The better the question. The better the answer. The better the world works. У вас есть вопрос? У нас есть ответ. Решая сложные задачи бизнеса, мы улучшаем мир. У вас є запитання? У нас є відповідь. Вирішуючи складні завдання бізнесу, ми змінюємо світ на краще. Meilleure la question, meilleure la réponse. Pour un monde meilleur. 問題越好。答案越好。商業世界越美好。 问题越好。答案越好。商业世界越美好。

How can you make disruptive changes without interrupting the flow?

Supply Chain & Operations

Supply chains and operations are undergoing radical restructuring as they meet the challenge of improving performance in a world of unprecedented complexity and opportunity. They must balance increasing needs for agility and responsiveness against driving down costs and improving cash.

EY Advisory believes a better working world means addressing big, complex industry issues and opportunities to deliver outcomes that help grow, optimize and protect businesses. We work with you to help you effect fundamental change in your operations performance to support sales growth, become more cost competitive, reduce risk and enhance operational resilience.

Your supply chains and operations should be viewed as sources of strategic competitive advantage, and we can help you identify and invest in the right operating models to unlock the full value from this strategic asset.

Our global connectivity, including alliances with sector-leading businesses such as Procter & Gamble, means we can combine deep operational consulting capability with industry-specific leading practices, so you get the benefits of a wide range of insights. This ongoing collaboration enables us to help you design better outcomes and deliver long-lasting results.

Video: Casting a critical eye on supply chains



Can an integrated approach deliver higher levels of performance?

We helped a US$12b food company transform its decentralized and fragmented supply chain (SC) organization into an integrated, efficient and responsive SC operating model, delivering over US$120m of ongoing cost savings and more than 20% reduction in inventory.

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Would lowering the cost of operations lead to higher topline growth?

We helped a leading health and wellness consumer products manufacturer reduce operational costs and improve distribution reach, leading to a 33% topline growth, through a demand-driven route-to-market (RTM) approach that leveraged bespoke technology solutions to orchestrate change.

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Would reducing production variability help to increase client responsiveness?

We helped a global food manufacturer synchronize and segment its supply chain and fulfillment processes by reducing complexity and improving efficiency by reconfiguring its IT solutions and addressing “silo” behaviors; achieving 48% reduction in production variability and 15% client responsiveness improvement.

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Would reducing current costs increase future cost understanding?

We helped a global consumer products company reduce its supply chain cost by about 10% in its European business by developing sustainable supply chain “cost to serve” analytics capabilities and helping model complex “what if?” scenarios to inform its route to market strategy and future pricing decisions.

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Can you increase production efficiency by reducing complexity?

We helped a global industrial products manufacturer implement a modular product approach across its end-to-end value chain, supporting highly individual customer approaches with high margins. The resulting robust link between design, production and logistics increased operational efficiency and reduced complexity.

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Could closing down sites in developed markets open up opportunities in emerging markets?

We helped a global food manufacturer unlock surplus manufacturing capacity in developed countries by designing a strategy for it to improve end-to-end inefficiencies and serve key emerging markets more effectively. This included line moves, site closures and logistics network changes.

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Can you meet individual customer requirements and develop highly profitable products?

We helped a global medical device manufacturer profit from meeting individual customer requirements for innovative products, assisting with its implementation of an integrated PLM-ERP solution that supported the life cycle management and efficient execution of compliant product development projects.

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  • Why we exist

    At EY, our purpose is to build a better working world for our clients, our people and our communities. We strive to help create a legacy of improved business performance, confidence and trust.

  • How we do it

    We team globally to create innovative answers for our clients. The distinctive and ongoing collaboration between EY consultants and our clients results in better working businesses.

    We are a strong mix of experienced industry consultants and alliance partners who bring a combination of operational leading practices, real-world pragmatism and experience to your issues.

    We choose the right people to help you deliver successful, measurable transformational change. We move seamlessly from defining supply chain strategy to helping companies implement their supply chain transformations.

  • What we do

    We address big, complex issues and opportunities to help deliver outcomes that grow, optimize and protect our clients' businesses now and in the future.

    We gain an understanding of your business's purpose and overarching commercial strategy to help you reinvent your supply chains and operations.

    We bring an understanding of the different business segments around customers and products. We then help you redefine the end-to-end supply chain or operations to support these segments with a customized mix of service, cost, cash and CAPEX.

    Our approach works across four dimensions:

    • Overall strategic architecture
    • Integrated operational excellence
    • Supply chain risk and resilience
    • Operational talent and capability enablement

    We help you address the different dynamics in mature and emerging markets to drive a competitive advantage across your end-to-end supply chain or operations.

    We bring a distinct set of strategic and operational assets that combine deep operational consulting capability with other EY professionals from commercial, finance, tax, customs, risk and sustainability, to help you deliver superior results. We bring deep industry-specific operational leading practices and have alliances with organizations who are leaders in their fields so you can benefit from their insights.

    One of the keys to driving higher levels of operational performance is to unlock the value within the wealth of customer and supply chain performance data. We can help using a world-class Operational Research team, which can develop complex supply chain analytics approaches.

    A key strength of our approach is to turn your significant volume of internal and external data into useable supply chain insights to help you drive better working outcomes.

  • Awards and recognitions

How we can help

We work with you to create innovative answers to your questions. Our global connectivity means we can combine deep operational consulting capability with industry-specific leading practices. This allows you to connect with EY professionals from commercial, finance, tax, customs, risk and sustainability. This ongoing collaboration can help you design better outcomes and deliver long-lasting results.

Manufacturing sector supply chains

How can your supply chain deliver the breakthrough in performance needed to drive business success?

