1. www.pwc.com/operations
Global Operations Consulting
Building Advantaged Operations
July 2016

2. PwC
Building Advantaged Operations
2
April 2016Global Operations Consulting

3. PwC
Operating models are the enabler of competitive advantage
An increasingly dynamic business
environment…
…is driving companies’ operating models
to a tipping point.
Leaders must develop future operating models that go beyond cost cutting and
implement changes that capitalize on these transformative global trends.
Source: PwC, 2014 US CEO Survey, January 2014
Complexity hinders ability to adapt to
business and market changes
Operating footprint and supply chain not
appropriately aligned to future business
Increasing in scale creates duplication of
functions and lack of agility
Business
Strategy
Where and why we’ll
win
Operational
Strategy
How we’ll win
Operations
Executing to win
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April 2016Global Operations Consulting

4. PwC
Strategically-aligned operating models have a capability
system that feature differentiated capabilities
Right
to
Win
What do we need
to do well to deliver
that value proposition?
What are we going
to sell in this
market and to whom?
How are we going to create value for our
customers in this market?
Capabilities-Driven Strategy
Capabilities-Driven
Strategy delivers a coherent
company which strikes a
balance where the right
product and service portfolio
naturally thrives within a
capabilities system
consciously chosen and
implemented to support a
deliberate ‘way to play’
within a defined market
4
April 2016Global Operations Consulting

5. PwC
Mar 2012
Strategy, Customer,
Digital Analytics
Sep 2013
Digital Strategy,
Analytics, Creative and
Technology
We have built the premier Operations consultancy providing a
powerful mix of strategy, solutions, analytics, and sector depth
Aug 2011
Operational Strategy,
Product & Service
Innovation, Supply Chain
Innovation, Customer
Experience
Mar 2014
Strategy, Operations,
Supply Chain,
Jun 2009
Technology Consulting
Dec 2009
Supply Chain
,Strategic Sourcing,
Sustainable Cost
Reduction
Dec 2010
Capital Projects &
Infrastructure
Aug 2011
Supply Chain Strategy,
Performance Analytics
Dec 2011
Supply Chain Management,
Multi-Technology Solution
Sep 2012
Social Media,
Digital Marketing
Nov 2010
Strategy, Operations,
Customer , Analytics,
Technology Consulting
Aug 2011
Supply Chain,
Finance, Human
Capital, Technology
Consulting
5
April 2016Global Operations Consulting

6. PwC
The Strategy& capstone creates a ‘Category of One’
Business Strategy
• Pre-eminent strategic
management consulting firm
• Explicit focus on pragmatic
capability driven transformation
and growth
• Broad operational design capabilities
Operational Excellence
• Leading operations strategy
consulting firm
• Deep expertise in supply chain
design and product innovation
• Planning, sourcing, and logistics
operational expertise
Technology Strategy and
Implementation
• Leading technology strategy and eBusiness design
firm
• Explicit focus on strategic use of technology
(architecture, capabilities)
Digital/Omnichannel
Leadership
• Thought-leading boutiques
in social media and digital
• Extensive experience in consumer marketing and
engagement design
Strategy through Execution
• Integrated, best-of-breed
capabilities and thought leadership
• Unique combination of strategy, operations,
technology, and marketing capabilities to
support future consumer businesses
“Category of One”
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April 2016Global Operations Consulting

7. PwC
PwC helps clients transform operations to create
competitive advantage and grow profitably
We start with the premise that operations
should be a strategic capability, not just a
cost-effective utility
We bring the industry, functional, and
technology depth required to close the gap
between ideas and results
We deliver complete solutions and address C-
suite financial objectives all the way to true
bottom-line performance
We collaborate with our clients and help them
build enduring capabilities
We architect transformational programs that are
sustained and self-funding
Our compass and what is unique Our services
Technology-Enabled 
Tax-Optimized  Risk-Mitigated 
Globally Delivered  Genuinely Transformed
Advantaged
Operations
Competitive
Manufacturing
Strategic
Supply
Management
Differentiated
Supply
Chains
Physical
Asset
Lifecycle
Management
Progressive
Service
Operations
Enterprise-
Wide
Operations
Excellence
Innovation &
Development
Excellence
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April 2016Global Operations Consulting

