USA

When Manufacturing Giant AB Volvo (VOLV: $36B sales) – maker of Truck, Aerospace, Bus, Boating, and Construction equipment – wanted to build their own IT BPM function, they turned exclusively to Process Core Group to provide the nuts-and-bolts planning, recruiting, training, mentoring, and process project piloting for North American and European Teams. They also turned to Process Core Group to help them craft research and communication to firm sponsorship in BPM across the company, in Operations teams as well as the IT function.

Volvo Group - Automotive, Marine & Aerospace

We supported half-a-dozen major programs from integration of Volvo Truck/Mack/Renault to optimization of Volvo Bus and Volvo Aerospace supply chain operations as part of the initial training and deployment of their program, creating a platform for success as they rolled out throughout the enterprise.

It was just like PCG predicted it – the demand for process optimisation resources grew faster then we can grow the team — Volvo Global Project Sponsor

Volvo’s team grew from two Swedish employees to a dozen internationally placed experts managing on behalf of Volvo Group international, now poised for branching off from IT into a critical strategic operations team.

Volvo

Automotive | Manufacturing | Sweden | Belgium | France | USA | Build-a-Team | Projects | Training | Volvo | Renault | Mack

The Do-it-Yourself Home Building Retailer (LOW: $43B sales) learned how to do-it-themselves with Process Core Group. After their nascent BPM function stagnated quarter after quarter trying to anchor BPM with steering teams and frameworks but no business results, they turned to Process Core Group alone to help them rebuild their organization and operations with a focus on execution and not just standards, to train key staff in BPM off-the-shelf methodology with open frameworks, and to anchor their credibility with very high-value projects across their company.

Lowe's Never Stop Improving initiative

Their reputation cemented with a successful $170M cost improvement process re-engineering program, the team’s work portfolio expanded steadily from 1 to 2 to 4 and more major programs within their first year of setup, quadrupled staff, and created a highly-disciplined interlocked organization across all business units within Lowe’s.

The approach PCG took to first train us, then have us participate, and finally lead projects made it easy to grow into my new role. — Lowe’s BPS team member

Over 30 Lowe’s BPM professionals are engaged across all business segments within a single operations model for the process organization.

Lowe's

Home Improvement | Retail | Major Appliances | USA | Build-a-Team | Methodologies | Training | Projects | Mentoring

In 2008 SCC was in dire straights. The economic downturn had resulted in low memberships and trainings, the previous management company had depleted all reserves and the organization was in serious debt with its suppliers. When the management company filed for bankruptcy in December 2008 the SCC board asked Process Core Group to step in, assess and take control of the situation.

Our analysis was clear: SCCs cost structures did not match the income it generated; The organization depended solely on manual processes; It lacked any insight in profitability levers or the behavior of its members; SCC lacked a consistent message; and its products needed a refresh and expansion. 

Our first step was to rebuild operations. A self-service portal supported by knowledgable staff re-enabled memberships and also launched the collection of critical member relationship data. In the quarters following we migrated instructor management, training registration and large event registration. Resulting in a single source of customer intelligence by late 2009. In 2009 we established payment plans with SCC suppliers to ensure SCC would continue to receive services from its suppliers. 

In 2009 Process Core Group brought MPD in to revamp all marketing messages. Although well-recognized the SCC logo was confusing and had a 1990s style. The marketing efforts focused on three major elements:

  • Market the organization separate from its key product 
  • Develop consistent and up-to-date marketing collateral
  • Create a new logo for SCC and the SCOR products

The campaign resulted in increased industry name recognition for Supply Chain Council and SCC instead of the “SCOR-council”. The new logo was well-accepted and recognized. The SCC website was search engine optimized, simplified and became the first response in Google search for supply chain in 2010.

In 2009 PCG developed and tested, in collaboration with Clemson University, the SCOR Scholar Certification program. This program allowed undergraduate and masters students in Supply Chain and/or Logistics programs at universities to receive SCOR certification during their studies. The program was adopted by 2012 by universities in the US, Asia, Europe and South Africa.

