Our clients include many of Australia's leading organisations across a range of industries. View some of our feature case studies below.
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Our client, the Chinese division of a global food manufacturer, has over $7bn in global revenue. GRA was engaged to develop their Chinese supply chain strategy by assessing the implications of the business’s growth projections on their current operations. This covered modelling of the business’s five year growth strategy across each of its sales channels, and projecting the impact on domestic manufacturing volumes, import volumes across multiple ports, inbound flows to 3PL distribution centres, and the outbound flows to its customer channels. Sensitivity testing was performed to understand the implications of exceeding or missing the growth estimates. The outcome from the project formed the basis of their supply chain strategy for the following five years, and included the opening and closing of distribution centres, optimisation of transportation routes and modes of transport, stocking strategies, and manufacturing implications.
A large multi-billion dollar retail conglomerate with a strong focus on acquisition engaged GRA to review the physical footprint of its Automotive and Hardware supply chain. The scope was to identify opportunities to lower operating costs. GRA provided a supply chain strategy that prompted the executive team to consolidate specific business supply chains in order to maximise centralisation opportunity, both from a network and process design view. A physical network was recommended identifying operating savings in excess of $15m, and to support the strategy, an operational capability assessment was conducted to leverage and execute the advised strategy.
"I have and would continue to recommend GRA to companies reviewing either their supply chain strategy or day to day operations.”
– Mark Chapman, Supply Chain & IT Director at Pepkor
- 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)