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Inverto Case: VacuLuxe Innovations' Supply Chain Makeover
The client, VacuLuxe Innovations, is a manufacturer for vacuum pumps, e.g. rotary vane pumps, cryogenic pumps located in Germany. The company has grown from a start-up to a major corporation over the last 50 years. However, after benchmarking the economics of their business, the client discovered that their direct spend (i.e., COGS supplier spend) represented a higher percentage of their revenue than their closest competitors.The client's top management has engaged the SCM and procurement specialized consultancy Inverto to advise the company in this critical situation.An initial meeting with the CPO of VacuLuxe Innovations will be conducted tomorrow. VacuLuxe Innovations aims to discuss optimization potentials in the current collaboration with suppliers as well as levers to improve the supply chain resilience & carbon footprint. Unfortunately, VacuLuxe Innovations has only submitted the following high level data for their direct spend yet.
Inverto Case: Fast Dish Restaurant
Fast Dish, a publicly traded Quick Service Restaurant (Franchise) company with over €20 billion in revenue and more than 20.000 restaurants globally, has recently faced major challenges with regards to supply chain management and sustainability.The client's top management has engaged the SCM and procurement specialized consultancy Inverto to advise the company in this critical situation.
McKinsey Digital / BCG Platinion: Oil & Gas Upstream Technology
[PLEASE NOTE: This is a technically difficult case and should only be completed by those coming in as a Technology specialist, i.e. recruiting for McKinsey Digital, BCG Platinion, etc.]Our client is a multinational oil and gas company. While they are vertically integrated and have upstream, midstream, and downstream divisions, they have recently been experiencing competitivity issues in the upstream gas division, which brings in $1B in profits annually.Our client’s upstream division has offices in Australia and Indonesia. Their work is highly dependent on their IT systems, as they have to constantly monitor wells and pipes (pressure, hydrocarbon count, fluid makeup, etc.)The upstream division has two large legacies of IT systems that are primarily used for downstream operations but have been modified for upstream purposes.These systems are managed by a central team in the US which is responsible for all IT issues across the business. They triage issues/enhancements and then manage development teams in India and Finland who complete the work.
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MBB Second Round - CodeWave employee turnover challenge
Assume our client is CodeWave, a large software development firm headquartered in Silicon Valley. The company has a solid reputation in the tech industry and has been in operation for over 15 years. Codewave currently employs approximately 3,000 people and has rapidly expanded in recent years. Recently, the company has had difficulty retaining software engineers. Over the last year, the turnover rate for software engineers has risen dramatically, with CodeWave having to fill approximately 200 vacant positions. Simultaneously, the HR department has noticed a significant increase in the average time to fill roles, which now stands at 80 days (the time it takes from when the position becomes available to when a new person is employed and begins working). The CEO of CodeWave requested that we assist the Head of HR in determining the root causes of this trend and identifying ways to reverse it.
MBB - Sky China
Sky China, a government-backed Chinese airline, has recently seen profits plummet due to COVID-19. Profits are down 80% in the months of February and March, but are showing early signs of a rebound in April. They've brought you in to first investigate what can be done immediatedly to prevent hemorrhaging cash and surive in the short-term. They are also looking to see how the current situation can be viewed as an opportunity, and what can be done to prepare for the future.
BCG - US Supply Chain Crisis
Prompt The United States is currently facing a major supply chain crisis due to long ship queues and wait times at its West Coast ports, particularly at the Port of Los Angeles. Docks are at maximum capacity, and the system is at a breaking point. The government has reached out to you to help find solutions to resolve the supply chain crisis and avoid further economic losses.Clarifying Information The client’s objective is to resolve the supply chain crisis and ensure the smooth operation of the supply chain to avoid further economic lossesThe client’s focus is on the West Coast ports, particularly the Port of Los AngelesThe client is open to exploring various options to resolve the supply chain crisis.
StyleScape responds to customer feedback (McKinsey final round)
Style Scape is a mid-sized retailer that sells clothing, accessories, and home goods through its physical stores and online platform. The business has been around for over a decade and has seen consistent growth in sales in its home market of the United States. Style Scape operates 30 stores nationwide, and its online platform is relatively new, having launched only two years ago.Despite healthy growth, the company's leadership has noticed an alarming decline in customer satisfaction ratings and an increase in customer complaints. They are concerned that these issues will harm the company's reputation and negatively impact its bottom line. The CEO of Style Scape has requested your assistance in determining the root causes of these issues and developing recommendations to address them.
GlowMobile Goes Digital (McKinsey first-round)
GlowMobile is a leading telecom operator with a strong presence in Southeast Asia. They sell regular products and services that any telecom operator would offer in their retail stores: cell phones, SIM cards, subscriptions, etc.Even though the number of digital customers in the region has grown exponentially, currently GlowMobile does not have an online presence and customers must go in person to retail stores for every interaction with the operator. In the past years, they have been losing a lot of customers due to bad customer experience.GlowMobile has asked our team to improve customer satisfaction through digitization. Specifically, they want us to help improve and digitize their operations and prepare a proof of concept for a digital customer journey for customers.The CEO believes that opening their digital channel would minimize the loss of customers due to bad customer experience and solidify their position as market leader. Right now, a digital journey does not exist.
