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A railcar manufacturing, leasing, and maintenance services company had recently spun off from a domestic producer of rolled steel and related products.
As part of the carve-out, the management team of the newly independent organization wanted to improve supply chain operations, specifically the movement of materials and finished products in its North American network. It also wanted to innovate and grow its services.
The company needed expertise and guidance to successfully identify, scope, coordinate and take action on these initiatives, so it hired the experts at Larx Advisors to help.
The first thing Larx did was establish a Project Management Office (PMO) to scope and coordinate the multiple initiatives that spanned across company departments. It began assessing the current state of supply chain operations and identifying gaps in performance that were impacting the overall customer experience.
The Larx team assessed and ranked opportunities based on factors such as revenue growth, cost reduction, product enhancement and strategic potential. Larx also leveraged a stage-gate methodology to identify four key process improvement areas:
To enable management to take action, Larx established workstreams for addressing long-term performance improvement opportunities and quantified recommendations for each of the identified areas.
Partnering with Larx helped the newly independent railcar company proactively identify, prioritize and act on opportunities to expand its services, cut costs and grow its revenue.
A new formalized business development process empowered leadership to effectively manage opportunities to expand and innovate on existing services and launch new ones. Larx facilitated the go-to-market strategy around a new connected railcar service and delivered actionable ideas to drive supply chain efficiency.
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