8. PwC
We help clients build advantaged operations
We help companies build operational capabilities that create competitive advantage, drive profitable growth, and respond effectively to
risks. We start with the premise that operations can and should be a strategic capability, and we bring the industry, functional and
technology depth required to close the gap between ideas and results. Whether it’s creating innovative products, strategically reducing
costs, optimizing footprint, becoming more flexible, managing operational risk, improving capital efficiency, or realizing deal value, we are
the partner of choice. We deliver complete solutions and address C-suite financial objectives all the way to true bottom-line performance.
Common Client Issues
• Eroding competitive advantage; gaps in overall
cost/value position
• Operating model misaligned with market
needs; cost structure not competitive
• Stalled organic growth and ineffective
development capabilities
• Overly complex product portfolio
• Supply chain slow to respond to customer
needs and external events
• Outdated manufacturing strategy
• Unrealized sourcing opportunity
• Poor asset leverage and inefficient deployment
• Customer value proposition hurt by poor service
• M&A trail resulting in disparate businesses and
unrealized value
• Under-performing technology investments with
unresolved business issues
• Data and technology inadequate for managing
across the extended value chain
• Reactive response to risks and regulations
Key Service Offerings
Contacts
Region Strategy& PwC
Americas Eduardo Alvarez Mark Strom
Europe Bernd Jung Joe Ippolito
Asia Ben Gilbertson Mahesh Singh
Innovation & Development Excellence
• Innovation Strategy
• Product Strategy
• Innovation Operating Model & Network
• Product Development & Commercialization
• Portfolio & Complexity Management
• End-to-End Product Management
• Design-to-Cost/Value
Competitive Manufacturing
• Make vs. Buy
• Manufacturing Strategy
• Manufacturing Operating System
• Manufacturing Implementation
Physical Asset Lifecycle Management
• Asset Strategy & Portfolio Management
• Consortium & Strategic Relationship Development
• Capital Project & Infrastructure Deployment
• Capital Project Delivery Capabilities
• Maintenance Operations & Uptime Management
Strategic Supply Management
• Procurement Operating Model
• Sourcing Transformation
• Complex Procurement
• Category Strategy & Strategic Sourcing
• Contract Management & Value Realization
• Procurement Excellence
Differentiated Supply Chains
• Supply Chain Strategy & Complexity Management
• Tailored Supply Chains & Segmented Assets
• Integrated Business Planning/S&OP
• Supply Chain Footprint & Logistics Optimization
• Inventory & Working Capital Optimization
• Post-Sales Operations Improvement
• Supply Chain Risk Management
Progressive Service Operations
• Customer Experience & Service Strategy
• Service Delivery Effectiveness & Efficiency
• Middle & Back Office Operations
Advantaged Operations
• Value Chain Competitive Cost Assessment
• Global Operating Model Design
• Operating Model Resiliency & Sustainability
• Information Technology & Data Strategy
• Managing for Value Potential Capture
Enterprise-Wide Operations Excellence
• Operations Performance Improvement Strategy
• Quality & Reliability
• Business Process Excellence
• Productivity Improvement
• Talent Management & Motivator Alignment
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April 2016Global Operations Consulting

9. PwC
Wherever you operate, we have the reach and scale to assist
North America
2,500
Operations
professionals
3
Countries
EMEA
1,900
Operations
professionals
50
Countries
Latin America
400
Operations
professionals
9
Countries
800
Operations
professionals
9
Countries
AsiaPac
Source: PwC internal analysis
Headcount estimates as of Dec 31, 2015
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April 2016Global Operations Consulting

