Chris Wren

I am currently responsible for enabling growth, building community, developing industry perspectives and helping build brand presence in the market across our Oil & Gas, Power & Utilities and Chemicals segments within our US Energy practice at KPMG. I work with our US leadership group across audit, tax and advisory to set and drive the strategic direction of the practice.

I have worked with clients across the Energy space delivering strategy and business performance improvement consulting engagements targeting customer and product profitability, supply chain optimization and business profitability modeling to drive enterprise profit improvements.

Select Client Engagements include:

Strategy & Business Transformation

• Industrial Mining and Frac Sand Business Transformation – Led a business transformation program for the North American leader in frac sand production and distribution. The program designed and delivered the future operating model for the business across the value chain from Pricing to Production to Distribution to streamline processes, enable faster decision making, optimize profitability and allow for future growth.
• Rail Organization Model – Led an organizational assessment of the rail operations organization supporting a super major’s downstream and chemicals business in North America. Areas of focus included maintenance, track and trace , asset planning, and on site plant coordination. Completed an industry survey of comparable companies’ rail operations which served as key input for alternate organization models to support the go forward business.
• Land Logistics Operating Model - Led the effort for a North America operating model assessment of the land (including rail, road and terminal) logistics function of a $50B super major chemicals business. The assessment identified areas for improvement in both optimizing the supply chain network as well as enhancements to the inventory and rail planning processes. Improvements delivered $1M in quick win cost reduction and an overall business case of 7% in logistic cost reductions.
• Midstream Operating Model - Managed an effort to assess alternate operating models for a $500M US midstream business for a global oil and gas super major. Multiple strategic options were considered to monetize assets including divestment and migrating to an MLP structure. Asset profitability and strategy of the overall downstream business were considered as part of a portfolio segmentation optimal for each model. The final analysis provided the necessary components for the business to make a decision to present to the board of directors.