Each of PeersGroup’s areas of expertise
is designed to support you through transformation
Integrating two businesses
Following a competitor buy-out, we assisted our client in integrating both businesses. This integration process involved the national key account teams, the two field sales forces on a national scale, and the sales administration team. Over and above the purely organizational and operational aspects of this project, the challenge here lay in lending the teams a sense of purpose following this integration, and in ensuring that teams that were previously competitors were able to work together.
After auditing both businesses, we identified three core profiles for national accounts:
- Accounts where both entities had previously been in competition,
- Accounts concerned by neither business,
- Accounts only concerned by one of the businesses.
- We mapped out the sales forces for each of the two businesses and came up with three centralized organizational options, with a risk/opportunity assessment for each.
- With respect to sales force aspects, we subdivided the sectors to be covered, and redefined the managers’ roles and responsibilities.
Recommendations applied by the client
Support with rolling out the new organizational structure over a ten-month period
Organizing an annual trade seminar
Selecting profiles for key roles
Pinpointing sales pipelines
Sector: Digital display start-up
The start-up in question offers an innovative centralized video feed management system via which clients display on-screen content in their physical stores. In addition to managing feeds, the company offers an AI-based solution designed to display on-screen advertising content in line with the target audience.
We helped our client pinpoint their sales pipelines and put a team to work to study the market and position the offer ahead of time, before boosting sales via prospecting (email, outgoing calls) and closing client deals.
Over this six-month project:
- 90,000 emails were sent
- 354 qualified appointments took place
- 30 contracts were signed, with another 60 under-way
- Sales = €83k with monthly recurrence
Large and medium supermarket drive-through add-on
Our client was seeking to boost sales in its large supermarkets, and as a result, we proposed an additional add-on to consolidate its field sales force and generate sales for its drive-throughs. This is a key area of interest in terms of development, as sales in large-scale supermarkets are dropping, while sales for drive-throughs show +6% growth.
We set up an inside sales team tasked with checking online availability and solid product reference listing for our industrial client, while verifying any potential discrepancies with the reference list and taking action over the phone to make any necessary changes. Our on-site sales team was based in our PeersGroup offices in Turkey.
Over six months of rolling out this calibrated add-on:
- Around 400 drive-throughs were managed
- For independent brands = +2.9 product references sustainably integrated per drive
- For centralized brands = +1.4 product references sustainably integrated per drive
- Overall, +776 sustainable product references gained
Outsourcing customer service
Sector: Pharmaceuticals industry
Upon launching a major groundbreaking medical device, our client was seeking assistance in outsourcing its customer service to its long-standing logistics provider. The product had already been put to market when we arrived, and the outsourcing process was rolled out as part of a wider structural break.
Our support was provided by an expert sales administration/logistics consultant who worked to ensure the customer service department was set up at the service provider as fluidly as possible, without hindering the business. Over the course of ten months, we helped the client structure and organize the customer service department outsourced to the service provider. In order to overcome the challenges posed by the change, we set up a notification system covering estimated delivery time-frames for clients in order to reduce the number of incoming calls, and we locked down sales forecasts for increased visibility of need/demand across France in terms of product volumes.
- Incoming calls decreased by 17% in six months
- Service rate improved by ten points thanks to reliable estimated time-frames
- The SQ (Service Quality) rate increased from 66% to 88% in ten months
- Production resources at the logistics provider adapted to align with supply
A world-leading French equipment provider with high staff turnover at its American factory contacted SupplyPeers for help with supporting its Supply Chain team and scheduling production in order to stabilize its operations.
The factory manufactures exhaust lines for leading American brands, and was facing assembly line interruptions primarily due to:
Insufficient forecasting and planning (sales and operations planning/production plan),
Deficient stock management,
Inefficient use of the standards and tools in place.
These dysfunctional aspects generated significant additional costs with respect to express deliveries and overtime.
The aim here was to assess and resolve existing problems in terms of sales and operations planning/production plans, as well as supply plans and stock management.
The scale of this project encompassed suppliers in the US, Mexico, Canada and China.
SupplyPeers primarily worked with the Material Planning team to achieve the following:
- Auditing the department and associated operational responsibilities,
Mapping out internal and external logistics flows to simplify them in turn,
- Overhauling the visual management systems in place and training teams to use them,
- Setting up a daily inventory audit system designed to target and correct major discrepancies,
- In-depth auditing of MRP parameters (security stocks, lead times, nomenclature, batch sizes, etc.) to adjust material requirement planning,
- Developing tools and tasks to facilitate data analysis and reporting,
- Involving suppliers in the sales and operations planning/production plan process to identity potential risks ahead of time and take preventive action where needed.
