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      A leading integrated steel enterprise with operations across galvanised and colour‑coated sheets and pipe manufacturing was facing increasing operational complexity. With fragmented processes, limited digital enablement, and constrained visibility across sales, production, and inventory, the organisation needed a structured way to improve efficiency, increase output, and reduce working capital.

      KPMG in India worked with the client to drive business process improvement through digital automation-enabling transparency, control, and measurable performance gains across the value chain.

      The challenge

      The client operated in a high‑pressure environment marked by demand volatility and tight margins. Key challenges included:

      • Unplanned downtime and reactive decision-making across operations
      • Lack of standardised business KPIs across sales, production, and procurement
      • High-cost pressure from excess work-in-progress (WIP) and ageing inventory

          

      • Limited digital enablement and reporting mechanisms
      • Inefficient coordination across sales, operations, procurement, and maintenance

          

      The client needed to simultaneously increase sales and production, reduce costs, and bring transparency and visibility into daily operations.

      Our approach

      KPMG in India adopted an end‑to‑end digital process improvement approach, combining diagnostics, automation, and governance

      End-to-end process diagnostics

      Conducted workshops across sales, procurement, production, and maintenance

      Assessed current‑state processes, decision points, and bottlenecks

      Identified gaps across L1/L2 processes and performance measurement

      Built a comprehensive, standardised KPI framework.

      Data management and automated reporting

      Designed a robust, centralised data platform integrating manual and system data

      Developed 100+ automated reports and dashboards on Power BI

      Enabled slice‑and‑dice analysis for actionable, role‑based insights

      Trained business users to embed data‑driven decision‑making.

      Throughput improvement and cost reduction

      Identified 25+ digital and AI‑led opportunities across sales acceleration, production optimisation, and inventory management

      Prioritised high‑impact initiatives aligned to finished goods throughput

      Developed business charters outlining challenges, solutions, and value potential.

      Programme governance and PMO enablement

      Established a PMO to monitor progress against targets

      Tracked risks, dependencies, and inter‑functional actions

      Enabled structured review mechanisms with senior stakeholders.

      End-to-end process diagnostics

      Conducted workshops across sales, procurement, production, and maintenance

      Assessed current‑state processes, decision points, and bottlenecks

      Identified gaps across L1/L2 processes and performance measurement

      Built a comprehensive, standardised KPI framework.

      Data management and automated reporting

      Designed a robust, centralised data platform integrating manual and system data

      Developed 100+ automated reports and dashboards on Power BI

      Enabled slice‑and‑dice analysis for actionable, role‑based insights

      Trained business users to embed data‑driven decision‑making.

      Throughput improvement and cost reduction

      Identified 25+ digital and AI‑led opportunities across sales acceleration, production optimisation, and inventory management

      Prioritised high‑impact initiatives aligned to finished goods throughput

      Developed business charters outlining challenges, solutions, and value potential.

      Programme governance and PMO enablement

      Established a PMO to monitor progress against targets

      Tracked risks, dependencies, and inter‑functional actions

      Enabled structured review mechanisms with senior stakeholders.

      The impact

      The transformation helped the client move from reactive operations to proactive, data‑led execution. By standardising processes and digitising performance management, the organisation built a scalable foundation for growth, cost competitiveness, and operational resilience.

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      300+ L1/L2 KPIs identified across the business value chain

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      100+ automated Power BI dashboards enabling real‑time visibility

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      INR3 crore+ cost savings in 3–5 months through sales and cost optimisation initiatives

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      20–30 MT/day increase in production rate through bottleneck resolution

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      25 per cent reduction in ageing WIP inventory across raw materials and finished goods

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      Improved coordination and decision‑making across functions

      Key Contact

      Amit Bhargava
      Amit Bhargava

      National Leader, Metals and Mining

      KPMG in India

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