20102010 - Consumer Goods

CONSULTANTSERVICESCHARTTECHNOLOGY

SOLUTIONS GUIDEA RESOURCE SUPPLEMENT TO CGT MAGAZINE

PLUS: Industry thought leadersshare trends and recent successstories in roundtable format.

A C O M P R E H E N S I V E L I S T I N G O F

C O N S U LTA N C I E S S E RV I N G T H E

C O N S U M E R G O O D S I N D U S T RY

20102010SPONSORED BY:

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28 CGT | SEPTEMBER 2010 | CONSUMERGOODS.COM

1What new trends are youseeing in the CG industry?What areas are your cus-tomers focused on themost?

FORHEZ: Perhaps not new, but innovationcontinues to be the big thing as companiesstrive to create a meaningful point of differ-ence for longstanding and new brands, spending millions on research and productdevelopment. The key, however, is a contin-uous focus on what consumers are saying bycapturing need states and even involvingthem in product design and development.

Second, with an imperative for strict mar-gin management, CFOs are now weighing inwith CMOs to ensure that trade promotiondollars are being spent more effectively. Asa result, TPM is now recognized as not onlya budgeting and accounting exercise, but asa way to optimize trade promotion invest-ments over short- and long-term horizons.This is driving a need and search for the incor-

poration of advanced analytics in new soft-ware offerings, and even more rigor and train-ing in applying better business judgment.The big question; do we have to build anentirely new platform, or can we look forincremental solutions that are hosted andthereby easier and quicker to implement?Cloud computing and Software-as-a-Service(SaaS) models could very well enable the nextgeneration of trade promotion optimization.

Last, just when we thought we had heardenough about product safety, yet anotherrecall, this time a national outbreak of salmo-nella in egg pr oduction, has everyonebuzzing. The answers, beyond tighter gov-ernment regulation, lie in the deploymentof master data management and traceabilitysolutions, both of which have matured overthe last several years. Combined with solidprocess improvement plans to avoid suchbreakdowns in the first place, these systemswill make it possible to quickly call productback anywhere in the supply chain with theleast harm to consumers, retailers, suppliersand shareholders.

TECHNOLOGYSOLUTIONS GUIDE

CONSULTANT SERVICES 2010

Experts from Accenture, Cognizant, Deloitte Consulting, Digital Tempus,

HCL Technologies, Tata Consultancy Services and Wipro share insight

on the business and technology challenges and trends that consumer

goods (CG) companies face today. Read on for their expertise on the

impact of emerging technologies, big areas of investment and recent

customer success stories.

RAVI SANKAR

Practice Director, Solutions, CPG, Food and Beverages and QSRHCL Technologies

MICHAEL FORHEZ

Director of Business Solutions, Consumer MarketsTata Consultancy Services

JOHN ROSSI

Head of CPG Consulting, Business Advisory ServicesWipro Limited

R O U N D TA B L E PA R T I C I PA N T S

JEFF HARTIGAN

Industry Director, North America CG & ServicesAccenture

STEVEN SKINNER

Vice President, Cognizant Business Consulting, Retail, CG, and Hospitality Practice LeaderCognizant

ALAN LANGHALS

Principal, U.S. Consumer Products Industry Technology Practice LeadDeloitte Consulting LLP

PAUL STRZELEC

Founding Principal and CEODigital Tempus Inc.

The CONSULTANT& The

CG MARKETThe CONSULTANT& The

CG MARKET

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significant benefits for many organizationsthrough lower working capital investmentrequirements, more efficient use of market-ing and trade funding, and a more nimblereaction to retailer pressures.

Identification and management offood/product risks is becoming a Board leveldiscussion. An increase in high-profile prod-uct recalls and food contamination has raisedthe bar on quality and compliance across thesupply chain and product lifecycle process.

ROSSI: Wipro is seeing the following majortrends:1. The focus is on the consumer, more than the

traditional customer/retailer. Social media,direct-to-consumer initiatives and consumerinsights are created to better understandconsumer needs. The industry now realizesthat social media can be monetized in anumber of ways having a major positiveimpact on customer and consumer relation-ships. The need to “Protect the Brand“ isparamount now more than ever given the

multitude of ways the consumer can reachthe CPG company and vice versa.

2. Globalization and the demand in emerg-ing markets have led to a definite trendtoward providing manufacturing systemsroll out and integration with business appli-cations, like ERP, to address the needs oflocations. In fact, the “flat world” has notflattened the unique localization needs andpreferences of local customers in the globalworld. Hence, “nurturing innovation”would play a big and differentiating role.

3. CPG companies are evolving to outsourc-ing models for IT and business functions.This evolution is being driven for many por-tions of the company, including IT, analyt-ics and insights, finance functions, traveldepartments and purchasing. Some are con-sidering major portions of the supply chainas it’s a natural extension for the many whohave outsourced their logistics functionsyears ago. This is a definite way of smartly“enhancing reach“ in an optimal way.Last but not least, CPG companies ar e

HARTIGAN: The roles played by the manu-facturer, retailer and consumer in the CGvalue chain are going through a fundamen-tal redefinition. This is being enabled by the widespr ead adoption and incr eased maturity of digital marketing and mobilecapabilities and further supported by theemergence of advanced predictive analyticcapabilities. Manufacturers now have the abil-ity to more deeply understand the expecta-tions and buying habits of individualconsumers and develop mass personalizedrelationships — without r etailers having to serve as the agents. These relationships are evolving into a tremendous advantagefor manufacturers that can and are beingexploited to help drive everything from newproduct innovation to marketing strategiesto supply chain optimization.