Traditional manufacturing-intensive companies are under increasing pressure to manage disruptive forces. In highly competitive markets growth is challenging but necessary to deliver shareholder value.

Consumer behavior is changing, demanding new channels to market. Cost containment and margin improvement remain critical and understanding complex data to unlock performance is a prerequisite for success.

The supply chain needs to be fundamentally reinvented around a demand response network philosophy, creating a supply chain that balances agility, efficiency and resilience, managing risk and protecting shareholder value.

We go back to the overarching business strategy and purpose of your organization. We ask fundamental questions about the strategic requirements of the supply chain and operations, segmenting and suggesting ways to reinvent the different supply chains to move you closer to optimizing service, cost, cash and CAPEX.

Our key offerings:

Strategic architecture

  • Integrated SC Operating Model – Redesigning operating models from regional to global
  • SC Network & Flow – Defining the global logistics strategy to drive global trade excellence, cost to serve and cost to supply

Integrated operational excellence

  • SC Segmentation & Synchronization – Customer-driven supply network segmentation with synchronization of key planning inputs and change management
  • Initiative Reliability & Complexity – Holistic approach to help you manage innovation and reduce complexity including P&G Method of Product Development
  • Commercial Excellence – Assistance with procurement performance and creating value through contract design and execution
  • Run-to-Target Manufacturing – Our unique alliance with P&G can make a comprehensive Integrated Work Systems (IWS) solution available to address the needs of high-speed consumer goods supply chains
  • Route to Market Optimization – Helping companies get more of the right product to the right consumer in the right places at the right price and activated in the right way.


  • SC Risk, Sustainability & Resilience – Design of resilient and responsible supplier risk management programs, as well as design of responsible and sustainable supply chains.

Energy & Utilities sector operations

How can we help you balance the greater need for service improvement, agility and responsiveness from operations with the need to reduce cost and drive greater efficiencies?

Companies are grappling with complex challenges: declining efficiencies, the emergence of new competition, aging assets and impact on CAPEX management, cost escalation and more regulation.

In the energy sector, we work with companies to help them balance the demand for new operational structures around fresh discoveries, while driving significant cost efficiencies in current operations to deal with volatile oil prices.

Our key offerings:

Capital Excellence

We work with companies to help identify, finance, develop, construct, commission and decommission major capital assets. Specific focus areas include business case and contingency review, JV and capital-intensive operating model design, and assistance with operating model implementations, capital procurement, program delivery and reporting, as well as assurance.

Operational Excellence

We can help you to realize the value from a range of field assets and personnel and support efficient and effective work management. Specific focus areas include advice on production and recovery improvement, asset reliability improvement, asset information management, operational handover readiness and supply chain assurance (including local content implementation).

Enterprise Excellence

We can help enterprises become for efficient and effective, including in their procurement, finance, technology/IT and HR functions. Specific focus areas include advice on enterprise cost reduction, commercial excellence, finance effectiveness improvement, IT performance improvement, outsource value review, and risk excellence.

Customer Excellence

We provide services that can help you increase revenue, reduce cost and improve the customer experience and improve compliance from customer-facing functions. Specific focus areas include advice on B2B and B2C growth strategies, such as segmentation and channels, customer cost reduction / experience improvement, customer compliance improvement, customer end-to-end process design and transformation delivery.

Government & Services sector operations

How can we help you balance the greater need for service improvement, agility and responsiveness from operations with the need to reduce cost and drive greater efficiencies?

Challenges of cost containment and cost or budget reductions coupled with aging infrastructure that stretches decreasing CAPEX investment to its limit often stifle innovation and creativity. At EY, we work with our clients to focus first on customer transparency and clarify customer expectations and then to help them manage limited resources to deliver outstanding performance.

For example, in the government sector, we can help you meet the urgent need for operational efficiency savings to deal with ever-greater austerity measures, without reducing service delivery to citizens.

In banking, we assist you with driving operational performance improvements to enhance profitability, while dealing with the multitude of new regulatory and compliance requirements.

We have significant experience in Lean Six Sigma, and our teams have used these skills to help organizations reach a state of continuous performance improvement.

Our key offerings:

Continuous Improvement through Lean Six Sigma

Operational Excellence or Continuous Improvement programs are as popular as ever, using methods and philosophies such as Lean Six Sigma to deliver performance improvements. This is perhaps a reflection of the economic situation and the pressures on organizations to reduce costs or to become more competitive through improvements to service or product quality.

The EY approach combines our experience in Lean Six Sigma with our extensive transformation experience, recognizing that changing mind-sets and developing the right leadership are absolutely fundamental to the sustainable success of these initiatives.

Service Delivery Transformation

Tailored programs to review services strategy and help you transform operations to maximize service delivery and return on assets.

Procurement Transformation

End-to-end review of procurement operating models and strategies for category management, sourcing, supplier risk management and complex contracting.

Inventory Management

Development of inventory strategies to improve working capital service requirements and to control cost.

Digital Operations

Specific tailored proposals to digitize content and create virtual supply chains to improve service requirements. For example, strategies for creating digital operations, harnessing SC analytics and big data to deliver service improvements.

Who we are

We are a diverse team of consultants and industry professionals with a global mindset and a collaborative culture.

We draw on profound operational insight from across different industry value chains, whether they're manufacturing-based, asset-intensive operations such as oil, gas and utilities, or service-based such as financial services, government, and others.

We work hard to understand our clients' issues and are driven to ask better questions in the pursuit of helping to make their businesses work better.

Questions like:

  • What really drives competitive advantage in your business and is your supply chain really aligned to this?
  • Do you want customer intimacy?
  • Are you a low-cost provider?
  • Do you need a flexible, responsive supply chain versus a lean supply chain?
  • How can we fundamentally change your operations to be more competitive?

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