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