The Mission
A leading agrifood company wanted to speed up a €300M brownfield CAPEX program to expand an existing site and increase output.
- They were facing both strategic and operational challenges to secure successful program execution.
- They were also determined to keep every sub-project on track across key performance areas: organization, cost control, scheduling & safety.
We stepped in to structure and drive a large-scale industrial investment program with ambitious goals:
- Boost overall production capacity by 50% for existing product
- Set up new production line to introduce new products
The challenge? Deliver CAPEX on-schedule, on-cost, and on-safety while aligning 60+ stakeholders and navigating high-stakes risks.
Our Approach in Four Steps
01 | Structure Program
Structure program organisation chart for more than 60 stakeholders:
- Elaborate missing job descriptions to assign clear roles and responsibilities.
- Structure & implement program and project governance.
- Define & implement KPIs to assess Program performance.
- Design and deploy staffing plan processes & tools for optimized resource management.
02 | Implement Cost & Planning Steering Models
- Align cost baselines with technical assumptions and implement precise cost monitoring with maturity level tracking.
250+ cost items (tools, machines, building…) mapped with associated
maturity assessment
- Develop schedule management by: addressing key risks, aligning costs & schedules and optimizing timelines.
2000+ tasks tracked and optimized to reinforce project control though planning
03 | Reinforce the Procurement X Engineering Interface
- Set-up tools to monitor purchase order progress and coordination routine with Procurement and Engineering.
100 + PO tracked and accelerated
- Deploy data visualization consolidating vision at program level, to prioritize and raise alert on late critical purchase order.
04 | Carry Out Design-to-Value
- Identify and prioritize areas for action based on three prioritization criteria:
1. Workpackage size (excluding lines with POs already placed)
2. Planning Constraints (time left before placing PO)
3. Suppliers’ offers-budget gap
- Carry out cross analysis of supplier offers against client needs.
- Perform cross functional workshop with engineering, manufacturing, purchasing teams and business leaders.
- Identify, characterize & implement cost reduction opportunities.
90 + opportunities identified
The Results
We built the foundations for a long-term CAPEX program:
- Structured and implemented a Program Operating Model to monitor CAPEX program.
Involving 60+ stakeholders
- Delivered tangible savings.
21% savings identified on addressed scope
90+ cost reduction opportunities
