WELCOME

GMC was approached by a major operator to participate in an exciting supply chain digitalisation project. In collaboration with their IT team and ERP system provider, GMC provided services as business process Subject Matter Expert (SME) and project leader. The key aim of the project was to increase resource utilization and efficiency utilising digital tools enabling warehouse personnel to perform both physical and system transactional activities in real time and on the go.

PROJECT CHALLENGES

• Complex ERP system architecture.
• Limited standardisation and variation in processes globally.
• Varying degrees of user competency.
• Inefficient resource utilisation
• Data input errors and inventory inaccuracy because of fragmented physical and system activities.
• Heavily reliant on manual and paper processes.

RESULTS

• Simplified ERP processes.
• Standardised global ways of working.
• Reduce complexity of system increasing productivity and user competency.
• Full barcode and RFID capability.
• Increased resource utilisation and efficiency by 30%, resulting in annual savings of $3M per annum.
• 15% improvement in inventory accuracy implementing process controls (poke-a-yoke) as part of digital solution and real-time transaction postings.
• Reduce GHG emissions through paperless transactions.
• Achieved 85% global resource usage of digital solution in under a year.
• 70% of core ERP transactions in MM and WH functions can now be performed in the digital solution.

GMC was called upon by a major operator in one of their new developing regions to collaborate on the design and infrastructure requirements of a 75,000m2 Integrated supply base, warehousing, and storage solutions. In cooperation with the local service provider, GMC supported in the development of the internal and external layout design, construction, and commissioning of the supply base and warehousing storage solutions. A key deliverable for this project was to deliver the clients’ vision of a fully sustainable and Net Zero integrated supply base and warehouse operations.

PROJECT CHALLENGES

• Project delivery timeline of 15 months from design, construct, and commissioning of a 75,000m2 supply base, inclusive of a 15,000m2 warehouse with the capacity to accommodate over 5,000 pallet spaces and capable of handling over 35,000 SKU’s.
• Global supply chain constraints impacting procurement and delivery of long lead equipment.

RESULTS

• Developed an integrated supply base, warehousing & storage design concept that enhances safety, material process flows and a fully integrated and efficient end to end supply chain covering warehousing, materials management and logistics operated by a 3PL.
• Project manage delivery of full scope from engineering studies, architectural design, construction, and commissioning, working closely with service provider and stakeholders to deliver a project that is safe, on schedule and within budget.
• Designed and operationalised a fully self-sufficient and Net Zero supply base, warehousing, and storage facility.
• Built a Best-in-class facility for the region supporting full asset lifecycle (Drilling, Production and Operations).

GMC worked closely with a major operator who required our Supply Chain expertise to address the challenges their business faced. Their processes in place to identify, control, reserve, order and replenish materials required for operations and maintenance activities suffered several inefficiencies, mainly emanating from poor process and system controls which hindered the team’s ability to schedule and execute work orders on time. This jeopardised the reliability of the plant which had previously led to unplanned shutdowns and the loss of $2.5-$3m of cash flow per day.

PROJECT CHALLENGES

• Complex Operating processes and systems
• No clear accountability or line of sight on end-to-end processes
• Significant material backlog posing a significant risk in operation and production
• Regional KPI metrics are amongst some of the worst in the business
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RESULTS

• Developed robust processes for value recovery resulting in cost savings of $15m
• Critical Spare Parts Reviews and Inventory Optimisation resulted in the prevention of an unplanned production shutdown saving $2.5m
• Functional Supply Chain Processes rolled out resulting in 75% of procurement backlog cleared and PO automation set for an all-time high for the region.
• Supply Chain Transformation Charter delivered covering over 25 key PSCM processes and over 400 actions.
• Improved KPI metrics to best in class.