$57M a year in supply chain savings after two firms had failed

The vice president of supply chain operations was under executive pressure to make supply chain optimization happen after failed attempts by two other big-name consulting firms. The company needed a firm with global reach that could deploy immediately, identify the improvements and execute the changes.

Supply chain optimization at this scale crosses plants, logistics networks and supplier contracts on several continents, which is why global reach was a selection criterion. Every quarter without the savings was margin conceded in an industry where cost position decides pricing power, so immediacy mattered as much as method.

WGA deployed immediately, identified the remaining improvement opportunities and executed the changes rather than recommending them. The turnaround focused on the optimization work the prior attempts had left unrealized.

The structure was deliberately light: no discovery phase to re-prove what two prior engagements had documented, and no parallel team shadowing the client’s people. WGA worked inside the supply chain organization, converting the unrealized optimization backlog into scheduled, owned changes, and stayed through execution until the savings were visible in the run rate. Progress reviews reported realized savings only, never forecast ones, which kept executive confidence anchored to evidence.

Results as the client recorded them, in its own operating metrics: An additional $57M a year in cost reductions

Delivery on commitment after two failed prior attempts: A continuing advisory relationship