- Express delivery costs divided by five
- 40% increase in inventory accuracy
- 30% decrease in stock value
- Improved forward planning and emergencies systematically reported back to Management
- No assembly line interruption impacting on clients’ factories
Revolutionizing vehicle distribution and preparation models
The client is the new vehicle marketing and distribution subsidiary for the world’s leading car manufacturer, and was seeking to overhaul its distribution logistics from the factory gate to the client’s home. Tasked with distributing over 200,000 new vehicles per year across its French network, the client hoped to cut back on distribution times while increasing quality and traceability.
The BuyingPeers procurement subsidiary and SupplyPeers supply chain subsidiary spent nine months working with the client to conduct a comprehensive diagnosis of their logistics and purchasing priorities and challenges, thereby allowing them to piece together a precise portrait of all expenditure and to develop the logistics flows currently in place. With this in mind, we ran workshops with our client’s logistics teams and the manufacturer’s European logistics teams to redefine the vehicle distribution and preparation supply chain model. This model was underpinned by a client demand-driven logistics flow, based on a complete overhaul in the way in which the vehicles are supplied by the manufacturer. It was then rolled out across all French subcontractors and service providers in two waves, first in the Ile-de-France area and then across all other regions in France. Based on the success of this model, both in terms of logistics performance and quality, our client then asked us to assist them in rolling the model out across its Spanish subsidiary.
- Developing a new logistics flow and cost model;
- Identifying the old model’s QCD (quality, cost, delivery) performance;
- Overhauling the vehicle distribution and preparation model based on an inflow/outflow structure and a just-in-time model;
- Renegotiating technical, financial and contractual conditions with existing service providers;
- Handling issues surrounding economic dependence and supervising the collaborative process;
- Managing calls for tenders in the Ile-de-France area;
- Assisting with rolling the model out in Spain.
Controlled industrial transfer
Our client, a business unit within a large industrial group in the railway sector, was seeking to implement changes among its suppliers, and consequently decided to transfer 150 axle box references over to new suppliers. These boxes are cast parts that are then machined. The project in question concerned four key suppliers of raw cast parts.
The goal was to oversee the industrial transferring of these 150 references (40 of which were priority references), while complying with the client’s quality standards and delivery times.
QualityPeers handled this project by setting up a multi-step plan and schedule:
- Recovering the current suppliers’ foundry tooling upon them exiting the list of suppliers;
- Defining transfer priorities based on client input data (forecasts, use, etc.) and foundry supplier mapping;
- Visiting prospective new suppliers to assess their technical capacities and introduce them to the transfer project;
- Conducting a technical evaluation of the references to be transferred, sourcing and selecting new suppliers;
- Overseeing the transfer and the reindustrialization process up to FAI in line with the client’s quality process.
- 85% of supplier tooling at exit stage was recovered;
- 70% of this tooling was reused in the context of the transfer;
- 30% cost savings on the budget allocated to the transfer;
- 75% of transfers completed, approved and in line with the desired quality and turnaround objectives;
Improving quality control upon receipt
Our client is a luxury leather goods company that was seeking to bolster quality control processes for the products it purchases as part of its industrial development plans.
The client wanted to draw on best practices in use in other sectors, adapting them and implementing them to align with its own specific context.
QualityPeers ran three workshops to kickstart the project. These workshops served as opportunities to brainstorm and pool ideas on the organizational aspects, processes, methods, tools and skills needed to conduct quality control of products upon receipt and manage supplier quality levels.
Following this workshop, we intervened in defining and writing up a methodological Incoming Quality guide for each specific category of material.
In January 2020, QualityPeers started overseeing pilot projects for implementing this methodological guide.
- Defining and writing up all reference framework documents;
- Launching and overseeing pilot projects for rolling out the methodological guide;
- Laying down the groundwork for integrating quality control rules and processes in SAP.
Reworking datacenter supply chain and sourcing models
Our client is a world-leading French online targeted ads company that was looking for support in reworking its datacenter supply chain and sourcing model. In light of its rapid growth, VP Infrastructure wanted to refresh its approach and revolutionize its supply chain and purchasing methods in order to facilitate development for its nine datacenters, and to set up new establishments, requiring CAPEX investment (FIR – Full Integrated Rack) of over $100m per year (in excess of 20,000 servers purchased annually).
