CALL US TODAY FOR A CONSULTATION
+61 (0) 497 131 310
Businesspoint Consulting
SAMPLE OF PREVIOUS ENGAGEMENTS
Businesspoint Consulting has successfully completed many types of engagements including business planning, process redesign and implementation, logistics facility design, strategy, project management, and software selection and implementation
The Company has delivered results for companies across a diverse range of industries including logistics, agriculture, mining, fast moving consumer goods, manufacturing and defence.
​
Our clients have spanned the range from small business/medium-sized business to large corporations. For example we have worked witha SMB such as a medium sized medical stores distribution company and a small 3PL. But we also did the business case and design for the largest glassshoue in Australia,and the process design, building design and operating model for one of the largest distribution complexes in South Africa.
​
We are based in Melbourne but have completed projects across Australia and internationally.
OPERATIONS IMPROVEMENT
Small Medical Distribution Company
SITUATION
A Sydney based client distributed a full range of pharmaceuticals and medical and surgical consumables to customers across Australia. However, the client had a six week backlog of orders and didn't know how to fix this.
APPROACH
The approached used was to review and redesigned the end-to-end processes in order processing including the role of the management team.
RESULTS
Identified and then rapidly implemented changes to the design of the warehouse and the order selection and despatch processes. In six weeks reduced backlog to two weeks and within 10 weeks to the targeted 1 day for priority orders and 7 days for non-priority orders.
COST REDUCTION
Telecommunications Supply Chain
SITUATION
The Melbourne based client was under pressure to reduce the cost it charged for services. They wanted to know how this could be done, the cost of any changes and the level of savings to be made.
APPROACH
Conducted an end-to-end review of all supply chain operations to identify costs and existing service levels. Then identified service improvements and cost reductions that could be achieved through process redesign, software systems, improved analytics, distribution network changes, demand planning and inventory reduction.
RESULTS
Identified 20% reduction in costs over five years and developed a full program of project plans and initiatives to achieve the savings.
The program of changes was approved by board and implemented.
FOLLOW ON CONSULTING PROJECTS
Management of the $16 million program of projects required to deliver the cost reductions.
LOGISTICS FACILITY DESIGN & OPERATIONAL START-UP
South African Supermarket Chain
SITUATION
The client had decided to combine and upgrade its distribution facilities. They wanted a facility designed to service freezer, chill and grocery operations and to be capable of processing much higher volumes than existing facilities.
APPROACH
Quantified the current and future throughput volumes. Developed a DC operating model including processes, staffing, equipment,transport operations and IT systems. Designed the facility to suit volume throughput and operating model.
RESULTS
The distribution centre designed was built and is one of the largest in southern Africa.
FOLLOW ON CONSULTING PROJECTS
-
Act as the logistics project manger for the construction of the facility.
-
Procure all non-fixed warehouse equipment for the facility including racking, loading docks, materials handling equipment and battery charging systems.
-
Lead the facility start up and operations.
JOINT VENTURE
FEASIBILITY STUDY
Small Processing Company
SITUATION
The Melbourne based client wished to become a national supplier to its customers. They had entered into joint venture discussions with a competitor with that did have national operations. The client wanted to know whether to enter into the joint venture.
APPROACH
Assessed the deal elements in terms the client's strategic objective, costs, benefits, required investment, level of returns and the proposed operational and management model.
RESULTS
The client was advised that the joint venture should not proceed due to an imbalance in the relative contributions of the companies, potential returns and the management and operational risk.
ADDITIONAL VALUE ADD
Identified another national operator in the market which could be brought-out and thus achieve the obejective of national distribution at lesser cost and less risk.
.
PROCESS IMPROVEMENT
Mining Company
SITUATION
The client with headquarters in Melbourne had invested millions of dollars implementing a computer system but was not achieving the projected benefits in its operations. They wanted to know why this was the case and what could be done to accelerate benefits realisation..
APPROACH
Conducted detailed review of how system was being deployed and used. Identified system and user issues and then the actions required to overcome these barriers to benefit realisation. Used a cumulative value matrix to determine priorities for implementing solutions.
RESULTS
Clear road map of what need to be accomplished to accelerate benefits from the investment in the ERP system. Plan were adopted..
FOLLOW ON CONSULTING PROJECTS
Re-engaged to develop project initiation plans for the six immediate term projects.
BUSINESS PLAN & IMPLEMENTATION
Agricultural Products Group
SITUATION
The client operated in agricultural markets Australia wide. They wanted to identify a new product/market to enter that was attractive in terms of returns and growth. They wanted to know the method and costs of market entry.
APPROACH
Conducted a market scan for underserviced produc/ market segments. Once a candidate product was identified then prepared a full business plan to enter the market including marketing strategy, production strategy, financials and implementation plans..
RESULTS
Attractive product/market identified that the company successfully entered and in which it is now the dominant player..
FOLLOW ON CONSULTING PROJECT
-
Determine the optimum location And size for a glasshouse.
-
Design and build the largest, most technologically advanced glass house in Australia.
.
BUSINESS PLANNING &
GRANT APPLICATION
Small Export Company
SITUATION
The client was planning on starting up a new processing plant in Queensland. They wanted to obtain a government grant to fund capital acquisition. However, they assessed they did not have the skills necessary to create a business plan, and prepare grant application for the initiative.
