Identify and sustain > $35M of benefits by tackling ‘bad’ complexity​

Food client had expanded through acquisition but not been able to address complexity. As their head of R&D said, ‘I have all the tools and data, but no insight or action.’ ​

  • GM was 5ppt below best in class

  • Difficulty valuing impact of proliferation

  • Actual unit costs 5-8% more than standard costs

  • $20m packaging savings (5% of spend)

  • $15M raw material savings (3%)

  • Basis for designing cross brand ‘chassis’ to sustain and extend changes

  • Scenario modeller to enable business to self serve and test opportunities

Improve how you price your products and service to create a revenue uplift of 3+%​

Distribution business with 500,000 SKUs with complex discount structures. Increasing competition from OEMs direct and eCommerce meant pricing had to be more agile and fact based​

  • Significant leakage from gut feel pricing decisions

  • Multiple Information systems with poor inconsistent data

  • Pressure to implement from impatient PE owner

  • Initial diagnostic highlighted oppurtunities including quick wins of >3% revenue uptick

  • Support in implementing generated 4% revenue increase

  • Segmentation by customer/SKU combination enabled lower risk dynamic price changes

Create and operate a new digital complexity tool that connects the financial and transactional data

Our client was thinking about embarking on a pricing project, but hadn’t segmented customer/products to refine pricing strategy. The opportunity lay not in pricing but in truly understanding profitability and drivers of waste

  • Indirect costs lost (and growing) as business focused on absorption costs

  • Actual unit costs diverging from standard costs by 9%

  • Difficulty in drilling down into the BOM to unlock the true drivers of portfolio complexity and inefficiency

  • Better segment customers and products into different service strategies

  • Drill down into the supply chain to identify and quantify ‘bad’ complexity that should be managed to eradication

  • Understand the drivers of direct ‘waste’ costs in operations

A rapid response & insight capability to actively manage performance gaps between forecast/plan & actual

Despite investing heavily in finance planning & supply chain tools such as TM1 & Kinaxis, there was a significant disconnect between the financial budget and operational reality:

  • Lack of visibility of the true financial impact of decisions available to Sales & Operations

  • Lack of forward-looking clarity of impact from changes

  • Poor ability to take proactive action (too late or too general)

  • Identifying the root cause of specific misalignment between financial & operational plans

  • Detailed understanding of forecast/budget gaps vs actuals – where & what

  • Rapid calibration of the financial impact from operational disruptions

  • Have forward looking views of performance blockages with our driver based variance analysis engine

  • Create a prioritized list of actions required by sales, finance, operations and procurement to better mitigate budget gaps and

  • Identify, log and derive strategy how to mitigate root cause challenges in the future

  • Align effort, become more effective in integrated business planning

Use competitive context to improve strategic decision-making and implementation

Our client lacked a detailed, systemic view into company competitive performance and shareholder’s expectations. Without a reliable ‘outside-in’ lens it lacked proper context to evaluate strategic choices, make strategic decisions, focus implementation and measure longer term performance consistently enterprise-wide.

  • Forging a more aligned ‘executive voice’ to provide clear strategic direction, priorities and to drive implementation

  • Lack of clarity for what effort and accountability was required for strategic success

  • No common and reliable fact base and core assumptions for scenario planning and progress measurement

  • Created executive alignment around facts, assumptions and context

  • Provided guidance and direction for the development of implementation scenarios

  • Embedded strategic direction and accountability into actions to deliver the strategic ambition

Effectively use AI/ML techniques to explore fundamentally complex problems

Clients are keen to better understand what might happen based on experience; large amounts of data has been captured over the years but not used to improve how the business solves core problems

  • Lack of awareness among clients of the art of the possible (and limitations) of advanced analytics techniques

  • Poor quality and unstructured data, often dumped into a repository

  • Inability to optimise or forecast better than tossing a coin

  • Supply forecasting. Improved significantly predictions on production yield and harvesting within 2 growing cycles, compared to decades of grower ‘experience’

  • Predictive maintenance. Increased critical asset availability by 5% and reduced labour hours and total costs by 18%-24%

  • Credit risk model. 85% accuracy and > 95% recall

  • Customer churn. Reduction of bad churn by 17-21%

Value Through Data

AlignAlytics is an integrated business and data consultancy harnessing analytics for better decision-making

Making better, faster decisions is how
data creates value

Insights + Judgments = Maximum Impact

HOW WE HELP YOU?

A clear business led approach

Where digital technologies, data and analytics are tightly aligned with what the business needs and how it functions.

This is what we do. And have been doing for over 20 years.

OUR STORY

We deliver insights

We do this fast, efficiently, with a light touch and as a ‘leave-behind’ capability.

We engage in four impact areas

Analytics driven decisions that drive enterprise value

Strategic

Enhanced, agile implementation through peer-guided pathways, assumption-based early warning & operational course-corrections

Operations

Value chain improvements, ranging from margin expansion to complexity reduction, root cause and IoT

Commercial

Top line growth acceleration from pricing uplift, sales effectiveness improvement and portfolio optimization

Governance

Reduced risk through greater organizational alignment and enterprise transparency