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Business Turnaround, World Class Manufacturing, Supply Chain Excellence

 

MasterCard - Access prepaid worldwide

Global Supply Chain & Procurement

‘Generating (this level) of benefits is a fantastic result for the engagement and gives Access Prepaid Worldwide a terrific ROI’

Patrick Maguire, Commercial Director – APW MasterCard


Arriva - Northern rail

Change Programme DEsign

‘I was pleased with the engagement, particularly the work on the depot investment plans and the pace with which you were able to move forward the performance management centre at Newton Heath.’

Philip Hassall, Head of Business Process Transformation - Arriva Trains North


SIG Distribution - T1

Target Operating Model Development

‘Throughout Libra acted in a pragmatic, hands on fashion and communicated in a language that all stakeholders understood and bought into’

Robert Colver, Regional Director (North) – SIG Distribution


XPO Logistics - Amazon

Inventory Management and Workplace Organisation

‘Libra provided the business with a clear sense of opportunity, a roadmap for delivery, and a quality of people that underpinned its delivery’

Gavin Williams, Managing Director – XPO Logistics UK


Labeyrie Fine Foods

Global Supply Chain

‘…facilitated by consultants with experience and professionalism in abundance. What sets the Libra people apart is their integrity, their humility and their sense of humour and fun.’

Craig Walker, Chief Executive Officer - Labeyrie Fine Foods UK


Bakkavor - Cucina Sano

Management Development and Continuous Improvement

‘I knew from the outset that their approach, honesty and expertise were a great match for Cucina Sano’

Ben Cooper, Head of Operations – Bakkavor, Cucina Sano


Endless

Operational Due Diligence

‘Libra’s approach is refreshing. They get you to the answer quickly and give proper advice rather than sit on the fence’

Chris Clegg, Managing Director – Endless LLP


Sainsbury's

Collaborative Supply Chain Development

‘Acted with integrity and no small amount of flair as Sainsbury’s representatives to engage both internal colleagues and suppliers and deliver in a constantly evolving environment’

John Hall, Programme Manager – Sainsbury’s


Mcbride

Strategic Planning / Activity Based Costing

‘Thorough, detailed and compelling work delivered in a highly engaging and positive fashion; the best consultancy work the business has commissioned in my time at McBride’

Richard Armitage, Chief Finance Officer – Robert McBride Plc


LVMH – Glenmorangie Academy

Productivity Through Learning & Development

‘I found the pragmatic, challenging and straight forward approach refreshing and ultimately highly effective’

Peter Nelson, Operations Director – The Glenmorangie Whisky Company

 

Mastercard - Access Prepaid Worldwide

Business Case

The requirement of Access Prepaid Worldwide (a pre-paid cards business) was to deliver enhanced supply chain capability by way of process, systems and people to enable the business to buy better, reduce inventory within the system and improve ‘customer service’ to other functional departments

Approach

Working with the supply chain team and APW directors, the LEC team focussed on three key areas of support with a collaborative approach taken to ensure stakeholders were supported through the change process at all steps;

Buying for Less: LEC managed vendor negotiations across cards, distribution and collateral before migrating responsibility to the APW team, supporting and mentoring through this process.

Buying Less: LEC managed the implementation of a forecast and demand management tool; negating a planned £600K spend on an Oracle solution and resulting in a reduction in stock and orders

Management Control & Reporting Systems: Underpinning ownership & sustainability and meeting MasterCard audit requirements, all system tools, associated review processes and KPI suites were implemented with formal training completed, coaching and associated SOP’s written

Results Delivered

Significant benefits delivered at a 5:1 ROI; Price reductions ranging between 7% and 52% across 4 global regions; VMI implemented for all regions: Stock buy-back rolled-out; £1M+ (25%) inventory reduction; £600K+ cost avoidance; People development with APW supply chain team recognised within the MasterCard group

Testimonial

‘Generating (this level) of benefits is a fantastic result for the engagement and gives Access Prepaid Worldwide a terrific ROI’

Patrick Maguire, Commercial Director – APW MasterCard

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Arriva - Nothern Rail

Business Case

With the planned arrival of electric rolling stock in 2020 engineering maintenance teams were required to develop robust plans to repurpose 4 engineering depots across the North of England. At the same time there was a requirement to accelerate continuous improvement activity to deliver a step-change in terms of effective fleet utilisation.

