Client was an industry group that funds initiatives to improve the agricultural products supply chain to benefit farmers and the ag community. We worked with client to identify and study potential opportunities to add capacity and/or lower supply chain costs.
Client was active in transportation industry and wanted to determine if there was an opportunity to develop a 3PL for the bulk commodities markets. However, client did not know what commodities had the best opportunities, capabilities required, what service offerings provided the greatest potential customer value, and the most attractive target customers.
Client was a successful 3PL serving traditional brick and mortar based markets, but felt there were significant opportunities to develop a strong eFulfillment offering for existing and new customers. While client had dipped toe into eFulfillment, it believed it needed to better understand the eFulfillment market and sub-segments and capabilities required to grow in the eCommerce/eFulfillment space.
A company transportation manager orchestrated a kick-back scheme with transportation providers in exchange for business. Company submitted damages request to its business insurance companies. Attorneys for insurance companies asked us to assist in reviewing the company's damage claim and develop an independent assessment of the damages. Damages assessment was complicated by fact that there are no tariff rates for these types of services.
Accounting firm had been the auditor for a truck line that declaired bankruptcy and was liquidated. Accounting firm was sued by bankruptcy trustee for damages. We were brought to the team by the accounting firm’s attorneys as the trucking industry experts.
A leading HVAC manufacturer had declining profit in its light commercial product line. With 100 SKUs and seasonal demand, its perceived options included either immense inventory spread throughout the U.S., or significant lost sales. With high margins, neither alternative was ideal. Simultaneously, shareholders expected significant bottom-line growth.
Company was successful transportation equipment leasing company, but was interested in better understanding potential growth opportunity through leasing other types of equipment. We assisted the client in understanding the attractiveness of the new segments and options for entering the new market(s).
Client was developing a new mine to serve the export market. A supply chain had to be designed to move product from the mine to the ports. We assisted the client in better understanding its supply chain options through flow-based, fault-based simulation modeling.
The LTL truck line client's network had been developed over a long period of time as company grew. Client wanted to understand if the network could be modified to either lower cost or improve service.
Private Equity client was considering acquring a trucking services company. Client needed a better understanding of market size and growth for service offered, how the target acquisition company added value to its customers, and competitive positioning.
Private equity client and their newly acquired transportation company wanted to develop a growth strategy. Based upon our industry knowledge, contacts, and given that we had performed the market and competitive acquisition diligence we were asked to assist in the process.
Railroad pricing managers and analysts had a large and growing number of contracts and individual rates. Management was concerned that they did not have the proper processes, measures, metrics, and tools to support good pricing decision-making given the workload.
Client wanted to better understand the growing and evolving regional small parcel market.
Company was challenged by a weak competitive position, a high cost structure, and its financial condition. Client needed a plan to succeed short-term while improving its overall position long-term. The client asked us to lead its annual strategic and tactical planning process for several years.
An importer/distributor of furniture, building materials, and artwork had runaway inventories, disgruntled customers, high damage claims, and declining profits. With limited purchasing power and inconsistent service, the company was not profitable.