An International Food Service/Distribution industry leader with more than 10,000 employees, more than 40,000 customers, and over 15,000 International/domestic brand and private label names, had made many strategic acquisitions which were operating as independent entities. As a result internal pricing competition between operating units was occurring and had also created customer dissatisfaction and account loss. The company recognized the need for dramatic change and initiated a project to identify current state business processes, cost reduction needs and business improvement opportunities.
A number of challenges faced our team:
Lewis Fowler led a Business Process Management project to identify and define current state processes across various business units. The team completed detailed process mapping, captured critical data elements to include value added and non- value-added process activity identification, and provided analysis for future state recommendations based on the industry best practice Hammer BPM methodology.
Comprehensive analysis by Lewis Fowler’s team provided the following client benefits:
Lewis Fowler led a Business Process Management project to identify and define current and future state processes across various business units, which identified over $20 million dollars of cost savings opportunities.
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