Our clients are recognizing the tremen-dous opportunity that this shift presents tothem. As such, we are seeing them focus onthe capabilities and technologies that bringthem closer to the consumer. Digital market-ing platforms, Web analytics, social mediaprograms, virtual merchandising and pre-dictive analytics are ways in which we helpour clients improve business performancethrough consumer connections and more tar-geted value propositions.

LANGHALS: Economic challenges from therecession have created a “cash as king” men-tality among CG companies. Organizationsare focusing on return on capital (ROC) effi-ciency and effectiveness. Input costs, prod-uct safety and de-stocking of retail has forcedmany CG manufacturers to make tough deci-sions around their asset footprint, productbuild and product flow on a global basis.Product portfolio decisions to maintain shelfshare while continuing to invest in growthprograms and innovation continue to chal-lenge many organizations.

Globalization and the search for emerginggrowth markets have caused synchronizationof demand signals across the value chain toemerge as a top-of-mind item. The improve-ment of information flow across the valuechain and ther efore the ability to shapedemand, plan global product sourcing anddrive local market penetration are creating




“The roles played by the manufacturer, retailer and consumer in the CG value chain are going through a fundamental redefinition.” —JEFF HARTIGAN, ACCENTURE

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We are also seeing a renewed focus on tal-ent development, especially considering theincreased attention to portfolio and predic-tive analytics in the process.

2 What single project haveyou done in the last yearthat has had the biggest(positive) financial impacton a customer’s business?

FORHEZ: For a leading CG company, TCS inte-grated multiple marketing and customer serv-ice channels to enable a single view of theconsumer. This “one version of the truth” solu-tion has enhanced the marketing and CRMprocesses of our client, making it possible toreach significantly more consumers via mul-tiple channels, including with mobile devices,the Web, a call center and in-store promotion.

The result has been increased, and sus-tained, revenue and market share for boththe supplier and their trading partners.Consumers, too, have been delighted withthis program of personalization as evidencedby higher loyalty rates for core brands andincreased trial and repeat for new entries.

HARTIGAN: Certainly our collaboration withP&G to provide global-scale, business-criti-cal front office services is one example that iscreating a lot of value. P&G saw demand fordigital marketing services from its brand teamsgrow so fast that the comp any needed toincrease the implementation capacity of itsinteractive production managers. In response,Accenture is supplying a team that worksdirectly with P&G to manage the interactiveproduction manager services in an integratedand consistent manner on a global scale. Theresourcing model, leveraging Accenture’sGlobal Delivery Network, and stringent per-

sumer. IT-enabled product developmentand design solutions (e.g., PLM) will see anuptick. The need for incr eased supplyresponsiveness will drive demand-drivensupply networks and leverage new Cloudtechnologies to access r eal-time data toimprove on-shelf product availability atlower cost. Consumer-oriented predictiveanalytics will improve consumer targetingand optimize promotions.

STRZELEC: With increased volatility result-ing from the global economic downturn,clearly the impact of market dynamics onbusiness performance and the ability to moreaccurately develop an outlook for the busi -ness are top of mind for most companies. Wethink most industries have moved beyondstabilizing their businesses and have shiftedto a “Planning for Growth” mindset.

With this mindset, several leading com-panies are now focused on returning to agrowth trajectory by targeting opportunitieswithin segments of their portfolios and investing in capabilities that help addressself-inflicted complexities in their strategiesand operating models. This more targetedapproach has required increasing analyticalcapabilities to identify patterns that are emerg-ing in sub-segments of the business, includ-ing analysis of customer-level patterns andperformance. This deeper understanding ofdynamics and segmented opportunities ishelping companies refine their strategies andpractices, including setting targets and deliv-ering on performance expectations.



looking at partners who would have theexpertise and experience to bring in best prac-tices from IT and business process. The part-ner who could successfully demonstrate thisproactively would be the one to earn the roleof a trusted advisor.

SANKAR: We are seeing customers lookingfor leading-edge technology — first in areaswhere they can cut costs leveraging new tech-nology, then in areas that can give them com-petitive advantage. Some of these areas includemobility, applications on the cloud and socialanalytics. However, the key focus area wasstill cost reduction, especially witnessed in amultiplicity of outsourcing activities. In thefood and foodservice industries we are seeingconcerns about traceability but reluctance toinvest due to the feeling that they may notneed to be ”compliant” till next year. Very feworganizations are looking at implementingtraceability as a brand protection initiative.

In 2010, we are still seeing organizationsspend significant money on traditional ITinvestments like ERP consolidation as wellas levering the investments made in tools forbusiness analytics and intelligence.

SKINNER: IT spending will increase to sup-port innovation. The economic downturnreduced overall consumer and corporatespend, however social media and the desirefor consumers to conduct significant prod-uct research via the Internet blossomed. Theresult: Corporations changed consumer andproduct research strategies to ensure ongo-ing product and marketing program rele-vance thr ough social media interaction.Therefore, a primary driver of incr easedspend will be the need to integrate socialmedia outreach with product developmentprocesses and systems as well as corporatemarketing programs and systems.

