Case study · Portfolio & NPI
10% faster to market: aligning new-product supply chains for a global food and beverage leader
A global food and beverage company needed its new product pipeline, and the capital behind it, aligned with its supply chain strategy as inflation squeezed margins.
The challenge
New products were moving through three business units with different assumptions about capacity, channels and cost. Leadership wanted operating and capital spend tied to the products most likely to pay back.
Mohannad Gomaa led the program as project lead and supply chain expert, working with finance, marketing, strategy and operations leaders.
What we did
- Formed a cross-functional team across finance, marketing, strategy and operations.
- Analyzed the new-product portfolio, production cost and demand outlook.
- Identified supply chain, process and sourcing cost levers.
- Defined OPEX and capacity requirements for new channels and manufacturing.
- Built business cases with costs, benefits and ROI for each investment.
Impact and results for the client
- Go-to-market time for new products cut by 10%
- OPEX and CAPEX tied to the highest-return initiatives
- Operational readiness across three business units
- A shared decision process across functions
More case studies
Other results.
return on fee from supplier consolidation across five operating companies.
Read the case study →production utilization and $7M working capital from one S&OP plan across 12 plants.
Read the case study →inventory savings and +18% forecast accuracy across eight global sites.
Read the case study →Facing a similar situation?
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