• 15–20% increase in labor productivity on priority lines within 6 months. 

• 10–12% reduction in overtime costs while maintaining service levels. 

• 8–10 percentage point improvement in schedule adherence and on-time delivery performance. 

• Clear, repeatable productivity playbook adopted across additional plants as the company scaled.

Context

A multi location specialty chemical manufacturer in India facing rising production costs, high inventory levels, and inconsistent service performance across plants. Despite healthy demand, the client struggled with long cycle times, excess work-in-progress and finished goods inventory, frequent equipment downtime, and fragmented supply chain processes from planning through distribution. These issues eroded margins and limited the company’s ability to respond quickly to customer requirements.

Approach

• Conducted a lean and supply chain diagnostic across planning, manufacturing, maintenance, procurement, and logistics to identify waste, bottlenecks, and variability drivers.
• Implemented lean manufacturing practices including JIT, Kaizen, and TPM to stabilize processes, reduce changeovers, and improve asset reliability and overall equipment effectiveness.
• Redesigned the end-to-end supply chain operating model, including production planning, inventory norms, supplier collaboration, and distribution footprint to balance cost and service.
• Deployed simple, visual performance management tools and KPIs across plants and supply chain functions to sustain improvements and drive continuous improvement.

A diversified business group in India was exploring entry into the consumer product segments, focusing on healthcare and approached Phoenix Advizory for an end-to-end GTM management partner. The client had a promising business idea but limited internal bandwidth and experience to validate market potential, define a winning go-to-market strategy, and design and operationalize a greenfield manufacturing facility while simultaneously building a capable commercial organization.

• Acted as the client’s in-house Project Management Office, coordinating stakeholders, timelines, risks, and decision-making from concept through ramp-up.
• Conducted detailed market and competitor studies to validate demand, define target segments, and shape the product and pricing strategy.
• Built and onboarded the sales and distribution team, defined route-to-market, and set up performance management and governance for commercial operations.
• Set up 3PM while launching the products and establishing market validity thereby reducing the financial risk
• Once the customer thesis was validated, helped design the plant, capacity plan, and key processes, and supported vendor selection, commissioning, and operational readiness activities.

• Initially recommended a manufacturing tie up to develop the brand, distribution and market segment.

  Rapid scale up of distribution and market segment thereby validating the customer thesis.

• Built a sales and distribution network covering priority markets, enabling the business to reach its 1/2/3 year revenue targets.

• Successful commissioning of the new plant on time and within the approved capital budget. Achieved targeted production utilization within the first 12–18 months of operations.

• Established a scalable PMO and governance model that the client now uses for subsequent growth and expansion projects.

Context

A listed industrial manufacturer in India had implemented a brownfield project for products which were adjacent to their existing product line. The initial budget of Rs. 30 Cr and implementation time line of 18 months had already touched Rs. 38 Cr and was significantly under performing at just 15% of rated capacity post-commissioning. The client faced a troubled asset with stalled ROI, technical bottlenecks preventing scale-up, and no clear path to recover the investment while avoiding further capital losses in a project that had already consumed substantial funding.

Approach

• Partnered with the client's project team for a rapid root-cause diagnostic across equipment, processes, utilities, and operating parameters to identify capacity constraints.
• Executed targeted debottlenecking with Rs. 3 Cr in focused investments to unlock immediate throughput gains.
• Restructured project governance, commissioning protocols, and operating procedures to stabilize performance at 85% capacity within 6 months.
• Designed and validated a clear expansion roadmap requiring Rs. 10 Cr additional investment to double rated output while maintaining ROI thresholds.

Context

A Food and Polymer Additive manufacturer in India was importing certain critical raw materials for their own production, with volumes expected to triple over the next five years. The client approached Phoenix to localize raw material production through third-party manufacturing to reduce import dependency and costs, but lacked the process know how, vendor selection framework, and contractual structures needed to ensure quality, supply reliability, and commercial viability.

Approach

• Developed detailed technical transfer packages including product specifications, process parameters, testing protocols, and quality assurance standards for the third-party manufacturer.
• Structured commercial terms including pricing models, volume commitments, payment structures, and performance guarantees through competitive vendor selection.
• Established legal frameworks covering intellectual property protection, liability clauses, supply assurance, and exit provisions to mitigate execution risks.
• Facilitated joint teams from client and manufacturer for process validation, trial runs, and supply chain integration testing.

• Initially recommended a manufacturing tie up to develop the brand, distribution and market segment.

  Rapid scale up of distribution and market segment thereby validating the customer thesis.

• Built a sales and distribution network covering priority markets, enabling the business to reach its 1/2/3 year revenue targets.

• Successful commissioning of the new plant on time and within the approved capital budget. Achieved targeted production utilization within the first 12–18 months of operations.

• Established a scalable PMO and governance model that the client now uses for subsequent growth and expansion projects.