Other investments will happen at threelevels — product, product supply and con-

“In 2010, we are still seeing organizations spend significant money on traditional IT investments as well asleveraging the investments made in tools for businessanalytics and intelligence. —RAVI SANKAR, HCL TECHNOLOGIES

“Several leading companies are now focused on returningto a growth trajectory by targeting opportunities withinsegments of their portfolios...”—PAUL STRZELEC, DIGITAL TEMPUS


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cially sub-daily planning capabilities. Theirexisting platform was not designed with these needs in place, so they reached out toa number of firms to help. Wipro was selectedto assist in the solution, and one main reasonwas our deep domain expertise in their issues.

The CIO needed to help the companyimprove or der fulfillments and managedemand, especially during sales fluctuations.They identified the need for a simpler pro-duction planning system that would operateacross all its bakeries. This client is a food andbeverage company with operations in Europe.Its products are available in all the majorsupermarkets. They are also a major user ofSAP enterprise resource planning applica-tions, and selected Wipro Technologies todevelop the production planning system.

The Wipro Sub-Daily Production Planningand Scheduling (iSDPS) system was integratedinto operations and is now being used for short-term production planning. The system willenable the company to improve the use of itsproduction processes and staff. Our client hasmore than 5,000 staff across 14 manufactur-ing operations and 15 distribution centers.

SANKAR: The single project with the high-est impact on customer business was with DrPepper Snapple Group (DPSG). HCLinvestedin a Business Aligned IT approach, whichfocused on aligning various components ofIT with business processes, which is beingleveraged by the Applications Support teamfor creating value directly to the business.

At the executive level, HCL domainexperts acted as delivery heads and inter-acted with the DPSG business partner organization on industry best practices andapproaches, while at the operational level,HCL Service Delivery Managers providedend-to-end support.

To help DPSG IT navigate this challenge,HCL first mapped business processes via itsEnterprise Discovery Framework alongsideformalized KPIs and pr ocess cycle-timereduction goals for each area.

HCLis implementing its Co-creating Valueportal — a proven method for capturing andaggregating improvement suggestions thatfosters innovation and “democratizes valuecreation” across its talent pool.

SKINNER: Shopper brand abandonment forlower prices is a misnomer. Power brands arealways power brands and a consumer bas-ket staple. Specific customer segments (babyboomers and emerging elders) remain brandloyal. Our research indicates Generation Xand Y have different loyalty patterns thantheir parents. If they don’t perceive value for

sonnel requirements, have increased efficien-cies, reduced costs, and helped gr ow andadapt the services to support additional brandteams over time. Accenture is now managingimplementation of 65 digital marketing pro-grams and offers support in seven languages.And P&G has a high-quality, globally consis-tent digital marketing capability.

We have begun to manage other global,commercial services beyond common corpo-rate functions such as HR and finance forother clients as well. By extending servicesinto the front office, we help clients improveboth the quality and cost of critical processesat a crucial time, so this level of support is awin/win situation.

LANGHALS: Deloitte Consulting LLP deliv-ered a business transformation project for aglobal manufacturer of diversified brand-name products. The project was driven by thedivestiture of one business and a desire toimprove performance and position the com-pany for long-term growth and profitabilityin another. Deloitte Consulting focused onkey processes and systems components tosimplify the business while cutting operatingcosts, improving data quality and accessibil-ity and implementing required controls. Theproject has delivered significant operationalimprovements in the areas of supply chain,trade spend ef fectiveness and inventoryinvestments. Benefits have been estimated tobe in excess of $100 million in the first year ofoperation, while creating a platform for con-tinued improvements and company growth.

ROSSI: Wipro’s entire model is based aroundquantifiable benefits for our clients. Everyaction is based upon the principals of assisting clients in “Protecting their Brand,Enhancing their Reach, and NurturingInnovation”. One of our recent highest-impactengagements was with a CPG company whoneeded deeper demand management, espe-



“Shopper brand abandonment for lower prices is a misnomer. Power brands are always power brands and a consumer market staple. —STEVEN SKINNER, COGNIZANT


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social media advertising and marketing com-munications as they connect — or not — witha target audience. Consumers are asking formore information about product usage andefficacy, where they can find what they arelooking for, and what they might expect, orbe willing, to pay for it. These consumers —now your best or worst advocates, depend-ing on how they are acknowledged — canand will share with their cohort their personalexperiences. Marketers ignore this dynamicat their own peril.

With social media, it is both possible andnecessary to take action on the insights pro-vided directly by consumers, whether by indi-vidual household or within tight networks.

HARTIGAN: Our clients see the possibilitiesfor these technologies to enable their directrelationship with the consumer and funda-mentally change IT’s value to the enterprise.Clients are excited about leveraging these tech-nologies to move IT out of the back office, intothe front office and help them connect directlywith the consumer. A great example for thiscomes from our Accenture Technology Labs.Our engineers developed a solution to gen -erate alerts when references to a company orits products are posted on social networks.Marketers can quickly diffuse poor feedbackand communicate positive feedback — a greatway of influencing the market when it isbecoming harder to get your message heardclearly. We are also working with clients ondigital merchandising programs to test 3Dvirtual planograms of shelf displays and pack-aging options. This will fundamentally changethe way CPG companies test and launch newproducts and merchandising strategies.

