using product lifecycle and proprietary technology differentiation for parts pricing, we increased revenues and margins by 4 - 6% for a global aftermarket parts business. Designed approach to segment based on product lifecycle, component criticality, part technology etc. to group "like-parts" together for pricing purposes.

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