In an increasingly competitive global market, businesses are constantly challenged to streamline operations and enhance efficiency while managing costs effectively.
The Challenge
A leading FTSE 100 food ingredient manufacturer needed to implement an Enterprise Resource Planning (ERP) system, establish a new shared service centre in Poland, and transfer functional processes from multiple country offices across Europe, the Middle East, and North Africa.
The project’s scope, which covered numerous international locations and involved numerous third-party vendors and senior stakeholders from various functional teams, increased its complexity. The company approached CEG to embark on a strategic overhaul designed to fortify its operational backbone and position itself for sustainable growth.
How did CEG help?
The programme management team segmented activities and costs according to the approved business case, associating each project milestone with specific cost allocations to establish a baseline for tracking. Every month, the team compared project progress and expenditure against this baseline, identifying areas of concern like potential overspends or delays and enabling timely decisions to optimise outcomes.
Where are they now?
The project adhered to budget constraints by monitoring third-party expenditures. Several project deliverables were completed ahead of schedule, reducing dependency risks and minimising contingency fund use below initial forecasts. Early insights drive proactive decision-making, which lowers third-party costs. The shared service centre’s fit-out finished early, enabling an ahead-of-schedule launch.