10. PwC
We are a recognized, global leader in operations consulting
10
April 2016Global Operations Consulting
Commercial Execution:
Channel, Category & Sales
Management Consulting
An ALM Intelligence
Leader [10]
Global Risk Management
Consulting Services
A Gartner Magic
Quadrant Leader[12]
SAP Applications
Implementation Services,
Worldwide
A Gartner Magic
Quadrant Leader[1]
Competitive Landscape:
Change Management
Consulting
An ALM Vanguard
Leader[15]
Strategy Consulting
Services, Worldwide
An IDC MarketScape
Leader [8]
Business Analytics
Consulting & Systems
Integration Services,
Worldwide
An IDC MarketScape
Leader [9]
Asset-Intensive Operational
Excellence Consulting
An ALM Intelligence Leader[11]
Manufacturing & Production Strategy
Consulting
An ALM Intelligence Leader[3]
Supply Chain Management
Consulting Services
An IDC MarketScape Leader [4]
Business-Facing & Customer-Facing
Service Operations Consulting
An ALM Intelligence Leader[2]
Supply Chain Risk Management
Consulting
An ALM Intelligence Leader[5]
Business Operations Consulting
Services, Worldwide
A Gartner Magic Quadrant
Leader [6]
Operations Digital Strategy
Consulting Services, Worldwide
An IDC MarketScape Leader [7]
Supply Chain Management
Consulting in Europe
An ALM Intelligence Leader[14]
[1] Gartner Magic Quadrant for SAP Applications Implementation Services, Worldwide, Susan Tan, July 23, 2015 [2] ALM Intelligence Research,“Business-Facing & Customer-Facing Service Operations Consulting” © 2016 ALM Intelligence Consulting Research & Advisory, ALM Media,
LLC. Reproduced under license.[3] ALM Intelligence Research, “Manufacturing & Production Strategy Consulting,” © 2013 ALM Intelligence Consulting Research & Advisory, ALM Media, LLC. Reproduced under license.[4] IDC, IDC MarketScape: Worldwide Supply Chain Management
Business Consulting Services 2014 Vendor Assessment, September 2014, (IDC# 250614), [5] ALM IntelligenceResearch, "Supply Chain Risk Management Consulting June 2016," © ALM Media, LLC. Reproduced under license, Reproduced under license., [6] Gartner Research, “Magic
Quadrant for Business Operations Consulting Services, Worldwide”, Michael Dominy, Dana Stiffler, December 03, 2014*, [7] IDC, IDC MarketScape: Worldwide Digital Strategy Consulting Services for Digital Operations Vendor Assessment, September 2015 (IDC #258553), [8] IDC
MarketScape, Worldwide Strategy Consulting Services 2014 Vendor Assessment, July 2014, IDC #249462e, [9] IDC, IDC MarketScape: Worldwide Business Analytics Consulting and Systems Integration Services 2014 Vendor Assessment (IDC# 248172), May 2014, [10] ALM Intelligence
Research, "Commercial Execution: Channel, Category & Sales Management Consulting" © 2015 ALM Intelligence Consulting Research & Advisory, ALM Media, LLC. Reproduced under license.[11] ALM Intelligence Research, "Asset-Intensive Operational Excellence Consulting” © 2015
ALM IntelligenceConsulting Research& Advisory, ALM Media, LLC. Reproduced under license. [12] Gartner Research, “Magic Quadrant for Global Risk Management Consulting Services 2014”, October 7, 2014*. [13] ALM IntelligenceResearch, "Supply Chain Strategy & Planning
Consulting" © 2014 ALM IntelligenceConsulting Research & Advisory, ALM Media, LLC. Reproduced under license. [14] ALM Intelligence Research, "Supply Chain Management Consulting in Europe; ALM Intelligence Consulting Research & Advisory" © 2015 ALM Intelligence
Consulting Research & Advisory, ALM Media, LLC. Reproduced under license. [15] ALM IntelligenceResearch, “Competitive Landscape: Change Management Consulting © 2016 ALM IntelligenceConsulting Research & Advisory, ALM Media, LLC. Reproduced under license.
[16] ALM Intelligence Research, "Sourcing & Procurement Consulting: Procurement Operations and Next-Generation Sourcing Strategy” © 2015 ALM IntelligenceConsulting Research& Advisory, ALM Media, LLC. Reproduced under license.
A recognized, global
leader in consulting
services that address
the full breadth of
clients’ operational
needs.
Supply Chain Strategy & Planning
Consulting
An ALM Intelligence Leader[13]
Sourcing & Procurement Consulting:
Procurement Operations & Next-
Generation Sourcing Strategy
An ALM Intelligence Leader[16]

11. PwC
Building Advantaged Operations
Operations Service Area Drilldown
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April 2016Global Operations Consulting

12. PwC
Advantaged Operations
We help clients:
• Assess operations capabilities
• Design their operating model to deliver their business strategy and then make that operating model a reality
• Leverage leading technologies and digital business models
• Obtain competitive advantage and drive both business growth and profitability
• Develop and implement self-funding, sustained programs
Common Client Issues
• Eroding competitive advantage; gaps in
overall cost/value position
• Stalled organic growth
• M&A trail resulting in disparate
businesses and unrealized value
• Operating model misaligned with market
needs
• Uncompetitive cost structure
• Optimized silos, sub-optimal whole
• Declining operating performance, but no
clear view of underlying issues
• Stuck in outdated technology paradigms
• Always playing catch-up vis-à-vis the
competition
What We Do
• Value Chain Competitive Cost
Assessment
• Global Operating Model Design
• Operating Model Resiliency &
Sustainability
• Information Technology & Data Strategy
• Managing for Value Potential Capture
What Is Different
• A strong point of view around “ways to
play” and core capabilities
• Commitment to building capabilities in
self-funded, sustained ways
• Consideration of all the relevant
dimensions in designing the future-
state, including often overlooked areas
like tax and risk
Client Benefits
• Clear view of operations competitive
advantage and existing gaps
• Customized business operating model
accounting for economics and value
drivers of the target segment
• Increased growth through a coherent
operations capability set that supports
the strategic agenda
• Choices that drive reduced costs and
increased flexibility at the right
geographic and structural level to
manage the business effectively
• Improved ability to manage shocks
and deliver consistent performance
• Organizational alignment linking
technology strategy to strategic goals
• Improved performance through clear
objectives and measures
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April 2016Global Operations Consulting