Approach

Depot and maintenance management teams were engaged at all 4 depots and centrally to define and agree the specific challenges facing each facility with regards to short term effectiveness and longer term depot development

A work stream approach was created with 8 pillars of programme delivery identified as being; Resource Management, Financial Management. Management Control, Benefits Management, Organisational Governance, Stakeholder Management and Risk Management

It was necessary to create a sense of urgency within the programme which was achieved through identifying a leadership group, attracting volunteers, removing barriers to change, generating short-term wins (and confidence in the programme) before accelerating change within the organisation

Project management tools were created for the organisation along with change management processes and governance with an emphasis on LEC engaging and empowering stakeholders rather than imposing solutions upon them

Results Delivered

Engagement and strategic alignment of the Engineering Depot Management Teams; Coaching and mentoring of engineering depot management to develop local change plans to deliver the 2020 Change Programme for Northern; Empowerment of depot teams to own plans and develop results plans to deliver significant productivity improvements

Testimonial

‘I was pleased with the engagement, particularly the work on the depot investment plans and the pace with which you were able to move forward the performance management centre at Newton Heath.’

Philip Hassall, Head of Business Process Transformation - Arriva Trains North

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SIG Distribution - T1

Business Case

£60M turnover ‘hub’ warehouse and logistics operation being a result of the consolidation of 6 legacy branches in the Manchester/North West region and open for <1year. The facility was the largest in the SIG Plc group and lacked clearly understood and applied business processes and systems to operate effectively

Approach

LEC were engaged across a 3 month period to address shortfalls in the commissioning of the site where a ‘Unipart’ process had been installed without engagement of the local management team

The LEC team worked directly with functional management in Sales & Account Management, Warehousing and Inventory Control. Tying the programme together was the design of a ‘T1 Way’ operating model that ensure all revised processes and systems developments were clearly documented and a daily-weekly communications process implemented

The client was involved throughout the process and was responsible for everything that was created and actioned during the project process. As part of the final review the branch director presented his business plan for 2018 on the back of the work we had completed. All the actions are owned by SIG D management team Collaborative:

Results Delivered

Record sales delivered; Inventory reduced by 25%; Inventory reprofiled across 3,000+ SKU’s; Cost to serve reduced by >25%; Shortages reduced by 33%; Sales comms meetings implanted; Defined and agreed sales responsibilities by brand; Implemented purchasing control process ; Stock location defined and inventory consolidated into product groupings; Aligned stock locations with K8 WMS systems; Racking amended

Testimonial

‘Throughput Libra acted in a pragmatic, hands on fashion and communicated in a language that all stakeholders understood and bought into’

Robert Colver, Regional Director (North) – SIG Distribution

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XPO Logistics - Amazon

Business Case

Flagship Amazon site with a requirement to improve stock accuracy by better managing the receipt, put-away and control of stock on a 1M sqft site. Additionally as a function of the scale of the site and high level of labour turnover there was a remit to address issues around workplace organisation

Approach

Working with XPO management, an analysis of the site was conducted, focussed primarily on the goods receipting, put-away and fast-tracking processes on the site. A results planning process was developed, building upon tools and actions already in place with over 150 discrete actions identified for delivery following the analysis period.

Headline areas of focus developed within the analysis/results planning process were: Vendor management and conformance; Goods receipting work flows and process; Optimum stock locations; Put away work flows and process Addressing slow moving and dormant units; System issues and user training; Junior management development and performance related skill sets

A key output from the analysis was to redefine a ‘Golden-Zone’ through the warehouse with an emphasis being created on fast-moving SKU’s – typically remaining within the facility for 5 days or less.

Management Control & Reporting Systems were reviewed and re-aligned to reflect business needs including frequency of review and generating action orientated outputs

Results Delivered

Contract renewal with Amazon; Self-Funding Programme; Net Stock Accuracy Error of 0.01% (sigma level 5); Processes re-design; Management development; Operator training; Re-designed inbound work-flows to achieve 300,000 units per week: Accurate put-away processes developed; 5S programme delivered to the site and used as flagship for XPO Logistics

Testimonial

‘Libra provided the business with a clear sense of opportunity, a roadmap for delivery, and a quality of people that underpinned its delivery’