It is important to remember, however, thattechnology for technology’s sake does notcreate business value. Focused strategies thatengage the consumer and channel partnersin fundamentally new ways to create valuefor the consumer and competitive advantageis the end game.

LANGHALS: Enabled by new informationtechnologies, consumers and retailers havereal-time access to an abundance of informa-tion, insight and analysis, giving them anunprecedented arsenal to help make buyingdecisions. Further, conversation with con-

resources tapping into the intelligence as theydo planners, which is a testament to the qual-ity of the analysis and planning capabilitiesthat the team developed.

3 Are customers askingabout initiatives thatrelate directly to advancesin technology, like mobil-ity, social media or Cloud

Computing, rather than businessprocess-driven improvements?

FORHEZ: Let’s pick one, addressing socialmedia. In conversations we are having withclients, they are starting to see that it’s notjust about the message. It’s equally about thelistening. In the early ages of mass media, con-sumers had little choice but to passively listento a marketer’s commercial point-of-view. Withsocial media and social networking in a classby themselves, just retrofitting old media tac-tics to this new age medium won’t do.

In the world of social media the collectedvoices of the consumer ar e voluminous,nuanced and diverse. The question we hear

most often from marketers then, is how arethey going collect, collate and interpret themillions of conversations generated fromblogs, posts on social networks, call centersand mentions in traditional broadcast media?

Listening to consumers, really listening,is critical to creating a lasting relationshipwith implications for the entire enterprise,including R&D, Customer Services, PR andafter-sales support. Listening can help man-ufacturers understand not just what con -sumers think about their brands, but whatthey are saying about the entire category,including competitors.

With a technology-driven “listening plat-form” CPGs can gage the effectiveness of their




their product, they’re more likely to abandonbrands for new brands.

CG companies can use numer ousapproaches to drive shoppers toward theirbrands after shopper “brand-switching.”Targeted promotions drive shoppers back.Shopper data to segment and target loyal (oronce loyal) customers is effective. Optimizingpromotion spend through consistent ROIfocus works. Point-of-sale data is availableto analyze promotion effectiveness, cannibal-ization and lift. This insight improves pro-motion planning, optimizes spend andensures loyal customers stay loyal.

Trade promotion solutions focus on pro-motion planning and execution. Adding post-promotion analytics and integrating insightinto the planning process will further improveshopper brand affinity.

STRZELEC: There are a few major transfor-mational initiatives that come to mind, but onecontinues to set the benchmark for perform-ance and value. We helped a multi-billion dol-lar manufactur er r efocus their planningcapabilities on growth opportunities and sus-tain a 25 percentage point improvement inforecast accuracy. The company operates in

nearly every country around the world andhas a fairly complex portfolio of products andcustomers. By implementing a new demand-driven strategy and operating model, the com-pany has improved customer service whilesignificantly reducing cash tied up in inven-tory, including a significant and sustainedreduction of non-productive inventory.

As background, this is a company that hadthe fundamentals of Sales and OperationsPlanning (S&OP) up and running, but reallyhad some structural issues in terms of howthey were approaching planning. The com-pany was missing insightful content thatwould focus the team on the most importantdecisions. Today, they have as many financial

“With social media, it is both possible and necessary to take action on the insights provided directly by consumers...” —MICHAEL FORHEZ, TATA CONSULTANCY SERVICES

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For shoppers that opt in, brand manufactur-ers should work with r etailers to delivercoupons, product information and compar-isons directly to smartphones that bring therichness of the Internet to the store.

This space is fast evolving. It’s presump-tuous to suggest best practices. Suffice it to saythat Millenials thrive in the digital space. Ourpoint of view is that brand manufacturers mustinvest innovation dollars in the mobile spaceto retain future shopper credibility.

STRZELEC: We are experiencing somewhatof a mixed market related to technology-driven initiatives. There are companies thathave made, and continue to make, significantinvestments in installed capabilities. Typicallythese companies have been through a tem-plate-based approach to implementation, orhave had initiatives driven by one set of stake-holders without full alignment of the organ-ization behind the opportunity. Today, it ismore about the application of technology,combining cross-functional expertise withdeep system knowledge to drive improvedbusiness results in areas related to technol-ogy investments (e.g. connecting externaldata with CRM and enterprise planning capa-bilities in an integrated model).

We are also working with companies thatare exploring the latest advances in technol-ogy in a pragmatic way — thinking throughthe long-term viability of their current plat-forms and finding new ways to connect exter-nal capabilities and talent to develop andsustain critical proficiencies that drive results.Specifically, our customers are interested inleveraging managed services, working withour team to analyze complex data anddevelop insights, especially in the area of port-folio and pr edictive analytics. This newapproach to strategic and operational plan-ning is reducing operating complexity, andmost importantly, driving substantial resultsfor our customers.

12 months behind mobility. Cloud is driven bythe IT group, whereas social media is drivenfrom a business perspective. Mobility is beingdriven by both IT and the business.