Because our client had experienced rapid growth since it was founded in 2005, and had drawn on a network of long-term partnerships with integrators, it was struggling to ensure its suppliers could meet its needs within the necessary time-frames. This project was also an opportunity to tweak its approach to technical, sales and contractual relationships with manufacturers of servers, network equipment and various other materials.
The BuyingPeers procurement subsidiary worked with the infrastructure and purchasing teams for over six months. We produced a diagnosis and comprehensive and detailed modelling for their operational, financial and contractual models, which we then used to profile its current performance levels and identify areas for improvement and optimization. Following a four-step working process combining external benchmarking against seven companies with similar challenges and goals, supplier productivity workshops that included integrators and manufacturers, and internal workshops, we drew up a list of 180 ideas broken down into eight categories.
We then qualified and selected 22 action points, which we translated into in-depth business case studies that allowed us to establish an action plan, generating millions of dollars worth of optimization.
- Reworking the operational, financial and contractual models;
- Overhauling make-or-buy policies based on new ways of collaborating with integrators (reincorporating procurement activities, developing a technical specification requirement unit within the infrastructure teams);
- Defining and rolling out an SRM program that included strategic partnerships with server manufacturers in particular;
- Identifying a planning and scheduling model (process, tools & working method) designed to share project roadmaps ahead of time (one-year visibility) with external partners;
- Assisting with rolling the model out and co-managing the action plan.
Establishing a group’s IT infrastructure (Green Field)
The client is a major French pharmaceuticals group with international presence. The group’s IT department wanted to entirely overhaul its IT infrastructure, bringing it up-to-date across its worldwide sites, with high expectations and ambitions: this project was their first step towards achieving ATAWAD (Any Time Any Where Any Device). This ambitious project came with set turnaround times (the infrastructure needed to be ready for when the group’s largest R&D site was inaugurated) and innovative infrastructure ambitions, with a focus on user experience made an absolute priority, and this for all the group’s users.
The BuyingPeers (procurement) and LegalPeers (legal) subsidiaries worked with the client’s IT, procurement and legal departments over nine months. We put our procurement and legal expertise to work in developing a call for tender strategy (two phases: Datacenter & Cloud + Smart Portal; LAN, Wi-Fi and Communication), in consultancy and negotiation matters (financial and contractual) and in analyzing and auditing existing IT (particularly software) contracts impacted by the project.
For this project, we designed and ran a number of practical workshops, coordinating the many different client-facing teams (IT, Procurement, Legal, external firms mandated by the client for this project) and bidding service providers. We then collated the tender documents and oversaw the tendering process, as well as the contracting stage, during which we supported the Procurement and Legal departments in order to safeguard the client’s interests, via putting in place a Master Agreement, Resell Agreement and Mandate Agreement.
We also audited existing IT contracts (primarily for software) in order to assess the risks linked to setting up the new IT infrastructure and to map out an action plan for relinquishing these contracts, working with the Legal department to do so.
Structuring the tendering strategy and consultation package (specifications, consultation rules and planning, selection grids and tables, grading criteria and weighting);
Tender process handled in two batches with six bidders; competition maintained for as long as possible in order to safeguard the client’s interests; 25% (€24m) savings made on the project once the details were adapted to both need and financial negotiations.
A consultation rolled out in under six months, featuring a letter of intent (LOI) that was signed to provide operational teams with flexibility and to kickstart the project from a technical point of view while continuing to negotiate the terms of the final agreement (agreements put in place: Master Agreement, Resell agreement, Mandate agreement), with the service provider and subcontractors;
80 IT contracts amassed and around sixty assessed in both French and English (depending on criticality), with a summary outline of the risk matrix for the different agreements, and defining scenarios for transferring Cloud licenses for the agreements in question and the associated retirement plan.
Outsourcing Finance fonction of Startup
Our client offers an ultra-simplified B2B SaaS video production service that allows users to create and post content in a matter of seconds. They wanted to carry out a diagnosis for their Finance department and assess the idea of implementing a BI tool.
Direction Financière externalisée
- Création de business plan pour recherche de financements non-dillutif et préparation série A;
- Montage de dossiers de financements bancaires et subventions, gestion de la relation avec les tiers;
- Gestion Order to Cash;
- Reporting mensuels et suivi KPIs à destination du board;
- Structuration de la fonction finance;
- Support à la VDD.
Travaux d’Expertise Comptable
- Tenue et révision comptable;
- Déclarations sociales et fiscales;
- Situations mensuelles.
Financement de l’innovation : dossiers JEI et CIR.