13. PwC
Innovation and Development Excellence
We help clients:
• Improve innovation and product development outcomes
• Build out specific capabilities to enable improved performance
• Optimize business models and innovation strategy
• Improve product development speed and quality as well as cost and/or quality performance
• Enhance innovation capabilities
Common Client Issues
• Lack of clarity between business strategy
and innovation strategy
• Inability to efficiently convert ideas to
winning products
• R&D portfolio complexity with sub-
optimal investment mix
• Inefficient R&D and engineering
networks
• Inefficient global resource management
• Complex product offerings and failure to
intelligently customize via product
platform strategies
• Lack of competitive products for
emerging markets
• Non-competitive product cost due to
incremental cost growth
• Overruns of schedule and resources in
new product development
What We Do
• Innovation Strategy
• Product Strategy
• Innovation Operating Model & Network
• Product Development &
Commercialization
• Portfolio & Complexity Management
• End-to-End Product Management
• Design-to-Cost/Value
What Is Different
• Unparalleled depth of experience—
access to practitioners who have defined
industry-leading practices
• Commitment to drive both top-line
growth and profitability
• Follow through from innovation strategy
through execution
Client Benefits
• Increased value and ROI through
coherent strategies and differentiated
capabilities
• Healthier innovation and product
development portfolios
• Significant R&D/engineering cost
savings
• Improved profitability with stronger
product lifecycle management
• Market share and margin gains by
embedding design-to-value in
product development
• Agile/lean product development
systems driving dramatic speed-to-
market and quality-at-launch
improvements
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April 2016Global Operations Consulting

14. PwC
Strategic Supply Management
We help clients:
• Develop strategies to design and implement a differentiated supply base with an attractive
cost and service profile
• Transform procurement into a strategic, commercially focused capability
• Bring category experience to rapidly realize cost savings while improving supply base
operational capabilities
• Guide clients through decision and implementation of mission-critical outsourced services
and capital programs
Common Client Issues
• Depressed margins
• Disconnects between
procurement and the business,
even as purchased materials are a
large share of operations
• Over-the-wall interactions with
R&D/engineering
• Inadequate IT and data
• “Old-school” procurement with
limited focus on strategic
relationships
What We Do Differently
• Focus on building sustainable
Strategic Operating Models
• Employ a knowledge-based
sourcing approach with category
depth and breadth
• Enable an effective design-
sourcing interface
• Bring deep supplier risk tools and
mitigation skills
• Drive cross-functional integration
Client Benefits
• Transformed, best-in-class
procurement capabilities
• Integrated partnerships across
the business
• Unlocked value and sourcing
savings (incl. tax and regulatory)
• Sustainable, strategic, and
competitive relationships with
healthy suppliers
• Successful execution and
management of critical contracts
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April 2016Global Operations Consulting

15. PwC
Competitive Manufacturing
We help clients:
• Drive competitive advantage by developing global manufacturing strategy that supports and influences the business strategy
• Take a market-back view of what manufacturing needs to do well
• Make the right choices about make/buy, manufacturing technology, plant footprint (scale, scope, number of plants, locations)
• Break down silos to truly optimize the end-to-end global value chain, not just the manufacturing footprint
• Define the right operating system that is required to run, manage, and change manufacturing
Common Client Issues
• Lack of clarity on how manufacturing
can be used as a competitive weapon
• Outdated manufacturing footprint that is
out of synch with business and market
changes
• Intense pricing pressure from
competitors
• Fragmented manufacturing network
with low utilization
• Uncompetitive service levels
• Prevalence of numerous tools and CI
methodologies with no consistent
method of operating the facilities and
managing the network
• Poor implementation due to lack of
experience and sub-par program
management
What We Do
• Make vs. Buy
• Manufacturing Strategy
• Manufacturing Operating System
• Manufacturing Implementation
What Is Different
• Strong linkage between capability-
driven business strategy and
manufacturing
• Deep understanding of manufacturing
ecosystem economics
• Unique approach and unparalleled
experience driving global manufacturing
and supply chain programs
• Unparalleled ability to drive decision
making to a net profit level, including
tax implications
Client Benefits
• Manufacturing strategy that bolsters
business strategy and growth
• Improved profitability
• Competitively-advantaged capability
with superior flexibility and service
levels
• Fact-based understanding of
fundamental economics and trade-
offs to guide decisions
• Advantaged footprint that meets
current needs and is robust enough to
meet future undefined needs
• Focus on manufacturing technology
strategy and competency
development
• Customized manufacturing operating
system to run, manage, and change
manufacturing to meet business goals
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April 2016Global Operations Consulting