Companies are beginning to incubate andpilot Cloud Computing initiatives and theearly results are promising. Scalability andnative applications will assist in the process,but both areas are just beginning to be wide-spread tested. We believe it will have provenbusiness benefits within the next few years.

SANKAR: The answer is yes, quite a bit.However, the investment money is only sanc-tioned if the initiative can either “crush costs”or “grow sales”. In the last year, we are seeingsome CIOs taking higher risks around IT-spe-cific areas where Cloud Computing enablesthe IT organization to “outsource” non-criti-cal applications and infrastructure — this isbeing done to increase the time being spentby IT folks with the business.

SKINNER: Our research indicates shoppersare clamoring for in-store product-centricmarketing efforts in collaboration with retail-

ers. The emerging practice is to make the storeshopping experience as rich and interactiveas the online experience. Shoppers want prod-uct comparison and social media available tothem inside the store. Generation Y especiallywants to know how their peers feel aboutproducts prior to purchase.

To address this practice, retailers and brandmanufacturers must embrace direct prod-uct information content delivery “in context.”




sumers are becoming both multi-modal andmulti-channel, meaning the consumer isleveraging traditional and social media chan-nels to researching, purchase and obtain serv-ice for consumer products.

But many companies are finding that theircurrent-state information environments arenot sufficient to produce the rapid insightneeded to keep pace with their customers andto make informed decisions. At the same time,new technologies are providing a voice and avenue for anyone with something to say, allow-ing individual consumers to shape reputationsof consumer companies and their products.

In response, consumer products compa-nies are working to employ more architec-tural flexibility and solution responsivenessinto their IT arsenal. SaaS solutions are mak-ing tremendous advances in value-add areassuch as point of sale, product traceability sup-port and even marketing investment man-agement. Offerings that address social mediaand advanced consumer technologies aregrabbing a disproportional level of CG tech-nology investments than in the recent past.

ROSSI: CPG companies are interested in mobil-ity, social media and Cloud Computing, andwe believe it’s at a tipping point. Monetizingthese initiatives as well as global scalability iscritical for the industry. We are absolutely see-ing substantial business benefits in the areasof social media and mobility. CPG companieswant end-to-end solutions from the strategy,

to the operationalizing and execution of theinitiatives including technology enablement.Most are asking us to extend this not only totheir customers (the retailer) but also to theirdistributors and consumers. This philosophi-cal shift is providing them risk mitigation andhelping them better control their destinies.

On Cloud Computing and from a moneti-zation perspective, it seems to be about 12months behind social media, which was about

“SaaS solutions are making tremendous advances invalue-add areas such as point of sale; product traceabilitysupport and even marketing investment management.”

—ALAN LANGHALS, DELOITTE CONSULTING LLP

“Companies are beginning to incubate and pilot CloudComputing initiatives and the early results are promising.”—JOHN ROSSI, WIPRO

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COMPANY NAME/WEB SITE KEY CG CLIENTSNO. OF CG MARKET DEDICATEDCONSULTANTS (GLOBAL; DOMESTIC)

KEY TECHNOLOGYPARTNERSHIPS

Accenturewww.accenture.com/foundationsforsuccess(SEE AD ON PAGE 29)

• Group Danone

• Procter & Gamble

• Unilever

• CG specific figures not available.Accenture has more than 190,000 people serving clients in more than 120 countries.

• Accenture has forged close relationships with technology vendors in the consumer goodsspace, including Microsoft, Oracle, SAP and Siebel.

ArchPoint Consulting www.archpointgroup.com • N/A • 20; 19 • MEI

Booz & Company www.booz.com

• Campbell SoupCompany

• Dannon

• Kraft Foods

• 600+; 400+• CAS

• DemandTec

• M-Factor

Capgemini www.capgemini.com

• Coca-Cola/Coca-ColaEnterprises

• Kraft Foods

• Unilever

• 4,000+; 800+• JDA

• Oracle

• SAP

Clarkston Consulting www.clarkstonconsulting.com

• Church & Dwight

• Mars Inc.

• R.J. Reynolds• 200 Globally

• CAS

• Oracle

• SAP

Cognizant www.Cognizant.com(SEE AD ON PAGE 31)

• Cannot disclose as per our corporate policy • 1,800+; 550+

• SAP

• Teradata

• Microstrategy

CSC – Computer SciencesCorporation www.csc.com


• Estée Lauder

• Kroger• 7,500; 3,000

• Oracle

• SAP

• Raymark

Deloitte Consulting LLP www.Deloitte.com(SEE AD ON PAGE 2)

• SC Johnson

• Land O’Lakes

• Constellation Brands• 3,000; 1,800

• SAP

• Oracle

• Salesforce.com

Diamond Management &Technology Consultants Inc. http://www.diamondconsultants.com

• As a matter of publicrecord, Diamond’s 2010Form 10-K lists DelMonte, Kraft Foods, and PepsiAmericas

• approx. 140; approx. 120• IBM

• Oracle

• SAS

Digital Tempus Inc. www.digitaltempus.com(SEE AD ON PAGE 39)

• Church & Dwight

• DuPont

• McCormick & Co.• 22; 14

Independent perspective – collaborative, but no commercial partnerships


CONSULTANT SERVICES CHART


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• AREAS OF EXPERTISE (LIST IS NOT ALL- INCLUSIVE)

