A multinational food company, listed in the S&P 100 and S&P 500, with more than 40,000 employees worldwide and over $25 billion in annual revenue, faced a major issue
A global agricultural and food ingredient manufacturer with USD 165 billion in revenue and operations in 67 countries aimed to:
A global food & beverage manufacturer with USD 25 billion in revenue and operations spanning 73 plants in 12 countries across 5 continents faced urgent post-merger integration pressures. Among them:
A large company was expanding its ERP capabilities to replace outdated Capital Projects management tools. Despite clear requirements, the implementation fell behind schedule, revealing deeper process gaps: