Aerospace has been under constant pressure to develop low cost yet sustainable practices, have a robust and well-developed supply chain, improve the effectiveness of their manufacturing and MRO capability, and to move with agility to manage frequent supply disruptions.

• Skill & talent gaps: skilled employee attraction, retention and skill development, coupled with changing workforce demographics and evolving skill requirements.
• Disruption of supply networks: demand and regulatory disruption of historic supply networks driving cost escalation and reduced availability of raw materials and components.
• Network and lean facility optimization: need to quickly manage supply changes, facility efficiencies and a growth in services.
• Digitization: advanced analytics and initiating a paradigm shift in agile manufacturing, smart maintenance and reliability programs.
• Sustainable growth: demand for increased efficiencies while reducing costs and emissions.

Leverage Proven Solutions

• Operations capability: facility lean optimization, service quality and effectiveness, MRO optimization and cost improvement
• People and organizations: first line leadership coaching, employee training development, organizational (re)design and contractor management
• Lean supply chain: supplier development, network optimization, planning improvement, procurement, warehousing and logistics streamlining
• Capital effectiveness: Capital project planning and optimization for new / refurbishment of hangar construction projects and spares inventory optimization
• Digital: Digitalization and data analytics, reporting and business management systems
• Overhead cost management: SG&A cost optimization

Manage Industry Challenges

The global chemical industry is facing challenging times, balancing the commoditization of produced products with regional growth opportunities with a massive disruption in supplied product sourcing. X/Celerant has the hands-on experience to help make the changes sustainably.

• Sustainability: Demand for increased organic production capacity and yield optimization while reducing unit costs and emissions.
• Disruption of historic supply networks: Cost escalation and availability/ sourcing of raw materials; infrastructure programs for new facilities, energy and raw material feedstocks.
• Cost optimization: declining margins due to the globalization and commoditization of manufactured products.
• Opportunistic growth: Overall moderate growth projections with challenges in specialty chemical markets.
• Deal realization: continued M&A activity with renewed focus for subsequent operational readiness and organizational integration.
• Digitization: Automation and Industry 4.0 technical efforts coupled with retraining and redeployment needs of the workforce.

Leverage Proven Solutions

• Operations improvement: production capacity enhancement, product quality & yield improvement, reliability & maintenance optimization, energy usage/ cost improvement
• Supply chain optimization: sales and operations planning (S&OP) improvement, procurement and supplier development, warehousing and logistics streamlining and customer service
• People and organizations: organizational (re)design, people and leadership development, contractor management
• Capital management: Capital project planning and optimization, construction planning and management, turnaround/ shutdown planning and management, inventory optimization
• Commercial optimization: innovation/ new product development, sales and marketing optimization, M&A operational due diligence
• Overhead cost management: SG&A cost optimization
• Digital: Digitalization and data analytics, reporting and business management systems
• Safety and the environment: HS&E practices, people safety, audits and assessments

Manage Industry Challenges

The global construction industry continues to grow at record pace. The industry is forecasted to have 1.7 trillion annual expenditures with an expected CAGR of 9.6% through 2021. The traditional contract models of T&M are being phased out creating a significant opportunity for those that can execute fixed price contracts in an effective manner.

• Change in delivery model (Increased Risk): end clients are pushing more risk to construction firms, moving away from the traditional T&M approach to a fixed fee approach, often with liquated damages as it relates to cost, schedule, and performance. Construction companies need to re-tool their entire organization, core processes and management systems to succeed with the fixed price model.
• Resource challenges: The shortage of qualified workers is causing construction firms to put resources in stretch roles, causing further issues with project execution The current bi-modal demographic of the talent pool also causes challenges as these two groups work together. Firms need to be wary of the “check the box” mentality as it relates to project control tools given true adoption/understanding of such tools is often lacking. Firms not only need to concentrate on recruitment efforts, but also retention methodologies and internal on the job training to scale up existing resources.
• Project complexity: Projects are getting more complex with many entities involved, all with different responsibilities and different internal goals to achieve. Without proper alignment from Day 1 on project priorities, these internal goals often hinder achieving project cost and schedule targets. A recent survey of construction firms highlighted that only 30% of firms deliver on budget and only 15% of firms deliver on schedule.
• Technology adoption: Plenty of new tools are available to the industry aiming to improve execution – Building Information Modeling (BIM), laser scanning, augmented reality, mobile management, drones, etc. It will be essential for firms to take on a fit-for-purpose approach and ensure the core building blocks of strong integrated planning and scheduling, field variance management, and risk mitigation are part of their DNA before investing in such enhancements.
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Leverage Proven Solutions

• Business unit streamlining: Business Development, estimating, project set-up, execution & project management, Organizational Effectiveness
• Pre-Project construction readiness reviews: contract understanding, organizational readiness & capability, roles and responsibilities, Service Line Agreements for EPC parties, management system – defined engagement meetings and metrics to manage by, planning and scheduling capability review
• In-Flight project optimization: EH&S, materials management, planning and scheduling, labor short interval controls (SIC), Daily / Weekly reporting, RFI management, delay tracking, document control
• Post-Project lessons learned: identified opportunities by department or entity, identified potential solutions by opportunity, key artifact repository
• Claim assistance: impacts to cost and schedule overruns, cause & effect diagrams & summaries, potential $$$ recovery from impacts

Manage Industry Challenges

The manufacturing sector is constantly challenged on several fronts: cost reduction leading to outsourcing & offshoring, ensuring sustainable practices, enhancing lean production efficiencies, managing the globalization of the supply chain, integrating new and agile digitalization methods, and manage supply disruptions. The industry now faces another challenge driven by the recent market downturn: near sourcing/ in-shoring which requires re-establishing local manufacturing capability and scaling up the capacity.

