Manufacturing & Distribution

System sprawl is rarely a decision. It accumulates. A decade of acquisitions leaves several homegrown platforms doing overlapping work, none integrated, all expensive to support. For a $1B+ global manufacturer with 1,000 employees across more than 60 countries, we started with order management and invoicing and ultimately eliminated five redundant systems. For a global logistics company, we delivered a purpose-built platform that replaced multiple legacy ERPs outright.

When we lead Agile transformations, the operating model takes root and spreads value across the organization after our engagement has ended. Percipio serves as Agile coach and Scrum Master: establishing a two-week delivery cadence, embedding user feedback into a continuously reassessed roadmap, and, where the capability doesn't yet exist, recruiting and building the delivery team itself. One client ran 52 sprints and extended Agile across the business.

Supplier risk usually gets attention after a shortage, a quality failure, or a bankruptcy, by which point the options are expensive. Percipio applies a proprietary model evaluating risk across six dimensions: relationship, performance, human resources, supply chain disruption, financial health, and environmental factors. For one of America's largest heavy truck manufacturers, we followed the assessment with workshops bringing the client and its suppliers into the same room, then documented the method so other business units could run it without us.

The most expensive friction in manufacturing rarely sits inside one function. It lives in the handoffs, where no one owns the whole path and everyone optimizes their own segment. Percipio works these problems from the customer backward. For a global retail packaging supplier, where everything was due yesterday and ownership was unclear, we redesigned the pipeline from design through delivery and established governance around pricing and schedules, curbing the fire drills the organization was experiencing.