Case Studies

Mexican Bread Packaged Company

In recent years, Mexican grocery retailers have had to adapt to drastic changes in the consumer’s behavior and expectations, the encroachment of new competitors luring away once-loyal supermarket shoppers, technological advances reshaping the retail landscape, and economic uncertainty that threatens to reduce already-thin margins.

One of the largest baking companies in the world in terms of production and sales volume needs to navigate these shifts by developing a competitive and thorough commercial strategy to support thousands of field sales agents, merchandisers and direct-to-store-deliveries (DSD) with best in class business solutions.  CIO Eureka was retained to develop a business and technology strategy.

Our deliverables included a completed Top Management business recommendation focusing on:

  • A SWOT analysis to identify the internal and external factors that are favorable and unfavorable for the task to be implemented within the upcoming fiscal year.
  • A new commercial strategy to understand and optimize the collaborative nature of the Mexican grocery retailers.   Amongst the new proposed paradigms were: Enablement of Sales Team leaders as ‘General Managers’, Distribution Optimization and Collaborative Planning.
  • A multi-layered commercial IT platform was developed with adequate sequencing for all the new capabilities and the need for proper employee adoption at the field and with the grocery retailers.

Global Consumer Packaged Goods

Global Consumer GoodsA Global Consumer Packaged Goods (CPG) Company was facing significant challenges to compete for their retailers’ business based on capabilities, not price. To do that, they wanted their capabilities to be superior to their competitors and complementary to their retailers.  They wanted to build a Global Commercial IT strategy to support shopper understanding, shared scorecarding and unique supply chain capacities.  After thoroughly assessing their current and future business needs and analyzing the existing technology portfolio used to support these needs, we determined the right approach going forward.  We developed and executed an IT plan to raise the level of corporate information visibility, promote dialogue with their retailers about the consumers, work simplification and sales productivity.  Our work included the identification of genuine competitive advantage by unleashing new commercial services, leading systems design, driving market adoption and integrated work processes:

  • Technology plans for 3 out with a total investment of $200MM to consolidate the support, training, hardware and upgrade cost of over 5,000 separate systems into a small bundle of reliable applications for customer teams.
  • Scale allowed a significant support improvement that translated directly into more effective selling.
  • Developed 5 new commercial services that transferred knowledge between the IT community and the commercial organization: 1) financial scorecarding and business planning with Retailers, 2) Shopper Based capability, 3) Information Visibility, 4) Superior Retail Execution and 5) Sales Productivity.
  • Defined the structure, roles and responsibilities for a virtual worldwide organization of +250 IT associates to lead business integration with retail partners in America, Latin America, Europe, Africa and Asia.

US Food & Beverage Company

Over the past few years, the US Food & Beverage market has witnessed a significant increase in the use of IT tools embraced by its players.  Manufacturers are using various forms of technology to increase productivity levels and lower costs in the areas of forecasting, delivery, warehousing and payment.  However this sector continues to be too fragmented with hundreds of distributors supplying direct store deliveries through the entire nation.   We were asked by a leading Food & Beverage Company to develop a unique and distinctive IT program, as part of their new Commercial Strategy.  The scope included Sales, Trade Marketing, Commercial Development, Revenue Management and their national Distributor Network.  We developed and executed a plan that focused on:

  • Delivery of business solutions that met and accelerated the strategic objectives of the commercial organization.
  • Re-designed and implemented a new IT organization model owning the delivery of business solutions.

Importantly, we also championed a different and unique way to approach IT work around 3 core deliverables using our business-relevant IT success criteria:

  1. Transform the business model to gain competitive advantage.
  2. Enable decision making to improve shareholders return.

Lead IT innovation framework to communicate, and clarify business requirements.


Mexican National Commission for the Pension System

 

CONSAR is the Mexican Pension System Commission to regulate and oversight Mexico’s pension system via private financial institutions to manage investment retirement savings. For perspective of its complexity:

“They manage ~ 45 million accounts and for each account, bimonthly status reports should be issued promptly and accurately.   Furthermore, every week employee funds could be transferred and invested yielding substantial profits which need to be recorded and communicated with full visibility to the employee as well as the governing entity.”

 

 

We developed a 3-stage roadmap:

  • Enhanced secured access with improved availability and redundancy.  We implemented an Information Security Management System based on ISO27001 standard with improved systems performance (data, software, hardware, people).
  • Hybrid platform environment facilitating data interconnectivity among multiple sources and service providers (Bank institutions).  We redesigned the entire work process flow between the government and all the private financial institutions thus improving the information quality:  100+ formats with 1000+ daily and weekly indicators which automatically feed over 30 national financial systems.
  • Platform consolidation and state-of-the-art data analytics for 10,000 authorized users.   Ultimately the CONSAR platform was consolidated in a single one using Perl for fast processing of data input, J2EE for overall system programming and user interface, and NoSQL and Oracle databases for storage. A datawarehouse was built, containing more than 2 terabytes of information.
  • Worth mentioning through our IT know-how expertise, we allowed Mexico to benefit with real time pension planning information providing insights to the government as well to the national population.  This has been recognized broadly within the country and also in comparative analyses with other countries pension systems.

