Bigger and Better: Streamlining a Complex Post-Merger Supply Chain Bigger and Better: Streamlining a Complex Post-Merger Supply Chain

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of patients are aware of clinical trial options3

1/4

investigative sites will under-enroll2

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investigative sites will fail to enroll a single patient2

Bigger and Better: Streamlining a Complex Post-Merger Supply Chain

The challenge

After four mergers in three years, our once small and nimble snack brands customer had inherited multiple manufacturing and warehousing partners, each with their own systems and processes for communication, production, and billing. While customers expected ordering procedures and qualifications to remain the same, the pre-merger mode of adapting to each partner was draining time and money and burdening staff with manual, low-value tasks. Being under a new parent company's wing brought its own challenges, since leadership wasn't used to operating in a start-up environment without streamlined processes supported by the latest technology. As a result, they struggled to see the efficiency barriers our customer faced. The company needed to eliminate wasteful processes and step up its technological capabilities to unlock its full potential. Point B served as a trusted partner, helping leaders prioritize and optimize key supply chain initiatives.

OPPORTUNITIES

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8,000

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1 milion

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4,500

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4,500

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4,500

Our team worked to identify the high-impact projects needed to optimize the company’s supply chain and operating processes. As we got started, we discovered that in addition to being inefficient, manual entry was also resulting in inaccurate data, unreliable inventory values, and customer shortages. In addition, we recognized write-downs and discounts of obsolete inventory due to over-production.

The opportunity

Project outcomes

CASE STUDIES

Our approach

BACK TO CASE STUDIES

Building a strong foundation Our customer needed to do some supply chain groundwork before its operations could fall into lockstep with its parent company. Our team bridged the gap, building the foundation for operational efficiency. Since we had partnered to ensure the success of the merger integration, we transitioned from integration to post-merger activities with the benefit of our customer’s full trust and candor and an increased ability to anticipate next steps. Streamlining process and building efficient systems We worked at the intersection of food industry expertise and supply chain best practices, mapping the current state from order-to-cash and building an achievable ideal future state. We started implementing improvements from the outset, eliminating more than half of the order-and-transfer process and streamlining additional components to require fewer steps. We also helped set up a much-needed standardized electronic data interchange (EDI) across the partner network to support invoicing and purchase orders. For inventory controls, we instituted a universal lot code format and multiple reports for new visibility into inventory levels. Connecting the partner ecosystem Our customer also needed support to rein in its many co-manufacturers. We executed a request for proposal to gain supply chain efficiency across existing, longtime manufacturing partners with the ability to fulfill multiple product needs across our customer’s portfolio – realizing a simplified, cost-effective solution.

GHG Emissions Tool: Notable Features

Trained PE Firm on Use of Tool Guided client on how to use GHG tool and deploy with portfolio companies for maximum engagement.

Created Customized Tool to Calculate “Investor” Scope 3 Emissions Developed a bespoke, Excel-based tool to seamlessly calculate category 15 Scope 3 emissions based on portfolio company input.

Uncovered Material GHG Categories for Portfolio Companies SEngaged PE firm and its portfolio companies to determine what categories of GHG data needed to be integrated into the custom tool. • Scope 1: Energy use, company-owned fleet • Scope 2: Electricity use, imported heat & steam • Scope 3: Purchased goods & services, capital goods, business travel, waste

Scoping & Kickoff Created a centralized scoping document outlining approach, raw data inputs and calculations, and the overall structure of the workbook before creating the tool.

Identified Relevant Data Points Identified what GHG data needed to be gathered to calculate Scopes 1-2 emissions and what Scope 3 categories were relevant. Material Scope 3 categories included business travel, waste from operations, purchased goods and services, and capital goods.

Conducted GHG Inventory & Recommended Improvements Gathered data and calculated an initial GHG inventory for the PE firm. Provided recommendations on how to improve data and reduce emissions, which included assessing emissions from portfolio companies (Scope 3, category 15).

PE Firm (Client)

Portfolio Companies

Accommodates All Tiers of Data Quality

Calculates emissions using any tier of data quality, from site-specific, primary data (from a particular supplier or facility) to spend-based data.

Walks User Through Entire Data File

Easy-to-follow checklist helps portfolio companies identify which GHG data to gather and where to enter information.

Automated Charts & GHG Emissions Reporting

Automatically compiles charts that break down emissions by scope, category, and top 10 energy-intensive facilities.

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Through objective and thoughtful analysis, we helped our customer realize millions of dollars in savings while integrating operations with its new parent company. Working together, we unlocked new levels of efficiency by: • Eliminating unnecessary manual data entry • Identifying millions in savings across freight, product waste, operating expenses, and resource hours • Cutting steps, creating an order foundation, and increasing inventory visibility for automated fulfillment and faster invoicing • Identifying obsolete post-merger inventory for additional savings • Establishing an accountability infrastructure for co- manufacturers and warehouses

Today, with efficiency barriers addressed, our customer is performing more profitably.

5 of 5

Providing the necessary infrastructure for accountability within our customer’s co-manufacturers and warehouses.

4 of 5

Identifying obsolete, post-merger inventory that could save the company even more money.

3 of 5

Cutting fulfillment steps, establishing an order foundation, and adding visibility to inventory for automated fulfillment and quicker invoicing.

2 of 5

Identifying potential savings of millions in freight, product waste, operating expenses, and resource hours.

1 of 5

Eliminating unnecessary manual data entry.

Working together, we unlocked new levels of efficiency by:

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