• STRONGEST AREA OF EXPERTISERECENT PROJECT SUCCESS KEY DIFFERENTIATOR

• Customer Management, ERP, NPDI, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing, Sales& Marketing, Demand Planning, Finance, Mergers & Acquisitions

• Management Consulting, Technology Services, Outsourcing

Acted as the execution arm of P&G’s digi-tal marketing strategy teams; launchingand managing all digital marketing cam-paigns and activities for P&G’s brands

Enable sustained capabilities throughtechnology; optimize supply chainand cost structures; offer strategiesfor accelerating growth and success

• Customer Management, NPDI, Strategic Business Consulting, Outsourcing

• Strategic Business Consulting

Worked with jewelry manufacturer tochange approach to customer manage-ment/intimacy; Delivered growth withexisting customer base in excess of 50%

Approach to working with clients isbased on four core principles –collaboration, best practices, disci-plined approach and execution focus

• Customer Management, NPDI, Strategic Business Consulting, Technology Integration, Outsourcing

• Customer Management

Booz & Company is currently assisting a leading CG company in the redesign of its sales planning/reporting processesand systems.

Booz & Company has significantexperience and expertise in all majorCG areas and has a reputation forexceptionally high client satisfaction.

• Customer Management, ERP, NPDI, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing, Other

• Supply Chain

Recently helped a luxury goods producertransform its supply chain planning andfulfillment operations and technology,driving significant benefits

Capgemini provides consulting, technology and outsourcing servicesthat enable its CG clients to transformand perform through technologies.

• Customer Management, ERP, NPDI, Supply Chain, Strategic Business Consulting, Technology Integration

• TPM, Supply Chain, ERP

For global food manufacturer, con-structed a business case, re-designedsales processes, created change man-agement approach and managed TPM

With a targeted CP focus and deepbusiness/technical expertise,Clarkston offers an unyielding commitment to its clients’ success.

• Customer Management, ERP, NPDI, Supply Chain, Strategic Business Consulting, Technology Integration,Outsourcing, E-Commerce

• Supply Chain/S&OP, Trade Performance Management (TPM)

Reengineered a cheese manufacturer’sTPM processes to more effectively manage trade effectiveness delivering a fatter top line and better margins

Client-first mindset and acute globalawareness help us deliver tightly inte-grated, cost-effective offerings acrossthe spectrum, tailored to each client

• Customer Management, ERP, NPDI, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing

• Infrastructure/Application Outsourcing

Worked with multi-billion dollar globalcosmetic company to build and connecta common IT infrastructure and supportsystem to fuel expansion and growth

CSC is utilizing IT software and services (such as ERP, mobility andBI) to transform CG companies anddrive business value.

• Customer Management, ERP, NPDI, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing,Mergers & Acquisition, Finance Transformation, Security & Tax

• Customer Mgmt., Supply Chain, ERP Implementation

Creation of new global operating capa-bilities for a leading beverage companythat leveraged new ERP and best ofbreed technologies

Helps solve complex business issuesthrough blend of strategy and opera-tions, human capital and technologyservices: Delivers total client value

• Customer Management, ERP, NPDI, Supply Chain,Strategic Business Consulting, Technology Integration

• Technology Integration, Technology Strategy andArchitecture, Supply Chain, MDM, Information Advantage

Diamond has helped a $50B CPG com-pany develop and execute global masterdata and global data synchronizationstrategies.

Diamond works at the intersection of business and technology, helpingCPG companies achieve their goalsfrom strategy through execution.

• Customer Management, NPDI, Supply Chain, Strategic BusinessConsulting, Technology Integration, Portfolio Analysis

• Process expertise, strategic insight and talent development tohelp improve strategic and operational planning capabilities

Analyzed item and customer-leveldynamics for a $3B CG company toincrease the efficiency and effectivenessof the company’s planning process

Leveraged expertise in portfolio andplanning using Digital Tempus toestablish a fact-based review of per-formance improvement opportunities

CONSUMERGOODS.COM | SEPTEMBER 2010 | CGT 41

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enVista www.envistacorp.com

• Bradshaw

• Hershey Foods

• Vera Bradley• 115; 85

• Manhattan Associates

• Microsoft

• RedPrairie

HCL Technologies www.hcltech.com(SEE AD ON PAGE 33)

• Dr Pepper SnappleGroup

• U.S. Foodservice

• Fonterra

• 800-1,000; 200-300• SAP

• Oracle

• Microsoft

Hitachi Consulting www.hitachiconsulting.com

• Bonipak

• Mary Kay

• Tyson• 100 Domestically

• Microsoft

• SAP

• Oracle

HP www.hp.com

• Kraft Foods


• Sara Lee

• HP has approximately 304,000 employees worldwide. HP does notbreak out number of employees byindustry or region.

• Microsoft

• Oracle

• SAP

Infosys Technologies Ltd. www.infosys.com

• Diageo

• Kraft Foods

• Procter & Gamble• 2,000; 600

• SAP

• Oracle

• Microsoft

K2 Professional Services www.k2professionals.com

• Coca-Cola

• McCormick & Co.