• Disruption of historic supply networks: geopolitical and regulatory disruption of historic supply networks driving cost escalation and reduced availability of raw materials, components and finished goods.
• Manufacturing footprint optimization: supply chain and production footprint optimization to accommodate supply network changes and a growth in near shoring, in-shoring of manufacturing.
• Agile: lean manufacturing processes, tools, skills and training to enable respond quickly to customer needs and market changes, controlling costs and quality.
• Digitization: data connectivity, advanced analytics, including portable network devices initiating a paradigm shift in smart production, quality, inventory, maintenance and reliability programs.
• Skilled labor talent gaps: employee & talent retention, leadership development, coupled with changing workforce demographics and evolving skill requirements.
• Sustainable growth: demand for increased regulations, production efficiencies, reduction of unit costs, meet expectations on health, safety and emissions.

Leverage Proven Solutions

• Operations capability: production capacity enhancement (OEE), process & yield improvement, quality, asset maintenance & reliability optimization.
• People and organizations: first line leadership coaching, employee training development, organizational (re)design and contractor management.
• Lean supply chain: network optimization, sales and operations planning (S&OP) improvement, integrated planning & scheduling, procurement and supplier development, inventory and warehousing streamlining.
• Capital effectiveness: capital project portfolio planning and optimization, construction planning and management.
• Digital: digitalization and data analytics, reporting and business management systems
• Growth: new product development, sales and marketing optimization, M&A operational due diligence
• Cash management: inventory optimization, fixed and variable cost, SG&A optimization
• Safety: field level risk assessment, incident investigation & management, safety audits and assessments

Manage Industry Challenges

• Both natural gas and crude are now global commodities with highly volatile prices: shale oil, which doesn’t quite fit the US refining engine, and shale gas, which exceeds US demand, require exports to be fully monetized. Prices are subject to global supply and demand uncertainty, including economic growth, geopolitics, climate change, and exceptional events (e.g. pandemic).
• Investors, the general public, and regulators have raised industry constraints: demands for returns to shareholders and sustainable operations have made access to capital and human resources harder, raised public scrutiny on operating standards, and increased operating costs and delayed ROIs.
• Shale resource development, the cornerstone of US production, is highly capital intensive: with steep decline rates in the first few years, replacing and growing production makes financial health highly sensitive to prices. Cost optimization, capital efficiency, asset sales, JV financing, hedging, etc. are all mitigating tactics.
• Digital Technology is the game changer for a step change in performance and generation of operating cash flow. more than deploying new tools, it is firstly about extracting value while changing workflows and retraining and redeploying people.
• Skilled worker shortages, aka “The Big Crew Change”, has been underway for several years. talent retention, attraction and skill development are critical. Creating a great working environment is a competitive advantage.
• Deal value realization matters. a rifle shot approach to field development (e.g. contiguous acreage) is a recent addition to typical cost reduction synergies. Critical success factors still are operational readiness and organizational integration.

Leverage Proven Solutions

• LOE: labor productivity, supervision effectiveness, maintenance efficiency, contractor management, operating cost.
• Production: well surveillance, rate maximization, downtime tracking, lease operator training, contractor management.
• M&A: due diligence (sell and buy), synergies realization, organizational redesign, institutionalizing one way of working.
• Digital transformation: value realization, technology deployment, operating standards and workflow, organization redesign, training and development, data analytics and performance management.
• SG&A: organization and management layers, centralization/decentralization, outsourcing decisions, support functions requirements, service level agreements.
• Supply chain: supply strategy, vendor consolidation, spend management, performance contracts and vendor management, field usage and efficiency.
• Field development planning: long term strategy (regulatory, power, water), process streamlining, stakeholder coordination, cycle time reduction for inventory buildup, inventory optimization.
• Field development execution: cycle time reduction, NPT reduction, best composite well, contractor management, supervision effectiveness.

Integrating operational consulting, digital technology and technical / engineering services to deliver immediate and sustainable results.

Solutions are holistic, scalable, customized to needs and rapidly drive value.

A diverse team of business, engineering and operations professionals collaborating with your team to solve complex issues and accelerate results.

• Throughput improvement, OEE
• Agile and lean manufacturing
• Quality and yield
• Operational readiness
• Product development

• Asset maintenance
• Reliability and failure prediction
• Turnaround management
• Portfolio and project management
• Cycle time compression and OTIF

• Network design and optimization
• Sales and operations planning
• Integrated planning and scheduling
• Sourcing eprocurement
• Supplier risk assessment and development