Projects

Projects

Find out the range of projects, consultants from the Tactical Advisory Group (TAG) have done troughout their career.

Project Management

Relocation of Green Certificates Managment to a DGO

Context
Because of new legislation all tasks concerning photo-voltaic installations have to be transferred from the Flemish Market Regulator(VREG) to the DGO’s. Goal is to provide the clients a single point of contact for all matters linked to PV installations and “Green energy certificates”.  This transformation project has a strict legal deadline and requires significant changes with both VREG and the DGO’s.

Objectives

- Prepare the organization to assume the new tasks for back office, front office and call center
- Build a new client portal where the customer can sign up and manage his solar installations
- Allign to privacy commission regulation

Project Manager Billing and Invoicing

Context

An energy supplier build a complete home-made ERP software solution for all their needs. One of the key-projects was the Billing and Invoicing project.

Objectives

* Deliver complete data model
* Deliver proof of concept for the billing engine
* Deliver modules for promotions, reductions and commercial gestures

Business Analysis

Strategic Reorganisation & Outsourcing Project

Context
The customer (recently acquired by a Private Equity Company) has two large business units; a BPO-Branch and SW Business Unit. The cost-2-serve of the BPO-Branch was too high and impacted overall profitability.

Objectives
Our project team was called in to draft a new organisation for the BPO unit, as well as a proposal for “one way of working” – with a focus on unified team set-ups and a LEAN structure to be put in place (with standard processes, white board sessions etc).

Customer Lifetime Value Analysis

Context

The customer lifetime value (CLV) is a prediction of the net profit attributed to the entire future relationship with a customer. The prediction model was based on complex predictive analytics techniques taking into account the consumption, the risk of bad debt, the risk of churn and a prediction of the cost-to serve.  

Objectives

Attribute a customer lifetime value per customer in the database based on a churn and margin predictions 

 

Redesign of the registration process for SME-clients

Context

The company launched a new segment to address the SME-market. The new segment was launched very fast but the processes and tools didn't meet the requirements of the SME-market causing an enormous increase of the workload in the call center. 

Objectives

The workload had to be reduced and the entire registration processed needed to be redesigned in order to fit the customer expectations.

Redesign of a data management system

Context:
The customer, an operator on the distribution grid of electricity and gas, has a data management system to handle metering data of clients. Due to new market processes and guidelines in the energy market, MIG 6, the system needed an upgrade to meet the new requirements.

Objective:
Analyse business requirements and translate them into functional design specifications for the metering management system.

Process Management

LeanBloc Strategic Consultancy

Context

The Europaziekenhuizen Brussel are a fast-growing and innovative collective of hospitals in the Brussels Area. Known in the market as a tier-1 hospital; quality of services delivered is one of their most important objectives

Objectives

The Europaziekenhuizen Brussel were suffering from a sub-optimal use of resources and personnel in the Operating Theatres and Sterilisation Departments of both their campuses. The idea is to address this Cost-2-Serve issue with one coordinated programme called “LeanBloc” (“Lean-management pour le Bloc Opératoire).

Pricing & Costing

Strategic Pricing Diagnostic

Context
The customer has been facing both margin and volume erosion over the last five years. Previous experiments with Sales Boost Actions and Volume-deals seemed to have made things even worse. On top of that there was the complexity of all countries having a large degree of freedom in setting their own pricing policy.  

Objectives
Our assignment (in subcontracting-mode of a TAG-partner) was to implement a new pricing structure that would increase net contribution margin and shareholder value by working on the theory of optimal price settings and cost-reduction initiatives. The scope markets for this project were the UK, BELUX, FRANCE and ITALY.

Strategic Pricing Model Implementation

Context 

The customer has been facing both margin and volume erosion over the last five years. Previous experiments with Sales Boost Actions and Volume-deals seemed to have made things even worse. On top of that there was the complexity of all countries having a large degree of freedom in setting their own pricing policy.   

Objectives

After the diagnostic phase of the project, the customer asked the TAG-partner to help implement the proposed actions. This implementation phase would be split up into two work-streams; the first one being setting up the new pricing structure across the four markets, the second one focused on the cost-reduction initiatives.  

Interim Management

Strategic Reorganisation Project

Context
The customer (recently acquired by a Private Equity Company) has two large business units; a BPO-Branch and SW Business Unit. The cost-2-serve of the BPO-Branch was too high and impacted overall profitability.

Objectives
Our project team was called in to draft a new organisation for the BPO unit, as well as a proposal for “one way of working” – with a focus on unified team set-ups and a LEAN structure to be put in place (with standard processes, white board sessions etc).

Sourcing & Portfolio Management

Risk Cockpit Project

Context

In a fast growing company, the need for transparency and better control of the financial situation increased rapidly, therefore the company was forced to get a better reporting on their risks on the market. The current tool used for calculating a price evolutions and open positions had to be phased-out due to the lack of confidence in its models. Furthermore the new tool had to calculate risk indicators like Mark-to-Market, forecasted P&L, Value-at-Risk, Earning-at-Risk and Cash-Flow-at-Risk. 

Objectives
Deliver a robust open position calculation able to run on a daily basis.

Creating a portfolio insight by constructing a Cost Allocation Model

Context
The company is currently using mostly volume-driven allocation keys to match the cost of sourcing to their different Business Units. Our approach is to build a tailor-made and “SMART” Cost Allocation Model, balancing the right level of complexity with implementation feasibility. This project is part of a larger program focused on measuring and improving overall profitability of the company.

Objectives
An in-depth analysis of all different cost drivers related to the sourcing of commodities was performed, with some mathematical modeling in the background to enable an assumption-driven approach. Costing blocks such as validity premiums, temperature impacts, flexibility, etc. were split up per load profile to end up with a “costing variance tool” per subsegment/product.

Construction of a Cost Allocation Model, splitting the commodity, transport, green and flex costs over the different company segment

Construction of a monthly management reporting tool

Streamlining the internal monthly financial closing process in the trading & portfolio management department

Project reporting: several presentations for C-level executives, conception of a high-level management summary on the effect of temperature on the company margin,

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