• Newell Rubbermaid• 60; 50 • APO

Kalypsowww.kalypso.com

• Food/beverage, fragrance/beauty care,household products,manufacturers, personalcare, retail and apparel

• 80; 70• Dassault Systèmes

• Oracle

• PTC

KODAK Solutions forBusiness www.kodak.com/go/marketing

• N/A • 12 Domestically

• Micros PLM Solutions

• Aprimo Enterprise MarketingSoftware

• Oracle

Kurt Salmon Associates www.kurtsalmon.com

• Delhaize

• HEB

• PetSmart• 350; 250

• Manhattan Associates

• JDA

• Oracle

Linx/AS LLC www.linxas.com

• Diageo

• Kellogg Company

• Scotts Miracle-GroCompany

• 75; 53• HP

• Microsoft

• SAP




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• Customer Management, ERP, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing

• Supply Chain (Process and Technology Implementation)

enVista is currently delivering excep-tional results for a large paper productsmanufacturer and distributor aroundtechnology and network optimization.

Largest dedicated supply chain con-sulting firm in N.A.; deliver innovativeconsulting, and operations services –from source to consumption


• Outsourcing, Enterprise Applications, InfrastructureManagement, Engineering Services, BPO

Partnering with multi-billion CPG com-pany to tackle both strategic manage-ment issues, day-to-day IT Infrastructureand application systems problems

Domain experts act as delivery headsand interact with client business partners on industry best practices:End-to-end incident management

• Customer Management, ERP, NPDI, Supply Chain, Strategic Business Consulting, Technology Integration

• Technology Integration, Supply Chain, Customer Management

Implemented the full SAP suite at a largefood distributor, creating measurablecost improvements while incorporatingbusiness process re-engineering

Building the Market ResponsiveCompany framework helps companiesrespond quickly to external conditionsthat impact their businesses.

• Customer Management, ERP, NPDI, Supply Chain, Technology Integration, Outsourcing

• Outsourcing

HP is delivering Data Center, End Userand Managed Print Services to Sara LeeNorth America and Sara LeeInternational.

Helps CG manufacturers produce out-comes that matter across value chain:HQ/enterprise, demand planning/analytics and supply chain/operations


• Strategic Business Consulting, ERP, Outsourcing

For a leading CG company, successfullydelivered large scale global integrationof an acquired company across the company’s value chain

A winning combination of businesstransformation, innovation andshared services in the areas of digitalconsumers, analytics and ERP

• ERP, Supply Chain, Strategic Business Consulting, Technology Integration, Outsourcing

• Supply Chain Technology Implementation

Worked with leading CP manufacturer to improve statistical forecasting and getcontrol of safety stock planning usingrecently implemented SAP SCM suite

Blend planning knowhow with APOconfiguration expertise to help clientsget better results from SAP SCM suiteof forecasting and planning tools

• NPDI, Strategic Business Consulting, Technology Integration

• Innovation/New Product Development & Introduction

Leading food manufacturer implementedglobal specification management in 13weeks with Kalypso’s PLM Vivo; reducedcycle time and improved productivity

As an industry leader in PLM implementation, Kalypso’s PLM Vivomethodology helps reduce imple-mentation time, investment and risk.

• Customer Management, NPDI, Supply Chain, Strategic Business Consulting, Technology Integration

• Innovation/New Product Development

Major CPG company: increased competi-tiveness, market responsiveness bystreamlining product introductions,relaunches in product lines worth $1B

Market, manage, protect and growbrands with capabilities/technologies;deliver speed to market, operationalefficiency, increased profitability

• Customer Management, ERP, NPDI, Supply Chain, Strategic Business Consulting

• Supply Chain

KSA coordinated the integration of thesupply chain processes and technologyof two U.S. brands of a major globalgrocery retailer.

Deep retail/wholesale expertisedeveloped over 75 years of consult-ing services to the CG industry, linking systems and processes

• NPDI, Supply Chain, Technology Integration, Product Lifecycle Management; Product Compliance

• Product Lifecycle Management (includes components of NPDI)

Optimized new product developmentprocesses, SAP recipe development sys-tems, master product data/specificationsfor global premium beverages company

At Linx/AS, PLM is its expertise:Optimizes SAP to streamline productdevelopment, lower TCO and achievemore profitable operations


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MindTree Ltd. www.mindtree.com


• PepsiCo

• Unilever• 500; 40

• Microsoft

• IBM

• SAP

NineSigma Inc. www.ninesigma.com

• Kraft Foods

• Kimberly-Clark

• Schick• N/A • N/A

On-Point Group — OPG www.on-pointgroup.com

• Alberto-Culver

• Bush Brothers

• Johnson & Johnson• 6; 6 • Accenture Supply Chain

Academy

Perficient Incwww.perficient.com

• Hershey Foods

• JM Smucker Company

• Warner Bros.• 50; 40

• Oracle

• MEI

Precima www.precima.com • Confidential • 5 Domestically

• DemandTec

• Epsilon

PRTM www.prtm.com

• Alberto-Culver

• ConAgra Foods

• Elizabeth Arden• ~ 200; ~ 150

Have positive working relationshipswith vendors (SAP, Oracle, i2, etc.)“vendor agnostic” approach: Notfinancially tied to specific vendors

Mahindra Satyam www.mahindrasatyam.com

• Frozen food company,snack food company,home care and personalcare companies

• 1,600; 400• JDA

• Oracle

• SAP

Tata Consultancy Serviceswww.tcs.com(SEE AD ON PAGE 35)

• Clients confidential

• TCS has over 3,500 consultants acrossthe globe working for the CP industry,with more than 1,000 consultants in theU.S. dedicated to this vertical.