16. PwC
Differentiated Supply Chains
We help clients:
• Develop supply chains that deliver superior performance and competitive advantage
• Define the supply chain strategy market-back to ensure that assets are aligned to market needs and demand characteristics
• Identify and embed the key capabilities and information technology necessary for successful and consistent execution
• Establish ongoing monitoring, performance management, and planning to manage risks and drive continuous improvement
• Achieve growth, cost, asset efficiency, and sustainability goals while also delivering superior customer service
Common Client Issues
• Supply chain not viewed as a strategic
asset
• Operating costs not improving with
volume (potentially increasing)
• Assets demonstrate declining efficiencies
• High inventories with stagnant or falling
service levels
• Demand consistently met with supply
chain “heroics”
• Painful new product ramp up and
missed new product revenue/margin
goals
• No clear understanding of supply chain
risks—vulnerability to severe disruptions
What We Do
• Supply Chain Strategy & Complexity
Management
• Tailored Supply Chains & Segmented
Assets
• Integrated Business Planning/S&OP
• Supply Chain Footprint & Logistics
Optimization
• Inventory & Working Capital
Optimization
• Post-Sales Operations Improvement
• Supply Chain Risk Management
What Is Different
• Dynamic view of supply chain changes
• Deep, industry-specific experience
• Support of supply chain capabilities with
rich tools and industry-leading
technology
Client Benefits
• Alignment between supply chain and
business strategy
• Increased revenue through new
product and channel opportunities
• Ability to quickly scale up for growth
• Reduction in lost sales and damage
• Improved operating cost and asset
productivity
• Reduction in inventory and stock-
outs
• Industry-leading on-time delivery
• Improved service levels and customer
satisfaction
• Achievement of sustainability
objectives
• Improved resiliency with faster
recovery from supply chain
disruptions
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April 2016Global Operations Consulting

17. PwC
Physical Asset Lifecycle Management
We help clients:
• Improve installed asset base and capital expenditures through capital portfolio management, effective project selection, and
robust asset management strategies
• Execute major projects and programs, starting with consortium formation and strategic relationship development
• Address the entire cycle of complex greenfield or brownfield projects—from planning through decommissioning
• Improve capabilities for upkeep of vital assets by applying leading practices and technology for asset management and reliability
analytics
Common Client Issues
• Poor return on capital assets
• Idiosyncratic capital investment
decisions; inadequate portfolio
management
• Missed deadlines, excessive change
orders, cost overruns on major projects
• Strained /adversarial contractor
relationships
• Unknown and/or unmitigated risks on
mission-critical projects
• Ineffective internal capability to manage
large programs
• Asset reliability/availability below target
• “Seat of pants” management of asset risk
• Excess maintenance costs with
unplanned spikes
• Weak enterprise asset management and
project management technology
infrastructure
• Sub-optimal , non-integrated business
processes resulting in inefficient
operations
What We Do
• Design and Implement Asset Strategy &
Portfolio Management
• Advise Consortium & Strategic
Relationship Development
• Control Capital Project & Infrastructure
Deployment
• Improve Capital Project Delivery
Capabilities
• Implement Integrated Asset and Work
Management and Analytics Capabilities
• Deliver Maintenance Operations &
Availability/Reliability Improvements
What Is Different
• Unparalleled asset lifecycle experience
in private and public sectors
• Strategy-to-execution capabilities for
mega projects, including leading risk
management practices and tools
• Ability to deploy leading asset and
project management technologies
Client Benefits
• Increased capital asset productivity
• Robust asset strategy and capital
portfolio management
• Strategy, infrastructure, and hands-
on management to deliver mega
projects on time and on budget
• Increase capital efficiency through
enhanced project delivery
• Visibility and proactive management
of critical risks
• Rapid recovery of troubled projects
• Development of internal capabilities,
tools and repeatable processes for
successful mega project execution
• Management of asset risk (safety,
environment, production)
• Improved asset uptime and utilization
• Asset-related opex and capex
optimized over asset life-cyle
• Risk-informed allocation of asset
capex
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April 2016Global Operations Consulting

