Our clients include many of Australia's leading organisations across a range of industries. View some of our feature case studies below.
Use the categories filter to the right to refine this list.
Our client is Australia’s leading rail freight operator and a top 50 ASX company. Over the previous five years the company had embarked on a large scale transformation journey from a government owned enterprise to an ASX listed company. As the opportunities for savings through restructuring had largely been captured, the company was looking for further savings opportunities, including looking to Procurement to find ways to significantly reduce external spend. GRA was engaged to design and lead a company-wide Procurement Transformation program. Our approach was to be highly collaborative in order to engage a recently restructured Procurement department and re-establish stakeholder relationships with the business. Initiatives delivered include identified total procurement savings opportunity of $120m with implemented initiatives delivering $75m in the first 12 months.
A multi-billion dollar investment holdings company had acquired several large Australian retailers with a network of more than 300 stores across the country. GRA was engaged to review the discrete supply chains of each brand and design a Group-wide supply chain strategy to minimise costs and enable growth through to 2020. Our client sought assistance to create a business case for the board to optimise the supply chain footprint, network and import methods. They also wanted to commit to a scalable, shared supply chain strategy moving forward.
GRA developed a strategy providing opportunities to reduce costs, improve service levels to stores and drive greater utilisation of company-owned assets. We also delivered a strategy to establish common infrastructure and enable future acquisitions to be integrated into a common supply chain. GRA identified around $14m in cost reduction in the first 5 years at a net present value of $6m after taking into consideration the required investment.
Our publicly listed client operates a national wholesale and retail distribution network with warehouses in each state. GRA was commissioned to explore opportunities to rationalise their distribution network and improve working capital without compromising the customer experience. We defined the current network structure, flows and costs and the potential network scenarios that needed to be assessed. Recommendations were made for optimised distribution networks and transportation routing, inventory holdings and flow, and property footprint. Immediate opportunities included an annual distribution network savings of $7.9 million (7% of operational costs) whilst meeting current customer delivery time performance; and transportation network annual kilometre reduction from 48 billion to 42 billion kilometres (11.5%) providing both an economic and environmental benefit.
Our client is an after-market and OEM four-wheel drive equipment manufacturer in Australia and Asia distributing into global markets. They faced many supply chain challenges, including sales split between Australia and the rest of the world, customer service and 'closeness to supply' expectations not being met, and planning and operations management processes not fully integrated and aligned. GRA undertook a strategic review of our client's supply chain and delivered a clear roadmap of organisational capability improvements to provide immediate improvements, opportunities to optimise inventory and quantified current and proposed models that clearly illustrate the cost and structural benefits of an alternate supply chain strategy and design.
Our client, an international manufacturer and distributor of pharmaceutical and medical products, supplies the Australian and New Zealand markets with approximately 700 products sourced from their factories in Europe and the USA. In order to support their growth plans, the client engaged GRA to review their current warehouse operations in order to understand whether they were capable of supporting their business for the next 3 years and beyond. Solutions were proposed to improve operational workflows and productivity (reducing labour costs by 17.5%), handle products more effectively and extend the life of the current facility to the medium-term.
Our client commissioned the project to design their new Reel Store at Botany, NSW as a result of the construction of a new state-of-the-art manufacturing line and operating software upgrade. A new Reel store design was required to accommodate the significant future increase in production volumes. A key objective of this study was to identify design solutions to minimise known hazards and risks while simultaneously ensuring maximum utilisation capacity, improved process and productivity. Our assessment identified optimum layout focussing on operating processes, travel distances, and safety. Loading zone and internal driveway locations were identified to minimise impact on capacity and reduce hazards while maintaining council and regulatory compliance.
Our client was looking to reduce and optimise inventory in Retail Stores and Distribution Centres, while improving in-stock position and service levels. GRA was commissioned to implement an advanced inventory planning system as well as re-engineered processes and practices to support the new tool. After the successful implementation the client realised a 6.6% reduction in inventory across the network in 3 weeks, 18% inventory reduction in Distribution Centres and Customer Fulfilment Centres in 3 weeks, 11% reduction in Excess Stock for ranged lines whilst experiencing no negative impact on customer service levels or in-stock position.
Our client is a national producer of dairy drinks, food and fruit juice for industry and retail channels. They were facing significant challenges maintaining acceptable service levels to customers with customers threatening to de-range various products if service levels did not improve. Our client sought help to review their demand planning processes and tools with a view to identify improvement opportunities. Quantified savings identified included up to $23M reduction in inventory holdings, service level improvements from 87% to 98% and a reduction of damaged and dated (D&D) products from $32m to $15m.
“Many thanks for the review; it certainly exceeded our expectations, and we look forward to implementing many, if not all, of the recommendations.”
– Glenn Turner, Finance Director, Renault Nissan
- 20-40% inventory investment reduction
- increased service levels ranging up to 99.9%
- 10%-15% reduction in supply chain operating costs
- 5%-20% spend management savings
- the ability to fund business initiatives from operating cash flow (OCF) improvements
- improved return on capital employed (ROCE)
- a minimum 3:1 ROI (10:1 to 30:1 typical)