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A large oil & gas company was seeking ways to optimize its logistics OpEx spend and to improve internal customer satisfaction with service logistics. There were a number of issues plaguing the company, from excessive inventory which lead to poor logistics performance to siloed personnel functionality that lead to being blind to broader improvement opportunities. SSA & Company led a Lean Value Stream to identify strategic improvement opportunities and embedded itself as logistics team members to fully understand the company’s challenges. SSA facilitated the development of the end-to-end upstream and downstream processes defining interface opportunities, while also partnering in the redesign and reorganization of the logistics team required to support and manage the new operating model. SSA’s engagement led to significant improvements that resulted in a $500 million OpEx reduction, a 50% reduction from the start of the engagement.