Bain/BCG - Hunger Warriors
Our client is Hunger Warriors, a non-profit with ambitions to solve world hunger. While approximately one tenth of the human population goes to bed hungry, Hunger Warriors aims to bring this number to zero. One of their primary initiatives is to reduce food waste, which represents $1.5 Trillion in lost value per year. They have tasked us with identifying the major sources of food waste and determining the best course of action to reduce this. Clarifying questions:You can think of them as similar to the WHO or the UN in their scope and reachAll options are on the table to reduce food wasteWe do not have a set budget = this is dependent on the donations and funding we are able to get
Poliglot Language App Needs Users
Let’s assume our client is Poliglot, a popular language app. Poliglot is five years old, originally from the US, but available worldwide. The app currently offers the possibility of learning over twenty languages for free, with extra benefits (e.g., no ads, additional exercises) available to premium members.Historically, the app has been very successful and has seen significant growth over the past few years. However, over the past year, the app noticed a stagnating usage and app adoption. Considering that the market is very competitive, the client expects a decline in the customer base unless the root causes are identified and addressed. As a consequence, the CEO of the company that owns the app asked us to support them in figuring out the reasons for the decline and laying out a plan for growth.
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MBB Case: COVID-19 Vaccine
The COVID-19 pandemic has killed millions of people worldwide and led to devastating economic impact. A vaccine is one of the biggest hopes for stopping the pandemic. The World Health Organization (WHO) is working with multiple stakeholders to ensure groups at higher risk of becoming infected and dying (e.g. elderly people and healthcare workers) receive a safe an effective COVID-19 vaccine in the next six months.The WHO’s Director-General asked your help to build a plan to achieve this goal. What should be included in this plan?
MBB-Case - Beratungsprojekt mit einer Regierung
Unser Kunde ist die Regierung eines imaginären Landes, das unter starken Protesten und Unruhen seiner eigenen Bevölkerung leidet. Der Kunde möchte den Grund für diese Proteste verstehen. In einem zweiten Schritt möchte der Kunde, dass Sie Verbesserungsvorschläge machen, um diese Proteste zu beenden. Welche Faktoren würden Sie bei der Beantwortung dieser beiden Fragen berücksichtigen, um Ihre mögliche Empfehlung abzugeben?
Staubige Wälzer
Dein Klient ist der Vorstand des großen deutschen Lehrmaterialverlags Bego. Er stellt Dir zunächst Daten bereit, zu denen er ein paar Fragen hat.
Diagnosis: Acquisition ache
Your client is part of AtoZ Ltd., a diversified multinational company with a health care division that produces medical instruments and related services. Three years ago, AtoZ expanded into health care software industry by acquiring HappyHealth SE, which is selling administrative IT systems to large hospitals in Europe. While they provide strong support systems for back-office processes, their products do not offer physician or technical support nor a patient management system. The software division has continued to disappoint in growth rates, making it hard to justify the premium AtoZ paid to acquire HappyHealth three years ago. As shareholders rally to demand solutions, the devastated Head of Operations of HappyHealth turns to you and asks for potential strategies to increase revenue.
Financial CRM
Your client is a big financial services company in Germany that just implemented a Client Relationship Management (CRM) system. Its intention is to provide the leadership with a real time view into the organisation’s sales channel.Before the introduction of the CRM system the sales teams have maintained the client sales information in separate Excel spread sheets. This made it very complicated for the managers to have an overview of the latest information.At the end of the fiscal year, all sales teams have to migrate their sales data into the new system. They want our advice regarding the necessary change management.
GreenLife Bank expands into Asia (McKinsey 2nd round)
Our client is Green Life, a digital challenger bank based in Europe. The bank operates solely online and offers its clients a variety of current accounts, insurance, and financial products. Green Life currently operates in 10 different EU countries and employs approximately 500 people. Due to its impressive regional growth, which amounted to €200m in profits last year, the company has recently considered expanding into Asia and introducing a new customer service training programme. This programme will be offered to new customer service representatives in the Asian division of the bank, but will also be expanded to Europe to upskill and retrain our existing staff. The client has requested your assistance in implementing this project. The senior project manager will be your primary point of contact throughout the engagement.
Digital Lab at LETA Bank (McK/BCG Digital)
Let’s assume our client is LETA Bank, a large Central European bank with around 3M customers and within the top five banks in the mid-sized European country where it is operating. In a recent benchmarking exercise led by the European banking group that owns the bank, LETA Bank appears to be underperforming relative to competitors in terms of its personal loan sales. Our objective is to support LETA Bank in identifying the root cause of its underperformance and to develop a strategy for addressing it. The bank recently hired a new CTO who is excited about working with us and whose hypothesis is that the bank is currently lagging behind in terms of its digital assets and products, which makes it fall short of customer expectations, thus leading to lower sales across its product groups and especially in its most popular lending product – the personal loans.
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