APPROACH
Created a business plan for the company and then, identify operating and capital costs for the nw facility, Based on these two deliverables then prepared a government grant application.
RESULTS
Achieved a grant for 50% of the required capital investment.
​
​
SUPPLY CHAIN
COST REDUCTION
ANZ Multinational
SITUATION
The client headquartered in New Zealand had grown via acquisition. They had manufacturing and logistics facilities in Australia and New Zealand. They wanted to know if there we any savings to be made by rationalising facilities and, if so, which facilities should be closed.
APPROACH
Assessed the operating costs and efficiency of each facility and the cost of transport from each facility to manufacturing plants.
RESULTS
Identified that could be rationalised by changing operational focus or by closing them resulting in multi-million dollar cost savings
ADDITIONAL VALUE ADD
Identified additional process improvements in warehousing, distribution and contract re-negotiations that would provide additional cost reductions.
SOFTWARE SELECTION
& IMPLEMENTATION
Mining Company
SITUATION
A client headquartered in Perth. was experiencing a rapid expansion of operations . This meant the existing travel and accommodation processes and systems for the FIFO workforce were inadequate and a new system was required as soon as possible.
APPROACH
Conducted a rapid requirements definition and software selection. Then implementation the new processes and software across five sites and sixteen mining camps.
RESULTS
Phase 1 – one site, three camps implemented in three months. Phase 2 – Roll out to the remaining sites and camps was accomplished in one month
IMPACT ASSESSMENT OF
WATER LICENSING SCHEME
NSW Farm
SITUATION
The New South Wales state government was proposing a new regime of water licencing which would impact water availability for the farm. The client wanted to know how the new water entitlements would impact their growing operations .
APPROACH
Quantified current and future water use. Analysed the impacts of the new scheme on the availability and costs of water and the time frames involved.
RESULTS
Identified that the new water entitlements scheme would not impact existing growing operations.
ADDITIONAL VALUE ADD
Identified their purchase of land to meet their expansion plans would need to be brought forward in order to secure water entitlements before the second stage of the scheme took effect.
​
STRATEGIC SOURCING
Manufacturing Group
SITUATION
The client was headquartered in Melbourne but had manufacturing facilities in Adelaide, Melbourne, Sydney and Brisbane. The client wished to better leverage buying power for materials and components across all group companies with a view to reducing total cost of ownership( TCO)
APPROACH
Conducted standard strategic sourcing project. Identified spend in categories across all business units, existing supply arrangements and costs. Determined current and new supply sources and develop negotiating strategies for each sub-category of supply.
RESULTS
Achieved 12% reduction on $14 million total spend in the category.
ADDITIONAL VALUE ADD
Created strategic sourcing handbook for the client for clients future use.
WORKFORCE MANAGEMENT
TECHNOLOGY ASSESSMENT
Mining Company
SITUATION
The Perth based client needed to improve their fit-for-work processes such as drug and alcohol testing, access control, and personnel and equipment location. They wanted know what technology could be used and the benefits and cost of such a program of work.
APPROACH
High level definition of requirements, identification of appropriate technology and creation of solution concept and high level costings.
RESULTS
Identified solution involving interactive kiosks, active personnel location monitoring using RF and video analytics, and an RF equipment management and location system. Solution concept and project proposal approved by executive management.
CAPABILITY ASSESSMENT
3PL/4PL
SITUATION
The Melbourne based client identified that it needed to enhance its capabilities to meet changing customer requirements, or alternatively exit the market. They wanted to know if the company had the operational capabilities to operate a 4th party logistics business.
APPROACH
Identified the capabilities that a 4PL required and built a capability model of those capabilities. Existing company company capabilities were then mapped to the model to identify gaps. Based on this then created and costed a programme of initiatives to close the gaps.
RESULTS
The project determined that the company had the core capabilities to operate as a 4PL and the resources and ability to close existing capability gaps. The company decided to invest in the plan rather than exit the market.
STRATEGIC SOURCING
Agricultural Group
SITUATION
The Melbourne based Client had multiple business units across Australia all doing their own purchasing. The client wanted to know whether savings could be made by centralising purchasing.
APPROACH
Identify spend in categories across all business units, existing supply arrangements and contracts.
RESULTS
Identified that operational differences and customer requirements restricted savings opportunities from centralised procurement but some savings (half a million dollars from a total of nineteen million dollars) could be achieved. Also identified where purchasing practices used by each of the business units could be improved.
SUPPLY CHAIN DESIGN
Oil & Gas Producer
SITUATION
The Perth based client was opening a new oil and gas field. They had high level program and plans for logistics support but did not have operational level plans and processes. They also wanted to Know whether the high level implementation time line could be met.
APPROACH
Develop detail process maps for all supply, distribution and repair and maintenance activities. Then designed a portfolio of projects to deliver the required facilities, processes and systems.
RESULTS
Client was supplied with required processes maps, facility and system requirements as well as implementation program and timeline.
DISTRIBUTION CHANNEL STRATEGY
FMCG Manufacturer - Thailand
SITUATION
The client was under pressure to increase profitability of in country operations and wanted to know whether costs could be reduced in the distribution network
APPROACH
Reviewed current distribution operations from factory gate to customer.
RESULTS
identified significant cost savings from differentiating channel strategies, redesigning distribution network to match channel strategies, and improving demand management.
ADDITIONAL VALUE ADD
Identified quick and easily achieve cost reductions in warehousing and returns management