• Software Partners: SAP, Oracle, JDA; Hardware Partners: IBM, HP, Oracle

TranSystems www.transystems.com

• Kraft Foods

• Newell Rubbermaid

• SC Johnson • 100+; 100+

• TranSystems does not have commercial agreements with technology providers.

Venture2 Inc. www.venture2.net

• GlaxoSmithKlineConsumer Healthcare

• Kraft Foods


• 6; 4• Enrich Portfolio Systems

• Napkin Labs

• Oval Ideas

Wipro Technologieswww.wipro.com(SEE AD ON PAGE 37)

• British AmericanTobacco

• Kellogg Company

• Foster’s

• 2,500; 300• GE-Intelligent Platforms (IP)

• Oracle

• SAP






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• Customer Management, ERP, Supply Chain, StrategicBusiness Consulting, Technology Integration, Outsourcing,Digital Marketing, Analytics

• TPM, Analytics, Supply Chain Management, MES

Business transformation program ondigital marketing for Fortune 100 CGcompany: Helped standardize the Webplatform across 400 sites reducing TCO

End-to-end IT experience across theextended value chain, frameworks on TPM, digital marketing, mobile,analytics to reduce time-to-market

• NPDI, Technology Integration

• NineSigma has completed more than 1,700 projects in openinnovation, connecting technology/knowledge seekers withsolution providers.

NineSigma helped a consumer goodscompany find new, low-VOC adhesivesto bond a wide variety of material combi-nations for an apparel application.

Unparalleled access to best-in-classsolution providers within CG market:Business/technology intelligenceuses public/non-public domain info.

• Supply Chain, Strategic Business Consulting, Education

• Demand-driven Process Design, S&OP Implementation,Education in Supply Chain Management Principles, Inventory Modeling using Simulation – ISMbyOPG

Major U.S. CPG company: Designed customized educational program; OEEincreased by 20%, throughput increasedto handle double digit growth and more

Use proven Cultural Change processto bring true cross-functional collabo-ration into reality within the enter-prise and its customers/suppliers

• Customer Management, Supply Chain, Strategic BusinessConsulting, Technology Integration, Change Management

Recently enabled a closed-loop tradepromotion solution that relied on predictive trade planning for a leadingfood manufacturer

Developed proprietary implementa-tion accelerators: Clients recognizequicker ROI implementing technologyand business process solutions

• Customer Management, Strategic Business Consulting

• Shopper Marketing

Precima helped a leading food manufacturer develop a consumer loyalty strategy and a model for retailercollaboration on shopper insights.

Helps manufacturers understandwhat shoppers are putting in theirshopping bags, the reasons for theirbehavior, and what to do about it

• Customer Management, ERP, NPDI, Supply Chain, Strategic Business Consulting

• Innovation/New Product Development & Introduction, Supply Chain, Strategic Business Consulting

“Growth through Innovation” strategyfor a multi-billion dollar food company,delivered 7% incremental revenuegrowth with flat R&D spend

Combination of CG depth, cross-industry best practice knowledge,hands-on approach drive strategiesinto real top- and bottom-line results


• ERP implementation, Supply Chain, Technology Integration

Europe’s leading frozen food manufac-turer: Business transformation with fulllifecycle of enterprise IT (SAP ECC 6.0); 2 phased rollouts in 8 European countries

Deliver business transformation,value realization based initiativesacross core and support processareas with delivery excellence


• Outsourcing, ERP Implementation, SCM, TechnologyIntegration, Strategic Business Consulting

For a large CPG manufacturer, TCSdesigned and implemented its manufacturing systems across 50+plants globally.

Offers end-to-end solution capabili-ties: Supports CG companies throughinnovation, process efficiency, flexi-bility and adapt to changing market

• ERP, Supply Chain, Strategic Business Consulting, Technology Integration

• Supply Chain: Over 200 system/technology implementations(Warehouse, Transportation, Labor, Yard Management Systems)

Leading Kraft deployment of supplychain execution systems; includes imple-mentation, rollout of WMS/LMS to over 10 mixing centers across brands

Select, integrate, deploy the rightsupply chain solutions for require-ments: Depth vertically in CG spacefrom raw materials to distribution

• NPDI, Strategic Business Consulting

• Innovation/New Product Development & Introduction

Venture2 Co-Lab helped a global clientconnect with multiple external partners,and catalyzed disruptive growth opportunities through unique alliances

Specializes in “open innovation”methods that ensure companies con-nect, collaborate and commercializemore effectively


• Provides a unique customer focus via an integrated servicesapproach, deep industry experience and strong partnerships

Leading beverage company: Built singlebusiness portal where stakeholders (bot-tlers, employees, planners, etc.) can sharereal-time business critical information

Quantifiable results; ERP expertise;transformational outsourcing; flexi-ble, global delivery models; strongSAP, Oracle alignment




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20102010 - Consumer Goods

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