Selected FMCG Assignments
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The client – a global tea company – had grown through acquisitions and the operations structure had developed in each market to serve that local market. The global operations director lacked visibility of performance at global consolidated level, regional level and site level. This complexity was enhanced by different metrics in place in each site and region. Crimson & Co was engaged to lead the development of a standardised set of KPIs with supporting control and review mechanisms. Results
The West Africa region of this global FMCG, comprised of five business units, delivered over 40% of the global group profit with track record of 50% annual growth. A significant release in working capital was required to fund future growth plans and customer service levels were insufficient to maintain market share in this highly competitive developing market. A new distribution model was implemented as part of an overall S&OP process to release working capital and improve customer service. Results:
This global FMCG client needed a more integrated approach to business planning in a competitive market whilst releasing working capital. An assessment was made of the current process versus FMCG benchmarks to recommend the new approach. Project work streams were established around the S&OP steps, supported by structured and detailed education events. Results
The client had significant raw material supply problems into the Polish factory which was producing 500m units pa. Material availability and “on time in full” (OTIF) supplier delivery KPI not consistently measured but believed to be around 85% and 45% respectively. Crimson & Co was engaged to design, setup and manage a project to improve materials availability. Results
A leading alcoholic drinks company needed to increase their capability to supply and unload from new production lines to match the maximum output rates of the new production lines. Existing storage capacity would have been exceeded in the following year if the levels of frozen / obsolete and excess stock were not addressed. Crimson & Co developed a five year logistics strategy to improve material flow with a supporting business case and implementation plan. Results
A Russian cosmetics company had an existing network of two hubs and seven local distribution centres. Two supply chains: Far East produced goods coming west and goods produced from Western factories moving east. The network had limited capacity and used extensive external warehousing. Rapidly developing market with 100% projected sales growth over five years. Shift towards local manufacture. Crimson & Co was engaged to provide clear strategic direction to increase capacity either through investment in new facilities or third party partnerships. Results
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Global tea & coffee company - Global supply visibility and regional S&OP Our client, a global tea & coffee company, had recently separated its commercial businesses from operations to provide the focus required to deliver an aggressive growth strategy. The Global Operations team lacked visibility of supply plans, constraints and cost reduction opportunities. Supply planning was decentralised with each market managing its needs directly with factories across the world. Crimson & Co supported the definition, design and implementation of the new global operating model required for the new organization to deliver the business objectives. Results
Global tobacco company player with operations in over 80 countries worldwide. Had used benchmarking & operations improvement techniques for many years to drive standardisation. Wanted a more bespoke benchmarking and improvement methodology to ensure a close fit with their strategy and business model. Crimson & Co was engaged to provide the required solution, based on the Supply Chain Excellence toolkit. Results
This European cosmetics company planning processes were undefined and poorly supported by the new IT systems. Inconsistent planning practices applied between sites. High levels of excess stock and annual stock obsolescence of $80m. Stock levels unpredictable across European sites. Crimson & Co was engaged to define supply chain planning processes for EMEA business, from new product development through to deployment and inventory management. Results
A leading European cosmetics company was unable to achieve plastic component savings identified through a previous e-auction exercise. KPIs were difficult to extract from systems so rarely used to drive improvements. In addition to this, procurement strategies were fragmented and out of date, and not shared outside the purchasing function. Results
At this leading FMCG, capacity required was more than double the designed capacity and forecast to increase from 500m to 750m units pa. High capacity lines were choking the factory due to logistics infrastructure. There were also high levels of complexity; 21k SKUs, 90% of products on promotion, 13% new SKUs per campaign. Service levels to its 34 markets had declined. Crimson & Co was engaged to develop and implement operational improvement initiatives. Results:
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Global tea company - Global standardised KPIs and performance review cycle 
Global FMCG - Distribution network inventory optimisation
S&OP - Implementation
Planning & control - Materials management
Manufacturing - Plant layout
Russian cosmetics - Distribution network strategy
Tobacco products - Supply chain excellence
Planning & control - Blueprint
Procurement - Plastics sourcing
Manufacturing - Operations improvement