Materials & Mining

$7.5M of EBITDA delivered for a North American industrial building products manufacturer

$900M industrial manufacturer servicing the building industry in the United States and Canada
The company was losing market share as lead times had doubled in duration for complex orders resulting in loyal customers procuring items from competitors
Engineering team experiencing high turnover as proprietary design software limited growth and career opportunities
The company needed to protect key customers by reducing lead times for complex orders and eliminate low margin products and accounts
The goal was to develop a strategy that would optimize existing resources and protect key accounts

Analyzed sales data over the last 3 years and developed a customer segmentation model with supporting strategies and service levels
Conducted an operational assessment within marketing, sales, engineering, procurement and manufacturing to identify opportunities
Facilitated workshops with business unit leads and management to agree upon the sales strategy and service levels from each business unit
Established a centralized operational center with operational metrics to align the business on sales and production forecasts
Adjusted the management operating system to enable real time prioritization of customer orders

$7.5M bottom line improvement by implementing a segmented sales strategy that drives engineering, procurement and manufacturing.

15% improvement in engineering outputs by adjusting the delivery model, establishing performance metrics and retaining key talent.

1,800+ customers segmented with specific service levels established and communicated within all business units.