18. PwC
Progressive Service Operations
We help clients:
• Deliver the desired customer experience efficiently and effectively
• Harmonize customer interface, customer engagement, service delivery, and back office operations to fulfill the service mission,
drive customer loyalty, and meet regulatory requirements in a cost-efficient and effective manner
• Achieve excellent service through our combined industry depth and understanding of leading practices across healthcare,
financial services and government, as well as the service function of product companies
Common Client Issues
• Low growth and increasing margin
pressure from intensified competition
and regulatory mandates
• Disjointed and fragmented service
operations due to rapid growth and/or
acquisitions
• Rapidly evolving industry dynamics that
raise service model questions
• Inconsistent customer experience and
service levels
• Unsuccessful cost reduction efforts
• Poor workforce productivity
• Lack of leadership and system-thinking
to drive improvement
• Technology not aligned to business
needs or improving customer experience
What We Do
• Customer Experience & Service Strategy
• Service Delivery Effectiveness &
Efficiency
• Middle & Back Office Operations
What Is Different
• Proven ability to translate
“consumerization” megatrend into the
right operational and customer service
agenda
• Capability-driven approach to service
operations improvement
• Deep understanding of the interplay
between leading technologies and
service operations
• Deep industry sector experience to
understand unique attributes and
service needs
Client Benefits
• A service model supporting growth
strategy and creating differentiation
• Improved service quality, speed, and
efficiency, with higher customer
satisfaction
• Leverage of state-of-the-art
technology to enable new customer
experiences, new channels, and
improved productivity
• Increased labor utilization and
efficiency through improved staffing
models and streamlined processes
• Leadership and culture that drive
continuous improvement in both
customer experience and service
delivery productivity
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April 2016Global Operations Consulting

19. PwC
Enterprise-Wide Operations Excellence
We help clients:
• Develop capabilities required to achieve operational excellence across the value chain
• Assess unique needs of the industry and their business model to design tailored improvement program
• Get to the root of issues affecting performance, and identify and implement best practices
• Achieve sustainable performance improvement through changes in operating model, culture, and capabilities
• Drive large, complex operations excellence programs that span functions and are global in scope
Common Client Issues
• Need for large-scale business
transformation requiring a re-
architecting of core processes,
organization structure, and IT systems
• Customer needs and profitability goals
not met, and no understanding of root
causes
• Inability to internally source, prioritize,
structure, and execute improvement
opportunities
• Incoherent performance measures and
weak ability to align performance from
top to bottom
• Leadership, culture, and management
system not conducive to continuous
improvement
What We Do
• Operations Performance Improvement
Strategy
• Quality & Reliability
• Business Process Excellence
• Productivity Improvement
• Talent Management & Motivator
Alignment
What Is Different
• Ability to “lean” operations while
building new capabilities
• Operations excellence embedded and
sustained at global scale
• Systems approach to driving
transformation, including leadership
and culture
• Deep, industry-specific experience in
driving large-scale change and getting
results
Client Benefits
• Clear target operating model and
infrastructure to enable breakthrough
performance
• Rapid results—immediate transition
from benefit identification to benefit
realization
• Initiatives and actions grounded in
customer benefit
• New capabilities and skills for
leadership and staff—equipped for
tomorrow’s challenges
• Staff engagement and cultural change
for enduring results
• Robust measures and performance
management that align major
business processes, organizational
units, and individual behaviors with
corporate objectives
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April 2016Global Operations Consulting

