Problem Statement

The European Housing Market is recovering and this has

resulted in many of the building material distributors to cut
costs and improve their operational efficiencies, while
searching for sustainable growth opportunities. Few large
distributors have grown through acquisition and multiple
brands.
The client is one of the leading building material distributors in
Europe with over 40 bn of revenue with 18+ business units,
50+ brands with operations spanning across 4 countries. The
business processes are not centralized causing variations in
functioning, the legacy architecture along with persistent non
availability of the system constrained the operations and less
flexible systems lead to sub optimal customer service levels.
The client needs Business Process Re-engineering and IT
Strategy consulting for improving the organization.

SCOPE
Frontend

1. Each business unit had disparate

front office processes with varying
degrees of flexibility result in
operational inefficiencies within the
group.
2. There was very little
communication between brands
resulting in minimal sharing of best
practices and in some instances
losing business to competition.
3. Low information transparency and
quality.
4. No single point to get information
about all brands and availability of
products.

Backend

1. The legacy architecture along with

persistent non availability of the
system constrained the
operations.

SCOPE

2. Less flexible systems lead to sub

optimal customer service levels.
3. No IT strategy to address their
medium-to-long term needs for
business sustenance and growth.
4. Not able to determine your
competitive advantages versus
your non-differentiators.
5. High complexity and negligible
harmonization of IT infrastructure.