Impact Strategy Consulting offers specialist advice to optimise various steps of the value chain from sourcing to distribution to after sales support.  We understand that seamless integration of each step with internal and external interfaces is the key lever to ensure that the whole becomes bigger that the sum of its parts.

Best-In-Class Operating model

The primary energy division of a utility company needed assistance in assessing its operating model to ensure that both the organizational structure and operating model of the division were aligned with corporate strategy. The division had been exposed to some significant changes in its leadership and company strategy which had implications across the division.

The project was executed in the following steps:

Step 1: Assessment of Status-Quo

  • An internal self-assessment survey was conducted for internal employees on 5 dimensions such as value delivery; tools, metrics & systems; strategy & role; organizational design, and people management and compared to benchmarks
  • Interviews (beliefs audits) with the divisions’ exco/senior management were conducted to get their input on each of the five dimensions
  • Customer expectations were determined and analysed through conducting interviews with key internal customers
  • The national government’s expectations on the role of the utility in the country and the implications it had for the division were assessed and analysed

Step 2: World-Class Gap Analysis

  • Key gaps were identified for each divisional function against world class performance
  • Detailed initiatives were described to bridge the gap to achieve world-class and to support the identified key objectives for the division

Step 3: Development of Blueprints and Execution Planning

  • The team prioritized initiatives for implementation by required implementation effort and the inherent benefit of the initiative
  • Detailed blueprints were developed for selected key initiatives and processes
  • A roadmap was developed along with execution plans to guide the execution of the proposed initiatives

The divisions’ benefits flowing from this project were defined and role mandates for each function were assigned, defined world-class performance per function, detailed blueprints for key initiatives (IT landscape, contract management system, skills sourcing, etc.) and an overall integrated ‘best-in-class’ operating model framework.

Supply Chain & Logistics Improvement

A food chain needed assistance in conducting an assessment to understand the current state of its national supply chain. In addition, it needed assistance in developing and implementing a long-term sourcing strategy to achieve the most optimal balance between cost and quality of supply. Regular and reliable supply of high-quality fresh products was critical for their strategy and operations. In the past, the company had little view of their consolidated supply chain which placed a significant business risk on them. The supply chain function was also understaffed with a high number of vacancies.


The initial objective was to assess the state of the company’s’ national supply chain in order to identify pain points and areas of opportunity. The intervention was delivered over 3 phases: As-Is-Assessment, Gap Analysis and Recommendations.

  • The analysis involved focus interviews with key stakeholders, spend analysis (procurement and logistics), review of existing contracts, review of industry best practices and competitors’ supply chain, and resulted in specific opportunities within the supply chain which were quantified in a consolidated business case and then further refined through detailed implementation plans
  • Impact then assisted with implementation of the recommendations through the deployment of interim resources to manage the logistics function


Development of the sourcing strategy also followed a 3-phased approach:

  • The initial activities involved analysis of spend data, and focus interviews with key stakeholders and suppliers to understand existing practices, challenges, strengths, as well as suppliers’ relationship with the company
  • The analysis was complemented by extensive market research on the value chain as well as detailed supplier fact sheets, consumption and production trends and other relevant market dynamics
  • The final recommendations focused on determining the company’s future supplier mix as well as implementation of ‘quick wins’


Implementation of the logistics recommendations resulted in a marked improvement in logistics performance (cost, service, quality).  A clear sourcing strategy was put in place and some of the ‘quick wins’ were implemented and have resulted in substantial cost savings.

Operational Audit

A specialised manufacture of plastic packaging products was experiencing several challenges with one of its divisions where several plants were performing below expectations in terms of realising their desired output, quality levels and cost management targets. The company needed assistance in conducting quick 2-weeks operational audits of several affected plants to uncover the underlying reasons for the drop-in sales and operational performance and propose corrective actions.

The focus of the site assessments was divided into two areas of key concern for the client, namely sales and operations. For each stream, analyses were conducted to understand the key issues to improve production planning processes through better integration between Sales and Operations. As a part of the project the following activities were conducted:

Sales Stream

  • Reviewed sales budget, previous performance, individual performance, sales strategy per site
  • Analysed product development process and product mix
  • Conducted day in the life of (DILO) analysis with key sales personnel

Operations Stream

  • Assessed OEE (Overall Equipment Effectiveness) and delivery QOTIF (Quality, On-Time, In-Full)
  • Audited relevant processes e.g. ‘Attainment to Plan’ and ‘Short Interval Control’ processes
  • Reviewed and analysed the efficiency of the Quality Assurance and control structure
  • Reviewed and audited current manning levels and shift systems
  • Identified any further constraints to business and developed recommendations

The intervention was successful in identifying a few common issues across the plants, such as the lack of a well-structured production planning process, which was addressed through the introduction of regular S&OP (Sales and Operations Planning) meetings. The team also provided individual recommendations for each site, many of which have been implemented with positive results interims of customer service, quality, and plant utilisation.