20. PwC
Building Advantaged Operations
Client examples
20
April 2016Global Operations Consulting

21. PwC
For a global document management
company, we assessed operational
complexity and drivers of declining
volumes. The transformation initiative
spanned multiple functions and revamped
the supply line, field services, and shared
services.
Impact: Realized >$400MM savings
across business units and regions in
<2 years. Developed key capabilities
to enhance future competitiveness.
For a major utility looking to better manage
the full lifecycle of assets and inventory, we
drove an aggressive strategic sourcing
program. The initiative included realizing
savings in key categories, addressing
organization design issues, and
strengthening procurement capabilities.
Impact: Achieved >$125MM savings
and enabled early engagement of
procurement in the sourcing process.
For a large consumer finance business, we
assessed channel profitability and developed
a broad-based program to optimize
processes across client portfolios while
mitigating fraud risk. We applied Lean and
Six Sigma techniques to improve core
processes.
Impact: Drove 15% operating income
improvement in Year 1. Simplified
statement operations saving 32% in
annual expense.
For a major beverage company struggling
with increased demand volatility and
product portfolio complexity, we assessed
supply chain capabilities and potential for
competitive advantage. We re-architected
and tailored the supply chain around
customer segments.
Impact: Realized 20% cost savings
while enabling commercial strategy
and growth. Increased agility for
more effective new product launches.
Building enduring capabilities, delivering value
Advantaged Operations
Differentiated Supply Chains
Strategic Supply Management
Customer-Centered
Service Operations
For a data processing company, we assessed
the impact of cycle times on competitive
advantage in an increasingly commoditized
market. We mapped value streams,
established key performance indicators, and
drove the Lean-based program to engage
the organization in driving improvements.
Impact: Reduced order-to-cash cycle
time by 58%, error rate by 89%, wait
time by 61%, and floor space by 52%.
Enterprise-Wide
Operations Excellence
For a global energy company, we deployed a
reliability program and embedded improved
maintenance planning, scheduling, and
execution work processes across North
American refineries. Program objectives
were to improve availability, maintenance
efficiency, and supply chain leverage.
Impact: Improved gross margin by
$100MM and generated >$230MM in
annual savings in the first year.
Physical Asset
Lifecycle Management
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April 2016Global Operations Consulting

22. PwC
For a global industrial products client with
multiple product lines, we developed the
make/buy strategy based on what is core to
the business. We then optimized the global
manufacturing footprint to rationalize
capacity and reduce costs while maintaining
or improving service levels.
Impact: Achieved >$230MM cost
reduction (8% of cost base).
Positioned manufacturing for
competitive advantage.
For a global technology company, we
assessed how the supply chain could deliver
more customer value and profitability.
Workstreams included sales and operations
planning, sourcing, and customer
fulfillment. Capability development
included talent, processes, metrics, and IT.
Impact: Realized >$50MM annual
savings with improved inventory
turns, customer fulfillment, and
supply chain responsiveness.
For a rapidly growing Latin American
utility, we led a transformation across the
entire footprint in 6 countries and 40
business units. We defined ways to win in
the market and designed an operating
model to extract synergies and achieve
corporate growth objectives.
Impact: Identified $300MM in
annual synergies. Built the
operating model for self-funded 2X
growth in 4 years.
For a technology equipment service
provider, we assessed the end-to-end R&D
portfolio, innovation capabilities, and cost of
complexity. We redesigned the innovation
operating model and helped the client build
robust innovation and portfolio
management capabilities.
Impact: Unleashed >$50MM in run-
rate savings, enabling top-line
growth and ability to invest 10% of
R&D spend on high potential big bets.
Competitive Manufacturing
Innovation & Development
Excellence
Differentiated Supply Chains Advantaged Operations
For a telecommunications equipment
company experiencing margin compression,
we assessed the overall cost structure and
developed and drove a broad-based EBITDA
improvement program addressing both
COGS and SG&A levers.
Impact: Achieved sustainable 300-
basis point EBITDA improvement
while delivering on the customer
value proposition and service levels.
Advantaged Operations
For a global service client struggling with
costs and client satisfaction, we deployed a
capacity management and performance
improvement program across front and
back offices. The initiative addressed
culture and leadership required to engage
the organization and sustain improvements.
Impact: Increased productivity with
20% effective capacity increase on
the same cost base. Implemented a
self-reinforcing management system.
Customer-Centered
Service Operations
Building enduring capabilities, delivering value
22
April 2016Global Operations Consulting

