RESULTS

OPERATIONAL EFFICIENCY

MYR 10.8 mil cost savings via approx. 12% COGS reduction over 5 years

Strategized and implemented scale down of overhead, cash flow and overall operations for a SME company with clear scale up plans (to be triggered at pre-determined forecast) in order to sustain during the 2014 oil crisis. The company now has grown to Mid-Tier and our advisers are still involved in strategizing for them 5 years later.

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• Developed and established resource loading calculation tool to seamlessly predict monthly/quarterly/yearly resource needs (gaps/excess of both assets and human capital) which allowed for proactive measures to be taken.

• Re-establishment of rates/contracts/relationships with vendors leveraging on best practice cash flow management.

• Progressive implementation of SOP for front liners (PMT and Mid-Level Management) specifically on stakeholder management, risk management and project PnL management to ensure decisions are made with a holistic view.

OPERATIONAL EFFICIENCY

MYR 38.6mil savings per wellhead platform based on 33% schedule optimization and 18% cost savings

Developed a business case and project execution framework to implement a streamlined fabrication concept including viability evaluation of the Approved for Construction (AFC) design against Field Development Plans (FDP) of potential fields for a National Oil Company.

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• Delivery of a comprehensive business case to ensure client makes the right decision.

• Delivered an overall execution framework to ensure the client is able to continuously sustain the benefits via internal resources instead of consultants.

• Provided benchmark analysis with of industry operators cost and transition strategy for implementation into organization.

• Allowed client to achieve first oil and generate revenue earlier than planned.

DIVERSIFICATION AND EXPANSION

MYR 40.9mil increase in revenue over 5 years (approx. 342% overall growth)

Strategic advisory on operational cost optimization and strategic business diversification advisory for Commercial department of a SME company

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• Deep dive into company’s cost and financial structure, strength and weaknesses to understand highest ROIC services to venture into.

• In depth risk analysis (with consideration towards reputational impact) to ensure cost-benefit is transparently reported to higher management for decisions.

• Strategically rolling out diversification plans in lined with company’s capacity to ensure minimal cost of scale up.

• Pre-planning of trigger points and exit strategy.  

BUSINESS IMPROVEMENT

MYR 5.1mil per year with 16% increase in offshore productivity (per work barge)

Lead and delivered end-to-end process improvement strategy for entire Maintenance and Production process covering 8 offshore platforms for an International Oil Company in Sarawak. Deep dive includes data analysis (SAP), on ground interviews of stakeholders (part of Lean - Gemba methodology) and change management to roll out initiatives.

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• Delivered a integrated end to end business process map to reduce inefficiencies (gaps/overlap/bottlenecks).

• Setup of leading and lagging indicators at strategic points within process to ensure client is able to continuously track efficiencies and adjust accordingly.

• Conducted change management initiatives (along with advisory of realignment of KPIs) to ensure work force quickly adapts to the new way of working.

• Project endorsed by regional VP and besides recognition from Global Business Improvement Lead.

BUSINESS SCALABILITY STRATEGY

BND 180k per year savings by increasing efficiency by 12%

Strategized and implemented scale up for a SME to kick start operations in Brunei including on-boarding interviews of new hire to manage a contract efficiently and sustainably with an International Oil Company.

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• Setup a full operating base in Brunei to ensure efficiency in logistics cost.

• Strategized operational process to be in lined with Holding Co with changes based on Brunei subsidiary structure

• Increase Gross Profit by 15% compared to bid target.

DIVERSIFICATION AND EXPANSION

35% reduction in operating cost from pre to post acquisition.

Conducted due-diligence, financial analysis and completed end-to-end acquisition process of a local Thai company for a Mid-Tier client (Investor) in order to expand their business from Malaysia into Thailand

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• Conducted due diligence on Thai entity (seller) via desktop analysis of financials, interview with shareholders/directors and operational effectiveness study.

• Ensured foreign investor maintains autonomy in control of company while meeting local Thai company status.

• Allowed seamless expansion of client into neighbouring region with minimal overhead.

BUSINESS SCALABILITY STRATEGY

MYR 2.4mil savings over 3 years by increasing efficiency by 8%

Strategized and implemented scale up plans for a SME to meet an International Oil Company contract in 2019 by leveraging on upskilling and realignment/restructuring of current resources.

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• Zero delays in first project commencement

• Strategize a sustainable and low cost model to meet the increase in demand while adhering to contractual and safety requirements

• Increase Gross Profit by 7% compared to bid target.

OUTSOURCING

Cost avoidance of MYR 1.3mil by outsourcing a construction contract valued at RM8.3mil

Strategized and implemented operational plans for a SME to deliver services for Pan-Borneo Highway contract in 2018 by leveraging on market competitiveness.

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• Sourced, negotiated and evaluated BOQ quantities/rates/availability of contractors to ensure cost optimization with focus on reliability.

• Prepared advanced Bill of Quantity tracking and reporting methodologies to allow for transparent reporting by contractor.

• Negotiated and acted as mediator with client/contractors to ensure all disputes or uncertainties are resolved amicably.