Reengineering Processes and Developing KPIs Across Supply Chain, Procurement, Production, Maintenance, and Finance for a Leading Zircon Manufacturer
- Industry
- Manufacturing
- Building Materials
- Client
- One of the Largest Zircon Manufacturing Companies
- Service
- Management Consulting
- Solution
- Business Process Reengineering and KPI Development across Supply Chain Management, Procurement, Production, Maintenance, and Finance.
The Company is one of the largest zircon manufacturing businesses in its market, processing mineral sands into refined zircon products. Its operations span supply chain management, procurement, production, maintenance, and finance across an integrated processing facility.
- Fragmented processes across supply chain, procurement, production, maintenance, and finance
- No consistent set of KPIs to measure performance across these five functional areas
- Limited visibility into how functional-level performance links to overall business outcomes
- Inconsistent goal-setting and performance review practices across departments
- Management lacking a structured basis to identify and prioritise improvement opportunities
- In processing-intensive manufacturing, tight alignment across supply chain, procurement, production, maintenance, and finance directly drives cost competitiveness
- A structured KPI framework gives management an objective basis to track performance and target improvement across functions
- Standardised processes reduce coordination friction and rework between functions that are highly interdependent
- Without clear KPIs and reengineered processes, functional performance gaps may go unnoticed until they affect overall business results
Cross-Functional Process Diagnostic
Assessed processes across supply chain, procurement, production, maintenance, and finance to identify reengineering priorities.
Business Process Reengineering
Reengineered core processes across the five functional areas to reduce fragmentation and improve coordination.
KPI Framework Design
Designed a structured KPI framework linking functional performance metrics to overall business objectives.
Performance Review Cadence Design
Established a standardised performance review cadence and governance structure across functions.
Rollout & Capability Building
Rolled out the reengineered processes and KPI framework with training for department heads and teams.
- Cross-Functional Process Blueprint (Supply Chain, Procurement, Production, Maintenance, Finance)
- Structured KPI Framework Linked to Business Objectives
- Standardised Performance Review Cadence
- Functional Governance & Escalation Structure
- KPI Dashboard for Management Reporting
- Process Reengineering Playbook by Function
- Department Head Training Programme
- Continuous Improvement Governance Model
Standardised Cross-Functional Processes
Reengineered processes across the five functions replaced fragmented, department-specific ways of working.
Objective Performance Measurement
A structured KPI framework gave management an objective, consistent way to measure functional performance.
Clearer Line of Sight
Linking functional KPIs to business objectives gave management clearer visibility into performance drivers.
Stronger Performance Governance
A standardised review cadence improved accountability and follow-through on improvement actions.
- 5
- Functions reengineered under one process and KPI framework
- 1
- Structured KPI framework replacing ad hoc performance tracking
- 100%
- Departments reporting under the standardised KPI framework post-rollout
- 10–15%
- Improvement in overall process efficiency (approx.)
- Regular
- Performance review cadence established across all functions
- 20%
- Faster identification of underperforming areas (approx.)
The Company now manages supply chain, procurement, production, maintenance, and finance under one reengineered process model with a structured KPI framework. This gives management the objective performance visibility needed to keep improving cost competitiveness across the business.
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