Major petrochemical company
Implementation of a new management system
Client situation
- Increased sanctions pressure, transition to new digital tools, rebuilding of the logistics network, and import substitution. This led to the expansion of the departments’ functionality and an increase in staff numbers
Approach
- Diagnosing the procurement process and order planning, and developing MS Excel-based tools for planning automation
- Developing strategies to improve operational efficiency and measures for their implementation
- Developing measures to improve manageability, including mechanisms to prevent unjustified staff growth
- Establishing a joint project office to implement the developed measures and supporting its operation
1
Functionality
Non-core functionality (~20%) was removed from the HUB, resulting in a reduction in labor intensity by 7 FTE
2
Reduced
The number of micro-teams was reduced by 40%, and the number of staff positions by 10% as a result of eliminating the 7th level of hierarchy in the Corporate Center
3
Inefficiencies
Inefficiencies in procurement and order planning processes were eliminated, resulting in a reduction of 20 FTE in HUBs and enterprises
Major oil company
Unification of organizational structures of functional divisions
Client Situation
- The client was in the process of integrating with another large company that had been acquired earlier, which required the unification and creation of a single organizational structure for the combined company across the following functions: HR, protocol, administration, advertising and PR, maintenance, industrial safety, and materials and technical resources
Approach
- Diagnosis of the current state of the organization and management system, including based on interviews and opinion audits
- Comparative analysis of best practices of Russian and overseas companies
- Development of proposals for optimizing the organizational structure, assessment of target staffing levels and economic impact
- Preparation of a plan for implementing the proposed changes
1
Target
Target organizational structures for divisions up to N-3 level were designed with fewer staff and fewer management levels
2
A detailed
A detailed plan for implementing the proposed changes was drawn up
3
The target
The target organizational structures were agreed with the company’s management
Major petrochemical company
Optimization of the export sales system
Client situation
- In order to increase export sales, the holding acquired a raw materials trader whose product shipment scheme was not optimal. As a result, the task was set to develop a target model for export sales and logistics that would minimize personnel costs, standardize the processes for selling various products, and optimize logistics flows
Approach
- Analysis and description of existing sales and logistics processes
- Analysis of the trader’s current organizational structure, distribution of staff between offices and representative offices
- Identification of key problem areas, specifics of interaction with the company’s product divisions
- Development of proposals for a target model of export sales and logistics
1
A new standard
A new standard for export shipments and logistics was formed
2
Recommendations
Recommendations were developed for redistributing sales responsibilities and revising the organizational structure
3
New job
New job descriptions for specialists were developed
Major oil company
Development of target business processes for power system management
Client situation
- As the company’s Exploration and Production division grew, it became necessary to centralize energy system management, create a digital twin of the energy system, and implement a new IT management solution. Before launching a large-scale long-term project, management decided to conduct a pilot development project for three business processes
Approach
- Analysis of a set of parameters characterizing the effectiveness of selected processes
- Development of a model of current business processes in ARIS software, identification of inefficiencies, and formulation of recommendations for changes to current business processes
- Development of target business processes and their coordination with client representatives
1
Comprehensive
Comprehensive documentation on target business processes was compiled, including process standards and implementation diagrams
2
Measures
Measures for implementing target business processes were developed
3
Recommendations
Recommendations for new reporting forms and form templates were developed