Asset Intensive & Maintenance Repair Overhaul (MRO)

Asset Intensive & Maintenance Repair Overhaul (MRO) supply chains have some commonality with traditional manufacturing and consumer supply chains but present a unique set of challenges

A mature asset intensive / MRO supply chain is likely to be highly integrated and managed with the common goal of assuring availability and reliability at an acceptable cost, whilst delivering enhancements reliably and cost effectively. Many asset owning organisations, however, still have some way to go before achieving this goal and asset supply chains are relatively immature compared to those in FMCG and other manufacturing industries

Typically, asset-intensive and MRO supply chains contain high-cost rotable equipment with long life cycles. The supporting supply chains need to be designed to support asset construction, enhancement and maintenance — not manufactured product sales. Demand originates from a number of channels including operations, project based construction and enhancement, planned and reactive maintenance. There is typically a significant material portfolio often with slow moving, sporadic demand patterns and material obsolescence issues. Assets typically rely on extremely complex and often poorly maintained asset and material data landscape. Facilities are often remote and therefore suffer from exponentially costly last-mile logistics. The cost of failure to supply is often disproportionate to the cost of the material involved given the skilled resources and expensive equipment that is reliant on material availability. Return supply chains are often neglected despite the significant contingency material supply that is generally built into material planning.

The priorities of asset operators are evolving. Effective maintenance planning and delivery, which historically played second fiddle to the more exciting project construction activity, is now recognised as being a key driver of business value. Data, which was historically little understood and even less appreciated, is now recognised as a key enabler of the opportunities presented by analytics and the connected asset. Equipment is even more sophisticated, asset owners are therefore more reliant on partners and therefore collaborative relationships and information sharing across the  supply chain are increasing more important.

To successfully transform an asset-intensive supply chain there needs to be: a deep understanding of assets/parts supply chains, structures and processes; experience and ability to build a business case and identify risks and opportunities; ability to model costs, constraints and volumes in a complex environment for inventory, transport and warehousing; strong communication and change management experience.

The best ways of gaining advantage in an asset-based environment is about being prepared, agile and aligning yourself with partners who can get you where you need to be.

GRA has extensive experience with asset-driven clients in the following sectors:

  • Aerospace, Defence & Shipping
  • Rail, Power Generation & Utility Infrastructure
  • Oil, Gas & Mining
  • Heavy Manufacturing

See who we have worked with in Asset Intensive & Maintenance Repair Overhaul

MRO Resources

Presentation: Fuel Supply Chains: Planning & Execution

Article: As Good as Gold - How to optimise your MRO supply chain with 4 unique considerations

Presentation: Asset-Driven Supply Chain


We engaged GRA on an end-to-end review of our supply chain capability. Their MRO Supply Chain framework and assessment helped us understand what our priorities for improvement are, while their maturity plan provides us with the practical steps to make that happen. Through their professionalism and insight, our team has the confidence to take the next step on our continuous improvement journey.

– Jake Adams, Deputy Program Manager, Northrop Grumman Australia ? Technology Services

Typical results

  • 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)