Gavin Williams, Managing Director – XPO Logistics UK

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Labeyrie Fine Foods

Business Case

A high performing supplier with strong relationships throughout its supply chain looking to energise a retailer-led value chain programme and engage stakeholders throughout the various organisations involved. A key requirement of the exercise became to broaden the focus from simply Cost, Service and Quality to encompass Consumers, Innovation, Risk Management, Sustainability, Ethics, Availability and Waste in store with the retailer Sainsbury’s

Approach

LEC support commenced with a point of origin analysis, mapping product flows across the globe from suppliers in the Far East and Central America through to the UK ports and processing facility then onward into Sainsbury’s. Physical and financial metrics relating to product movement were mapped and headline areas of focus defined with a pilot supplier identified for further investigation.

A supplier visit was arranged to Thai Union (based in Thailand) where a detailed analysis was conducted; Mapping product & information flows; Defining value added activities; Detail process mapping of inbound supply chain (Operations, Transport, Inspection and Storage); Observations (validate, quantify & qualify);

Validation and benchmarking of internal processes to Lyons Seafoods were completed with joint results plans developed between Supplier, Lyons and Sainsbury’s and a governance process implemented to manage delivery of changes agreed and track benefits delivery

Results Delivered

Results planning process delivering benefits in excess of £1M annualised; Engagement of Lyons Seafoods stakeholders in the process; Knowledge transfer to Lyons UK team to perform a detailed analysis on point of origin sources; Removal of shelf-ready packaging from store

Testimonial

‘…facilitated by consultants with experience and professionalism in abundance. What sets the Libra people apart is their integrity, their humility and their sense of humour and fun.’

Craig Walker, Chief Executive Officer – Labeyrie Fine Foods UK

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Bakkavor - Cucina Sano

Business Case

A high performing £90M t/o site within the Bakkavor food group supplying M&S with Italian Ready Meals. The need identified was to build on and enhance the existing continuous improvement culture at the site with a fresh ‘outside’ perspective.

Approach

An analysis of the business was conducted using a ‘100% standard’ as the base point, in doing so creating a revised appreciation within the site of the true cost of service provision.

A collaborative approach was created with task force members identified from Cucina to work directly with the LEC team. Project success was a joint commitment between Cucina and LEC with team and individual objectives deliverables being linked to rewards.

Workstreams were developed focussed primarily on Planning, Materials and Control Systems, with cross-functional teams developed to work on issue identification and quantification, solution design and implementation with supporting training, coaching and mentoring of front line operators and management across all shifts.

Governance of the project was shared between Cucina and LEC with monthly milestone meetings supported by weekly steering & workstream meetings, financial evaluation run by Cucina and a Results Planning process deployed to clearly articulate opportunities, change activity, timelines and ownership

Results Delivered

Annualised cost reduction >10%; Upgraded Management Control & Reporting System; Manufacturing management trained in CI and 8D problem solving; Culture change relating to waste awareness; New Continuous Improvement culture developed; Results Planning with a further 10% opportunity identified for post-LEC delivery

Testimonial

‘I knew from the outset that their approach, honesty and expertise were a great match for Cucina Sano’

Ben Cooper, Head of Operations – Bakkavor, Cucina Sano

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Endless LLP – Karro Foods

Business Case

Operational due diligence support provision to Endless LLP on the prospective purchase of Vion Pork, Poultry and Red Meat divisions, filling a gap in the experience set of Endless with regards to FMCG and operations capability

Approach

LEC support was defined and broken into 4 distinct phases;

(1) Desktop review of the 3 operating divisions of Vion in relation to the Information Memorandums made available and market/competitor analysis

(2) Site visits and interview of divisional directors to broaden understanding of performance, site investment and future capital expenditure requirements

(3) Creation of 100 Day Plans for post-acquisition period

(4) Post-acquisition support including advising on site development/closures

Results Delivered

Supported the decision to acquire Vion Pork; 100 Day plans used by management to deliver immediate changes; Site closure and restructure based on analysis conducted by LEC

Testimonial

‘Libra’s approach is refreshing. They get you to the answer quickly and give proper advice rather than sit on the fence’

Chris Clegg, Managing Director – Endless LLP

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Sainsbury’s – B2B Data Sharing

Business Case

Volatile ordering patterns in relation to forecasted demand resulting in low in-store availability, high waste and excess cost in the supply chain across chilled and short shelf life categories in particular.

