This major manufacturer of commodity chemicals had recently combined the business of two companies into one multibillion-dollar global organization. Company executives needed to rapidly capture value to deliver the synergy targets committed to investors. Maine Pointe was called in to help break down functional silos and barriers and drive value across multiple business units. This was the first step of the client’s Total Value Optimization™ journey.

The newly merged company was a combination of two very different cultures and supporting operating models. Individually, each company’s maturity across procurement, logistics and operations functions was rated at level 2 on the 5-level Total Value Optimization™ (TVO) maturity curves. The merger of the two entities, while immediately accretive from a financial perspective, had reduced the maturity levels of each of the functions to well below level 2. This drop was caused by a lack of cross-functional and cross-business integration and alignment.

Phase 1 – Optimized truck fleet and rail operations

Maine Pointe had previously worked with the acquiring company to drive logistics improvements focused on optimizing truck fleet and rail operations. This resulted in $12M in savings while improving product time-to-market. Our track record for driving measurable results and sustainable change was key to the company’s choice of Maine Pointe as their partner in the next, more challenging, postmerger phase of its transformation journey.

This story is for executives who want to:

1. Transform their operations, procurement and logistics functions to improve competitiveness and enable growth
2. Improve performance and enhance cross-functional alignment in a highly unionized and complex high-tech environment
3. Extract more value from the supplier environment regarding their product portfolio

The results

Our team worked shoulder-to-shoulder with executive leadership and functional managers to drive cultural change and alignment that will be sustained over time. Along with over $112M of benefits realized as part of the transformation to date, the following results were delivered at each stage of the journey:

Phase 1

• Optimized truck fleet and rail operations
• Improved time-to-market
• Reduced logistics costs by 5%
• Saved $12M, with an additional $20M in additional savings identified over the following 12 months

Phase 2

• Aligned leadership and teams behind a common goal
• Delivered $65M in savings across procurement and logistics
• Created long-term supply relationships
• Consolidated multiple vendors and processes
• Established the operating model required to sustain logistics and procurement savings

Phase 3

• Aligned and infused sound practices across procurement, logistics and operations
• Established the foundations for a culture of innovation to drive Total Value Optimization™
• Delivered over $35M in further cost savings across procurement, logistics and operations