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      Operational turnarounds usually mean a business is underperforming. Whether this is due to managerial, operating or market factors, or issues like technology changes or geo-political events, speed of action is crucial to addressing the challenges successfully.

      Chris Coley
      Chris Coley

      Partner

      KPMG in the UK

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      How KPMG can help

      Our highly experienced Operational Turnaround team combines finance, operations and restructuring expertise to support clients through complex challenges. 

      We focus on providing solutions that will positively impact your businesses, including:

      Cash and liquidity management

      • Establishing visibility over cash flow and liquidity position to inform decisions that will preserve and generate liquidity 
      • Developing cash flow forecasting models that focus on critical cash drivers 
      • Harnessing existing ERP systems to develop efficient long-term solutions

      Working capital management and optimisation

      • Developing capital plans that optimise working capital levels in the immediate term
      • Prioritising key customers, suppliers and inventory holdings to avoid disruption to business operations 
      • Focusing on accounts receivables and supplier payment while assessing inventory holding levels

      Cost base rationalisation and optimisation (including organisation structures)

      • Assisting management to right-size the business’s cost base 
      • Creating a fact-based view of how the cost base is structured
      • Identifying opportunities for cost rationalisation 
      • Benchmarking the cost base to industry averages or peer group 
      • Analysing how profit margins have evolved and why

      Customer, product and market profitability

      • Conducting rapid, data-driven product and customer profitability reviews 
      • Identifying weaknesses in ‘gross margin’ thinking, and assessing the true drivers of profitability 
      • Evaluating product profitability across customers and regions to inform resourcing and production decisions

      Operating process optimisation

      • Reviewing operating processes to drive efficiency, eliminate cost leakage and maximise asset utilisation 
      • Providing challenge to assess how the operating model supports the business’s growth plans
      • Supporting management to redesign the operating model 
      • Assessing existing technology systems and identifying digitally-driven efficiency opportunities

      Operating footprint optimisation

      • Assessing productivity and profitability of operating sites and establishing required standards
      • Identifying locations for improvement programmes and or consolidation
      • Reviewing the operating footprint to identify high-cost areas and opportunities for rationalisation
      • Analysing manufacturing activity and operational resources requirements per production line
      • Quantifying saturation levels of each location
      • Identifying bottlenecks and capacity constraints in the manufacturing processes

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      Chris Coley
      Chris Coley

      Partner

      KPMG in the UK

      MTD TEST

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      Discover why organisations across the UK trust KPMG to make the difference and how we can help you to do the same.

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