A global manufacturing company was faced with competitive challenges, causing revenue declines in strategic growth areas. Customers were demanding global visibility into product availability, pricing, positioning, and product information.
A large industrial milling and logistics company experienced significant growth; however, it was not realizing the value expected out of a major systems transition effort. The company built robust mobile sales quoting, pricing and ticketing capabilities for the customer-facing sales and operations.
A multinational agrochemical and agricultural biotech company spun off their performance chemical manufacturing division into a separate company.
The CEO and COO quickly realized that the procurement organization and processes were not properly aligned with the refurbishment and equipment maintenance programs.
A multinational manufacturing and distribution company was rapidly growing through acquisition. Each acquired company followed different processes and procedures, using either outdated, non-integrated systems or no system at all.
An oilfield supply company completed a series of domestic acquisitions as a basis for rapid international expansion in the near future.
The CFO of a natural gas compression equipment manufacturing and services company recognized that the finance and accounting functions were overly complex.
An international supply and distribution company experienced rapid growth through a series of acquisitions.