Approach

LEC worked with stakeholders from across Sainsbury’s and a pilot supplier to create detailed understanding of the replenishment systems and processes highlighting that demand and forecast were broadly aligned, but a combination of product settings and manual interventions were impacting upon the order number generated

The pilot was extended to an initial group of 16 suppliers, being representative of the supplier base in terms of product groupings and supplier scale.

Working these suppliers, Sainsbury’s and IT solutions providers a suite of business processes and systems to underpin master data management and enhanced supplier data sharing were created

Suppliers and retailer were presented with a dashboard of their ‘worst performing products’ with the focus being on addressing the areas of greatest opportunity on a week to week basis.

A SKU analysis tool was embedded in the B2B data sharing solution to allow suppliers to analyse product set-ups and other key drivers of underperformance

The programme was a win-win; benefiting retailer (availability & waste) and suppliers (sales & reduced cost to serve).

Results Delivered

A new business process developed around a common suite of Key Performance Measures; Training delivered to 200+ suppliers and similar numbers of in-house stakeholders; Measurable instore performance improvements impacting availability and waste: Delivering a more stable order profile to suppliers and profit improvements measured in excess of £50M p.a.

Testimonial

‘Acted with integrity and no small amount of flair as Sainsbury’s representatives to engage both internal colleagues and suppliers and deliver in a constantly evolving environment’

John Hall, Programme Manager – Sainsbury’s

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Robert McBride Plc

Business Case

Stagnating sales, declining profitability, an excessive overhead cost base and a lack of clear leadership – creating a need for fundamental change. LEC were introduced to the business to help stakeholders ‘see the wood for the trees’ with management in many areas being long serving and focussed on delivering business as usual rather than transformational change

Approach

The approach taken was to undertake a strategic review of the UK operating company under the guise of an Activity Based Costing and Benchmarking exercise to better engage management in understanding the business as a platform for performance improvement planning

LEC carried out a full P&L ABC modelling exercise across the UK and Italian businesses (5 sites). Working with group and site leadership teams, the ABC review was used to refocus the business on the true costs attached to sites, customers and category service.

Perceived loss or profit making activities were re-categorised and corrective action plans developed for the Sales, Operations and Supply Chain teams to address under-performance and drive profitable growth

A benchmarking exercise was also conducted highlighting substantial gaps between McBride structures and cost base and those of comparable own label organisations. Again, these outputs were used as the basis for business improvement planning

Results Delivered

Board commitment to strategic direction; Engagement of stakeholders throughout the business in revised plan; Elimination of non-value added activities; SKU & Customer rationalisation processes commenced; Outsourcing commenced; Non-business critical reporting removed

Testimonial

‘Thorough, detailed and compelling work delivered in a highly engaging and positive fashion; the best consultancy work the business has commissioned in my time at McBride’

Richard Armitage, Chief Finance Officer – Robert McBride Plc

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LVMH – Glenmorangie Academy

Business Case

A growth in distillery output volumes, easily forecasted due to the 10 year maturing process had created a defined need to increase capacity at the state of the art Alba Campus bottling facility in Livingston. The key requirement of the board was to do this sustainably through upskilling local management rather than investing in new capital equipment

Approach

An ongoing programme of SVQ learning had been in place with Glenmorangie and the local college for some time but yielding limited tangible benefits to the business with the learning deemed to be abstract and not easily transferrable to the challenges of the site

Working with the college and Glenmorangie HR, we redesigned the SVQ using core LEC training and development modules and focussed on the improvement needs of the site.

By tying the learning programme to defined challenges onsite the training was immediately relevant as the team were able to apply learning in a real-life environment with SVQ course work and case studies generated around improvements made to operational processes

The ‘train the trainer’ approach deployed reflected the fact that some management had technical skills to deploy, others being more suited and comfortable acting in a coaching and mentoring capacity supporting the sustainable delivery of changes

Results Delivered

Self-funding learning and development programme; Year on year productivity improvements in the range 20%+ for 4 years (rebased annually); Sustainable Academy processes that were scaled across the wider organisation; Credible SVQ process; Engaged management and operators who took ownership for improvements to their business

Testimonial

‘I found the pragmatic, challenging and straight forward approach refreshing and ultimately highly effective’

Peter Nelson, Operations Director – The Glenmorangie Whisky Company

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