Global Consumer Packaged Goods Company

In order to accelerate incremental revenue and market share growth within the Company’s core categories and global retailers, there was a significant opportunity to generate more predictable broad-scale expansion of Shopper-based capabilities.  Before the intervention, this work was being done through different processes, systems, tools, terminology, organizational structures and with varying levels of local market organization capability.  We developed a recommendation and then executed the global plan.  Our business goal was to “operationalize Shopper Based Understanding  in Sales”, such that the Global Sales organization will deliver consistent incremental revenue across the globe, in a holistic, repeatable fashion.    Our work included:

  • Managed 70 associates worldwide that developed Client Management architecture (IT solutions and shared services) for customer selling teams to plan and execute shopper understanding and store redesign projects..
  • Delivered a proprietary capability that integrated POS data, Loyalty and Basket, Household Panel Data from Global Retailers using Shopper Analytics, Planograming and Store/Shelf Virtualization.
  • Combined shopper data with state-of-the-art virtualization at the Company’s Innovation facilities that cut product development time by 30%.
  • Increased product launch effectiveness 20% behind rapid iteration via Virtual Store testing.
  • Established Virtual Shopper Research capability at their innovation facilities.

US Media Agency

A vertically integrated full service media agency was planning double digit top line growth for 5 years.  The firm provides creative services, direct response, media management, data management, data analysis, and strategic marketing to Fortune 500 health care organizations. Reviews and discussions with C-Suite executives, department heads, key suppliers and customers revealed key business drivers and technology practices that had not been fully leveraged or integrated to meet the company’s 5 year plan.  We developed a roadmap that focused on:

  • Accelerating top line growth by reducing product development cycle times and incorporating a disciplined and standard approach in using technology to deliver these services to their clients.
  • Maximizing ROI on IT investments by developing and implementing appropriate financial and operational metrics to monitor on-going performance and provide a baseline for future technology investments evaluation.
  • Simplifying the technology architecture and re-structuring the IT organization to create stronger alignment with the business.

US Energy Company

A national electric and gas utility company business unit was re-structuring to better compete in a rapidly deregulating industry.  Business processes, customer service culture, and technology environment, including its IT organization, were more focused internally than on competition and customer needs.  In addition, the company was pursuing a number of joint ventures (JVs) to enter and grow new markets.

A strategic plan was developed with input and buy-in from senior executives of the business unit.  This plan laid out a new vision for how:

 

  • Technology would accelerate the development of new products and services for the company’s commercial, industrial and residential customers.
  • Investment in technology would be governed at the business unit level with clear business drivers, priorities, and benchmarks.
  • A re-structured IT organization would be transformed to be more performance based with clear and transparent metrics concerning service levels, budget benchmarks, product delivery cycles, and linkage to business benefits.

Mexican SHCP (Secretaría de Hacienda y Crédito Público)

 

 

We were retained to optimize the entire complex platform with hundreds of systems used to enable the proper operation of the most relevant financial institution in Mexico.

 

Core deliverables include:

  • Integration of federal global payment systems (20,000+ users) MAP and SIAFF (Global Payments Systems) with SICOP.   The new system was designed to execute accounting and budgeting processes for the Federal Government.   It was implemented in 230 Federal Agencies and delivers real-time accounting and budgeting records for more than one million of suppliers and service providers.  This system handles 10,000+ users executing workflow steps, in a production environment of production is 7x24x365.
  • The Help Desk managed 300+ calls in a daily basis.
  • Security was reinforced by using advanced digital keys and several verification steps at all processes.
  • This system was completely redesigned to J2EE technology and integrated with MAP and SIAFF, and several interconnections modules were developed to several ERPs such as Peoplesoft and SAP.

Latin America Retail Value Chain Industry

An independent regional entity focused on the Latin American Retail Value Chain Industry established a regional forum where its executive members could collaborate and work together about key Efficient Consumer Response (ECR) concepts.  The ultimate goals were to collaborate on open capabilities that require broader adoption such as EDI or barcoding among others.  We took an industry leading role consolidating a cross-country trading partner environment based on open standards yielding producing profitable volume growth for the entire industry.  The stakeholders mandate was to become the “integration glue” that brought all pieces together; understood the business drivers, translated those into cohesive IT plans and finally, helped lead the adoption of new, better and affordable business processes.   Key deliverables were:

 

  • Coordinated information/action plans throughout the 15 Latin American national networks.
  • Identified the appropriate level of local involvement and seek the right leadership level participation driving worldwide standards such as:
    • Changed the industry focus to shoppers.
    • Created an obsession to eliminate OOS’s AND reduce total system inventories.
    • Led the development & application of technology to improve collaboration.

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