In 2010 large events continued to decline, resulting in an additional financial burden for SCC. We convinced the SCC board to postpone large events (Supply Chain World Conferences) and implement a weekly webinar program. The webinars enabled SCC practitioners to attend SCC sessions without traveling. SCC was the first in the supply chain industry to implement the webinar program. The sessions were well-attended and highly rated and continued through 2012. 

We finished 2010 with the launch of SCOR 10 which included the supply chain skills research team deliverables and linked the Apics dictionary to SCOR.

After the SCC certification partner ended its services to SCC on short notice in 2011, Process Core Group established a new certification program with Kryterion. The new processes were integrated in the SCC CRM system and added one of the final data elements to the SCC customer knowledge database. The new processes now gave SCC full visibility to financial liabilities of certification vouchers – information that had not been available before.

In 2012 Process Core Group completed its multi-year research on supply chain management practices and launched the next generation product for SCC: M4SC™. M4SC is a platform on which SCC can build a portfolio of future products and services: training, certification, benchmarking, events, awards programs, publications.

M4SC - See also http://orwiki.org/SCM

In 2013 we published SCOR 11 which included restructuring and deepening of cost metrics, classification of best practices, and consolidation of Enable processes. SCOR 11 was available online and open, through the SCOR browser PCG developed for SCC.

Building a sales team was the final step in the recovery process for SCC. Although uncommon for non-profit research and training organizations we recognized the need for a sales process that supports the key customers of SCC: Consultative sales. In 2013 we piloted different organizational models. The North American model gave the best results: A dedicated resource with fixed pay and commissions. A plan was made to roll out consultative sales teams in 2014. In 2014 North American sales resulted in the highest sales and delivery of in-house training in the history of SCC. The steady growth of profitability of SCC cleared the path for the next phase for SCC: In 2014 the SCC board agreed to merge SCC with APICS.

SCOR Supply Chain Council Apics

Supply Chain | Research | Education | NGO | USA (Global HQ) | Rebuild an Organization | Operations | Sales | Marketing | Finance

Construction materials manufacturer CEMEX (CX: $14B sales) is building a supply chain for the future. A cross-functional team recognized the need to agree on a common supply chain strategy and brought in Process Core Group to help develop a supply chain strategy definition program and structure communication to executive management and regional organizations.

Cemex building & infrastructure materials

We orchestrated a series of data collection workshops in the Americas and European regions to assess capabilities and identify local practices not commonly shared which would benefit other locations, resulting in a list of local and regional optimization initiatives. All these regional and global initiatives were prioritized and consolidated into a roadmap with 6 focused tracks.

Our pan-European team won the supply chain strategy award 2019 (www.exchainge.de). Thanks for the inspiration PCG! — S&OP Manager Cemex Germany

Through executive sponsorship the global, regional and local teams are now chartered to implement the new supply chain operating model and metrics, allowing the cross-functional team to direct its focus to governance and managing supply chain strategy under changing market conditions.

Cemex Building and Infrastructure Materials

Building Materials | Manufacturing | Distribution | Mexico | USA | Croatia | France | Germany | Latvia | UK | Supply Chain Strategy | Metrics | End-to-End Process

Energy and chemicals manufacturer Sasol (SSL: $200B sales) is expanding their product portfolio in the Americas region. The first step was the construction of a joint venture in Texas. Sasol hired Process Core Group to help develop the business processes for order promising, tolling manufacturing, shipping, packaging, and freight forwarder integration to support a new business model.

Sasol production > rail > packaging > ocean shipment

We introduced new practices and technologies to Sasol Americas that enabled automation of processes and electronic integration of Sasol and its partners (tollers, packers, freight forwarders, carriers), moving the workload from transacting manually to managing exceptions. This allowed Sasol to substantially grow volumes with less hires.

Without PCG we would still be running our business the way we did 10-15 years ago — Sasol Project Manager

Upon successful transition of the new processes to their respective business owners, Process Core Group was asked to support the next big project – the Sasol Louisiana Chemical Complex expansion.

2016-2020

Chemicals | Manufacturing | Distribution | Rail | Marine | Road | USA | New Business | End-to-End Process | SAP | EDI

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