KPMG LLP

  Eric Pettersen
  3122826013
Partner Tier: Gold
  https://www.kpmg.us/alliances/kpmg-blue-yonder.html

KPMG and Blue Yonder professionals are ready to help design, enhance, and support your supply chain transformation. Leveraging this alliance, you can maximize the value of Blue Yonder’s award-winning solutions while taking advantage of KPMG’s operations experience, financial acumen, and transformation capabilities. KPMG adopts a highly collaborative approach with Blue Yonder and the companies we jointly serve. KPMG has been recognized by Blue Yonder with several awards: •Consulting Partner of the Year, North America, 2019 •Consulting Partner of the Year, North America, 2018 •Real Results (Best Partner Project) – KPMG and McKesson Canada, 2018 •(Overall) Partner of the Year, 2017 •Consulting Partner of the Year, North America Manufacturing, 2015 and 2016

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Locations

 

Headquarters

345 Park Ave.
New York, New York 10154-0102 United States
Phone: 3122826013

 

Services

 

Modern, agile supply chain transformation

KPMG and Blue Yonder professionals are ready to help design, enhance, and support your supply chain transformation. Leveraging this alliance, you can maximize the value of Blue Yonder’s award-winning solutions while taking advantage of KPMG’s operations experience, financial acumen, and transformation capabilities. Working together, we can help you meet the challenge of designing and implementing a fast, agile, and customer-responsive supply chain.

Pivot or perish? Supply chains must become customer-centric, demand-driven and automated.

For efficiency, savings and meeting customer requirements, apply analytics to your distribution, logistics and transportation processes

KPMG’s Supply Chain Advisory services assist clients to build resilient, demand driven, sustainable, and tax efficient supply chains allowing clients to drive growth, penetrate new markets, and optimize tradeoffs across cost, service, quality, and risk. We are able to assist clients with the full range of operations, process, technology, and people change levers essential for managing today’s global operations and supply chains.

 

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Clients

 

As a recent spin-off, the client needed to set up their own independent global supply chain incorporating hundreds of plants and thousands of suppliers. Bringing together all these elements to support their future growth would not be easy. Demand/supply planning was very decentralized and hampered at the plant level by a lack of standardized processes. Suppliers had many different faces to the organization, making the coordinated planning of suppliers, capacities, and constraints very difficult. There was also no way to understand performance holistically across separate supply chain functions. Inventory and total landed costs could not be adequately managed, and information latency coupled with “bullwhipped” variations in demand resulted in significant upstream inefficiencies. In addition, IT infrastructures and systems were limited in their ability to support enterprise-wide planning and execution. KPMG developed an integrated planning vision based on a supply chain “control tower” approach that aligns demand and supply to optimize inventory, reduce costs, and improve service. In support of this vision, KPMG created a detailed operating model with baseline processes and procedures, baseline requirements for operational data, new roles and process flows, tools and techniques for planning, and better ways to validate benefit drivers and assumptions. The full case study is available here: https://advisory.kpmg.us/content/dam/advisory/en/services/client-stories/pdfs/auto-interiors-supply-chain.pdf