23. PwC
For a large healthcare provider system
losing money due to funding challenges and
cost pressures, we designed a systemic
transformation program. Performance
improvements were implemented across the
revenue cycle and across supply chain,
clinical operations, HR, and IT functions.
Impact: Achieved $190MM benefit.
Positioned the system to succeed in
the new environment and drive year-
over-year net income improvement.
For a rapidly growing technology company,
struggling with fragmented organization
and processes from acquisitions, we drove a
thorough change program addressing the
global R&D capability. The program
included organization, footprint,
governance, team structures, and processes.
Impact: Aligned innovation by
product and skill set. Defined plan
for 40% footprint consolidation.
Reduced time-to-market by 2 months.
For a complex holding company portfolio
seeking to harness collective buying power,
we built an effective leveraged purchasing
capability. We analyzed spend and supplier
contracts, prioritized categories, worked
across organizational silos, and established
the required organization and processes.
Impact: Drove >$150MM in annual
savings and $1B in market value.
Established a capability which will
scale as the portfolio evolves.
For the US Department of Defense, we
helped apply leading practices from the
private sector to improve supply chain and
transportation performance. The program
involved 30 focused costs savings and
process improvement initiatives.
Impact: Achieved >$300MM in
annual costs savings and >$1B of
program-to-date savings while
improving service levels 10-20%.
Advantaged Operations
Differentiated Supply Chains
Innovation & Development
Excellence
Strategic Supply Management
For a client undertaking a multi-billion
dollar power generation program, we
implemented industry-leading governance,
control, technology, and process
improvements. We also provided
transparent, timely decision support from
project level to board level.
Impact: Drove achievement of
critical schedule and cost objectives;
improved schedule accuracy 50%
while reducing cost overruns.
Physical Asset Lifecycle
Management
For a diversified industrial company
needing to change its cost structure and
invest in growth, we assessed
manufacturing economics, service-level
needs, and footprint options. We developed
the strategy to consolidate footprint and
optimize the distribution network.
Impact: Achieved >$50MM EBITDA
improvement (35% conversion cost
reduction). Identified >$20MM
inventory reduction potential.
Competitive Manufacturing
Building enduring capabilities, delivering value
23
April 2016Global Operations Consulting

24. PwC
For a leading aircraft manufacturer seeking
dramatic operations performance
improvement, we design a thorough
Lean/Six Sigma program and 3-year
transformation involving over 60 discrete
projects. The program fully engaged the
organization in driving change.
Impact: Achieved 30% cost reduction
and reduced build time from 27 to 12
days. Changed culture and instilled
performance management discipline.
For an engineered equipment company, we
conducted a thorough assessment of over 40
manufacturing operations worldwide. We
developed a new strategy and footprint
which addressed a strategic misalignment
with customer needs and under-utilized,
poorly performing assets.
Impact: Consolidated footprint by
40% with >$650MM NPV while
shortening customer lead times and
creating competitive advantage.
For a leading health plan operating across
20 states in the US, we developed a target
operating model in the health care
management space. The model addressed
the organizational design, technology, and
capacity required to enhance market
position and financial performance.
Impact: Captured $350MM in
increased annual revenue. Created a
competitive differentiator in the
client’s target payer sector.
For a global financial institution, we led a
multi-year, enterprise-wide transformation
of the client’s core business by changing a
high-cost, bespoke, labor-intensive model
into a global, self-service, digital model that
is flexible and scalable.
Impact: Achieved >$650MM in
annual run-rate savings and
delivered an additional $700MM in
the business digitization plan.
Building enduring capabilities, delivering value
Enterprise-Wide
Operations Excellence
Advantaged Operations
Competitive Manufacturing Advantaged Operations
For a major consumer products company,
we drove a collaborative process to identify
supply chain innovations that would
generate breakthrough savings on top of
traditional, incremental improvements. The
approach challenged the status quo with
perspectives from different industries.
Impact: Identified 5 transformations
with >$1B cost savings and increased
flexibility. Changed thinking from
“we can’t” to “why not?”
Differentiated Supply Chains
For a leading national health payer, we
assessed operational efficiency and causes of
declining margins. We drove a rapid
turnaround through a back office
productivity initiative which included
workforce management and process
improvements.
Impact: Identified 15-30% savings
across work centers. Developed
roadmap and priorities to guide the
initiative and realize results rapidly.
Customer-Centered
Service Operations
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April 2016Global Operations Consulting

25. PwC
Global Operations Consulting Regional Leadership
United States
Eduardo Alvarez
eduardo.alvarez@strategyand.us.pwc.com
Chicago, IL
United States
Mark Strom
Mark.strom@us.pwc.com
Irvine, CA
Australia
Ben Gilbertson
Ben.gilbertson@strategyand.au.pwc.com
Southbank, VIC
China
Mark Gilbraith
Mark.gilbraith@cn.pwc.com
Shanghai, China
United Kingdom
Joe Ippolito
joseph.ippolito@uk.pwc.com
London, UK
Germany
Bernd Jung
bernd.jung@strategyand.de.pwc.com
Dusseldorf, Germany
25
April 2016Global Operations Consulting
Italy
Gabriele Caragnano
Gabriele.Caragnano@it.pwc.com
Milan, IT