CLIENT RESULTS

St. Martin Consulting LLC consistently leverages its core competencies to meet and exceed its clients’ expectations in achieving targeted results with sustained quality.

In many cases solutions emerge via analyses, assessments, feasibility studies, that then are followed by implementations and transitions of designed or improved operating models, driven by management metric levers. 

Results are typically manifested in the form of improvements in profitability, new revenue streams as evidenced by target-met financial and operational management metrics.

They are also illustrated via newly-transformed, connected, creative, goal-oriented organizations, with clear roadmaps to market advantage and operational and financial excellence.

A sampling of client assessments and implementations include:

MACHINERY MANUFACTURING

  • Industrial Pump Manufacturing Inventory Optimization – 2023/2024. For a major industrial pump manufacturer in Fresno, CA, designed and managed:
    • The realignment of warehouse rack configuration
    • The reorganization of manufacturing parts that improved picking speed and parts availability accuracy
    • The speedier flow of parts to the assembly line that increased industrial pump manufacturing throughput

RETAIL MERCHANDISING

  • Business Transformation – 2019/2020. For a PE post-acquisition of a major beauty products merchandiser in Toronto, Canada, assumed the Interim VP of Engineering & Project Management role over:
    • US and Mexico manufacturing (acrylic molding, metal work, electrical engineering, woodwork, painting, packaging)
    • Canadian industrial design, shipping, and client management functions.
    • Established Centers of Excellence for project management and industrial design
    • Created a staffing model to ensure client delivery management
    • Realigned the new organization for faster delivery and improved quality
    • Established best-practice capture mechanisms for continuous improvement.

LOGISTICS

  • Polymer-Concrete Products GTM Logistics Strategy – 2024. For a leading Mexican polymer-concrete products manufacturer in Guadalajara, Mexico, designed a network optimization model that supports utilities and fiber optics line-laying in urban/commercial development, and rural broadband expansion. The model aided a due-diligence proposal for:
    • Optimal location of a new plant dedicated to US-exports, and
    • US-based distribution center options based on prospective market expansion.
    • Lastly, the model investigated and optimized the location of distribution warehouses in Mexico to support the home market whilst minimizing truck line haul costs between 25% and 41%
  • Transportation Network Optimization – 2018. For a global chemical manufacturer in Morgantown, WV, designed a network optimization model that reconfigured (for fulfillment), their US and European inbound/outbound warehouses and distribution center locations.
    • Modeling accounted for ocean freight movement, port selection, drayage minimization, optimal distribution center locations relative to US and European markets, as defined by large customers and customer clusters.
    • Model results proved a prospective reduction in line haul costs by up to 53%.
  • Logistics Assessment – 2010. For an independent oil & gas producer in Lafayette, LA, analyzed helicopter and supply boat logistic networks (1 heliport and 3 supply boat bases)
    • Improved reliability and operating costs, for offshore Gulf of Mexico production operations

PAPER PRODUCTS MANUFACTURING

  • Industrial Production, M&R Implementation– 2017/2018. For a major international paper producer in Zachary, LA, led Production, Maintenance & Reliability client teams in achieving & sustaining
    • Industrial steam & power generation rates,
    • Wood chip production,
    • Wood liquor recovery, and
    • Brown and bleached pulp production, all at project aspirational goal levels

LEAN MANUFACTURING

  • Lean/TPM Implementation – 2021. For a major hair care products manufacturer in Jacksonville, led the installation of Lean and Total Productive Maintenance principles and procedures, encompassing
    • Compounding Efficiency,
    • Production Line Throughput,
    • New Product Introduction (NPI),
    • Daily Production Parts Staging,
    • One-week Production Inventory Staging.
    • Met and surpassed targeted PE-growth monthly production and OEE goals, production uptime, and schedule attainment improvements.
  • Lean Manufacturing Assessment – 2017. For a contract consumer goods manufacturer in Quebec, Canada, conducted lean manufacturing assessments
    • Discovered insights and opportunities that led to a significant improvement in OEE by 25-30%.

OIL & GAS INDUSTRY

  • Midstream/Pipeline Post-Merger Integration – 2023. For a major ($19B) midstream/pipeline provider in Tulsa OK, led a PE post-merger executing due diligence to assess and ensure the integration of all Capital Projects processes, technologies, and vendor relations.
  • Midstream Pipeline Integrity Due Diligence – 2022. For a PE post-merger of an independent natural gas producer in Fort Worth TX, led a pipeline integrity management initiative executing due diligence to ensure that all processes related to PHMSA/TRRC regulatory compliance preparedness were in place.
  • Base Production Budget Design – 2015. For a large independent oil & gas producer in Oklahoma City, OK, led a client team of engineers and operations managers in generating their first base production annual budget and quarterly asset review process
    • The process resulted in the representation and tracking of project ROIs, that led to the enablement of increased base production capabilities.
  • Management Scorecard Design – 2014. For a client team at a large independent oil & gas producer in Oklahoma City, Ok, led the design of a Key Performance Indicator (KPI) Tree that transitioned into Business Unit scorecards used in
    • Work management system that supported annual forecasts, quarterly planning and weekly execution and monitoring
    • Achieved and sustained operational excellence with KPIs threaded through the Executive to Business Unit to Field Superintendent levels.
  • Asset Management Implementation – 2013. For a major California oil & gas producer, installed processes, KPIs, tools, and re-purposed management meetings that improved the planning and execution of CAPEX drilling projects.
    • Plan attainment/stability/90-Day backlog improved 80-90%.
  • Integrated Supply Chain Management Assessment – 2012. For a super major oil & gas producer in Midland, TX
    • Analyzed the E&P strategy and tactics to improve drilling-completion, rig-down and rig-up agility
    • Recommended better staging strategies for materials, services, and rigs for drilling, completions, work overs, and routine well work.
  • Asset Management Implementation – 2011. For a super major oil & gas producer in the Cook Inlet, Alaska, implemented strategic 24-month, tactical 90-day, and operational 28-day planning and scheduling capabilities, production surveillance and optimization techniques
    • Maximized project deliverability
    • Increased existing well production by 8-10% over a targeted goal of 3.5%.
  • Production Optimization Implementation – 2010. For an independent oil & gas producer in Lafayette, LA, designed and led the implementation of improved production operation practices (execution procedures, production meeting design, production monitoring, well testing, and well surveillance techniques)
    • Efforts led to an increase in offshore oil & gas production in Gulf of Mexico field assets by 6%-10% over a targeted 3%,
    • Increased annual revenues by a net $10M.
  • Pipeline Operations Assessment – 2009. For an independent midstream/pipeline provider in San Antonio, TX.
    • Analyzed and proposed improvements for Commercial & Operations processes (procedures, roles/responsibilities/RACI, and metrics).
  • Refinery Operations Assessment– 2008. For a super major oil & gas refinery in Convent, LA, designed unit/shift team balancing, processes, and roles/responsibilities/RACI
    • Consolidated refinery control rooms outside “blast zone”.

PROPERTY MANAGEMENT INDUSTRY

  • Data Warehouse Cleansing Implementation – 2008. For a major US property management company in New York City, NY, managed a client team in reconfiguring its customer data warehouse
    • Upgraded the company’s marketing research capability.

AVIATION INDUSTRY

  • Capacity Analysis Study – For a medium-sized, international airport in the Caribbean facing increased airline traffic
    • Leveraged computer simulation and manufacturing capacity planning to identify suitable levels of capital investment for terminal capacity expansion and retail revenue opportunities.
    • Identified $5M savings on an $80M development budget.