GATS: Global Asset Transformation Services

MANUFACTURING

Manufacturers are increasingly challenged by global markets, spiralling energy costs, higher infrastructure costs, talent shortages and expanding emerging market opportunities.

Continuous improvement tools like Six (6) Sigma, Lean Manufacturing and Business Process Improvement (“BPI”) through to strategic re-definition of core activities and outsourcing non-core activities are proven tools for addressing some of these challenges. Cost control, maximum up-time availability and greater asset optimisation are also key strategies for successful manufacturers.

Through GATS’ Professional Alliance Network (“GPAN”) of industry experts, we assist customers identify and develop performance improvement solutions.

From supply chain optimisation, energy optimisation, human capital efficiency, health, safety and risk management through to financial re-engineering of assets and outsourcing or sale of non-core activities, we have the experience to implement measurable performance improvements to manufacturing operations. Taking an illustrative case, in one prior assignment, using primarily supply chain optimisation strategies, our experts achieved 20% reduction in a leading manufacturer’s supply chain costs translating to $10 million annual savings.

PETRO-CHEMICAL

As a capital intensive industry holding high value asset portfolios, petro-chemical companies constantly seek to maximise profitability and generate investment capital for global portfolio expansion.

Health, Safety and Environmental stewardship is “mission-critical” and essential to ensuring integrity of operations from exploration and manufacturing to retail and distribution.

In one prior assignment, over a multi-year period, our experts delivered a cumulative $90 million costs savings to customer operations by combining supply chain optimisation, human capital re-organization and more effective business processes with deployment of enhanced tools, technology and systems.

For one shorter term assignment, they reduced supply chain costs by more than $5 million per year, using improved business processes and multiple supply chain optimization techniques.

As these outcomes demonstrate, bringing improved “risk management” and greater operational effectiveness to non-core operations (including logistics and warehousing) and improving return on investment for the wider asset portfolio, are GATS leadership team strengths, acquired over many years of working with the world’s largest petro-chemical organisations.

HEALTHCARE

Demographic challenges, political pressures, increasing competition, rising customer expectations and expensive new technology are forcing traditional European healthcare systems to make drastic adjustments in business and healthcare delivery models.

Process improvement, selective outsourcing and even full privatisation are solutions now supported by many regulators and healthcare operators and experts.

Using GATS’ analytical tools and methodologies, and collaborating to transform aspirations into executable project plans, GATS strategies can provide the “step-change" improvements in business performance and culture that healthcare operators seek.

Working with leading international academic healthcare and operations experts, we implement the agreed integrated solution that provides measurable improvement in medical and commercial performance along with customer and employee satisfaction.

GATS capabilities include administrative and academic concept development, finance facilitation, commissioning, infrastructure and technical management for newly operating entities. For existing public or private organisations or for new builds or consolidated operations, GATS provides process optimisation, in- and out-sourcing knowledge and privatisation expertise tailored to a customer’s objectives.

PHARMACEUTICAL

Pharmaceutical (“Pharma”) companies are facing a highly dynamic business environment.

More stringent regulation, enhanced revalidation standards set by FDA and EMEA authorities, increasing rating agency monitoring, margin reducing rebate systems demanded by health insurers, fewer and larger client groups and competition from generics continue to transform the sector and force relentless optimization of product pipelines and portfolios and continuous development of expensive new technologies and therapy concepts.

As a result, costs are increasing sharply for R & D budgets and for design and implementation of the NDA (“new drug application”) compliant large scale manufacturing processes and equipment needed to reduce the time to market and assure readiness to distribute promptly after a new drug’s approval.

To achieve desired target returns on risk capital employed, successful pharma companies are increasingly focusing on these critical “core” activities and transferring capital and labour intensive non-core activities and non-core assets to partners with the necessary optimization capabilities.

Our alliance relationships in the finance and investment communities help us facilitate innovative finance solutions that not only can help re-organise a customer’s asset base with resulting improvements to the Balance Sheet, but also permit concurrent identification and deployment of business performance improvement measures (using GATS diagnostic tools) that increase financial returns separately and create added measurable competitive advantage.