Situation
The market position of Allied's international client, a large multi-national telecom provider, was under intense competitive pressure as a result of deregulation in the industry. New competitors were deploying next generation technologies and challenging traditional regulatory pricing models. To continue operating in this challenging environment, our client needed to rapidly adapt its business model to an openly competitive supply market.
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Situation: Managed and approachable spend was $2 billion, A comprehensive category spend analysis had not been performed in three years, A third party industry aggregator was used to leverage spend and negotiate contracts, Many leveraged category contracts were renewed annually for as many as 10 years and Most expiring contracts called for price increases in industries where pricing trends were stable or downward.
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Client is one of the largest publicly traded global asset management firms in the world with approximately $717 billion in assets under management. Client provides diversified, global investment management services that include growth and value equities, blend strategies and fixed income services to institutional, high net worth and retail clients worldwide. Read case details
Situation: Fourteen percent of all first time Product Service deliveries failed, Value added services are not communicated to Finance and therefore are not charged to the customer, High customer dissatisfaction, Client tries to be all things to all customer, no standard service offerings, Product / Service Deliveries: 32,382 at £29.86 per move. Read case details
Client was seeking an enterprise wide integrated solution to synchronize the arrival of installers and required equipment/parts to job sites, monitor and respond to client concerns during installation and reduce inventory levels.
Regional management centers competed for installers and inventory, resulting in fragmented visibility and management of corporate assets, multiple ordering of inventory and uncoordinated arrivals of installers and supplies at installation sites. Duplicate orders for engineered to specification equipment and parts resulted in excess inventory, increasing the company’s overall infrastructure requirements and operational costs. Read case details