- Externalisation complète de la fonction finance
- Mise en place d’outils dématérialisés et de processus comptables et financiers.
- Accompagnement à la levée de fonds de 10M€ en Série A.
- Obtention du statut Jeune Entreprise innovante et du Crédit Impôt recherche
Business Planning Analyst
Le client déploie SAP à travers l’Europe et subit un spin off de la maison mère. Le projet de mise en œuvre est dirigé par les équipes internes. Pendant cette période, le client souhaite combler deux postes clés au contrôle de gestion pour assurer la continuité de ses activités et garantir la satisfaction de ses clients.
Business Controller – BU Contactologie
- Suivi et planification des ventes de la BU – Re forecast hebdomadaire
- Analyse de marge et maintien de la politique de prix de transfert
- Définition de la structure prix et de la politique commerciale
- Gestion budgétaire de l’ensemble de la BU – Re forecast trimestriel
- Refonte des outils de suivi de la performance dans le cadre de la migration ERP (SAP)
Business Controller – Corporate
- Audit C.O.G.S. puis transition dans le nouvel ERP
- Amélioration des systèmes de reporting
- Identification et correction des écarts entre les reportings internes vs groupes
- Analyse et correction des écarts liés à l’IFRS16
- Suivi de la masse salariale
- Continuité d’activité assurée;
- Process d’amélioration continue;
- Formation des équipes et organisation de la réversibilité post go live;
- Fiabilisation des reportings du contrôle de gestion et contrôle interne;
- Une flexibilité d’intervention pour le client.
Comptabilité, conformité et reporting
Le client est une filiale d’un groupe étranger qui distribue des médicaments. Les équipes comptables nécessitent ponctuellement des ressources afin de les assister dans leurs clôtures mensuelles et statutaires ainsi que sur des projets ponctuels de restructuration (carve out, changement de périmètre) ou de mise en place d’outils.
Soutien aux équipes comptables situées dans un centre de services partagés:
- Clôtures comptables mensuelles en normes IFRS ;
- Déclarations fiscales des Taxes Pharmaceutiques pour la filiale française:
- Préparation d’un fichier de suivi afin de déterminer les “produits constatés d’avance” liés aux contrats de service;
- Conversion Gaap entre P&L IFRS et P&L French (réel et prévisionnel) afin de préparer la renégociation des prix de transfert (achats intra-groupe dans le cadre d’une activité de distribution);
- Effectuer trimestriellement un exercice de « carve out » afin de scinder le bilan et le compte de résultat de deux BU destinées à la vente;
- Établir les états statutaires pour la filiale française.
- Mise à disposition de consultants avec une expertise comptable en normes françaises et IFRS;
- Flexibilité d’intervention;
- Une équipe d’experts, habitués aux problématiques de directions financières, et notamment des filiales françaises de groupes internationaux;
- Amélioration continue de la qualité des travaux.
Securing the legal aspects of an exceptional interior design project
A major player in the world of high-end beauty products and treatments, the Client was planning a complete overhaul of its premises in the heart of Paris, emblematic of its global brand.
Working closely with BuyingPeers and the Client, LegalPeers drew up the documents for the calls for tenders from renowned design agencies, then monitored all the different stages of the tendering process, with a constant concern to protect the client’s legal interests, particularly the intellectual property aspects.
LegalPeers also assisted the Client with drawing up the contract documents and negotiating with the selected agency.
- Guaranteed legality of all the tender documents
- Securing of the process of selecting the design agency in line with the legal issues relevant to the client
- Contract documents drawn up that met the specific needs of this major project and the group’s standards
- Securing of the intellectual property rights, one of the key issues in the project.
- Monitoring and support in the negotiation of the contract for services
Preparation and negotiation of a contract concerning subsea oil facilities
The Client, a leading energy supplier, put out a call for tenders for the design, supply and construction of subsea infrastructure (sealine).
Working closely with the Client and its project management provider, LegalPeers drew up a draft “turnkey” contract covering the engineering, supply, construction and installation services for the sealine. LegalPeers also assisted the Client with negotiating and finalising the contract with the winning bidder.
- Preparation of a “turnkey” contract with the client and its project manager
- Support with the negotiation of the draft contract within a limited timeframe
- Securing of the legal and contractual aspects of the project
PeersGroup is expanding its horizons
To support its clients and develop new expert abilities, PeersGroup is going global.
Our presence around the world spans all five continents, with four international subsidiaries to our name.
20% of the group’s employees work out of our international subsidiaries.
- Country subsidiaries