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CASE STUDY

Supply Chain Transformation

Agilent Technologies Logo

Results

1%

YoY

margin improvement

$71.6M

generated valued

in supply chain improvements

94%

of team members

committed to action for critical change initiatives

Agilent Technologies transitioned from an instrument manufacturing company to a global life sciences firm. The shift required merging three supply chains into one and pursuing measurable business improvements, including a 1% year-over-year reduction in operating margins.

Henrik Ancher-Jensen, President of Agilent’s Supply Chain, needed three things to achieve his objective:

  1. An effective and cost efficient way to announce and explain important change initiatives
  2. The ability to reframe the team’s understanding of the end-to-end supply chain and how to identify cross-functional opportunities for improvement
  3. An improved approach for synchronized and focused collaboration on change plans across the global supply chain team

Action

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Our ability to execute faster, better, and smarter has led to being ahead of schedule on our current plans; all our major strategic projects are more than 85 percent on track. The CorpU model has ensured continual employee engagement, enabling management to refine the strategy, adjust direction, and make decisions faster.

Lars Kristiansen
Director, Head of Strategy and Continuous Improvement | Agilent Technolgoes