May 17, 2020

Top 10 Consulting Companies: PwC

Supply Chain
Sean Galea-Pace
4 min
Having featured in Supply Chain Digital’s Top 10 Consulting Firms, we take a closer look at PwC’s services.

PwC is considered one of the leading pr...

Having featured in Supply Chain Digital’s Top 10 Consulting Firms, we take a closer look at PwC’s services.

PwC is considered one of the leading professional services networks worldwide. The company has 157 offices worldwide, and employs 276,000 people.

  • In FY19, PwC provided services to 85% of the Global Fortune 500 companies and over 100,000 entrepreneurial and private businesses. 

  • 69,734 people joined PwC organisations worldwide during FY19.

  • For the year ending 30 June 2019, PwC’s global revenues were US$42.4bn.

PwC provides industry-focused services for public and private clients. Its experienced staff, in tandem with its global network, provide the support whenever it is needed, at home or abroad, whatever the size of the organisation. As one of the world’s renowned consultancies, PwC understands the importance of trust and believes that value and trust are two key ingredients of a quality relationship. The consulting firm offers expert advice and its consulting services serve a diverse range of industries, including the supply chain.

Supply chain services

A key area of focus for PwC is its supply chain services. PwC empowers its clients to monitor whether their respective supply chain and procurement approaches are fit for implementation and are agile enough for use. PwC analyses companies’ supply chain strategies in order to provide a solution to drive efficiency and optimisation. PwC can help:

  1. Remove complexity.

  2. Reduce costs.

  3. Grow revenue.

  4. Use expert insight.

To look at how PwC can help with strategic cost reduction in procurement, click here!

2022 goals

PwC measures its progress in a transparent way and has open-ended metrics and targets for all areas of its Responsible business framework. Building trust to solve important problems is central to PwC’s operations. With 2022 in mind, the company has established several key targets to meet. 

Fair and trusted business:

  • Commercial integration - to have sustainability criteria included in 80% of commercial arrangements. 

  • Human Rights - for 80% of key suppliers to have a Human Rights policy in place by 2022.

  • Social enterprise - to spend a total of £10mn with social enterprises by 2022.

Watch our video on the Top 10 Consulting Companies below!


Social mobility

  • New hires: free school meals - to increase the number of people hired eligible for free school meals to 15%.

  • Workplace experiences - to provide paid work experience places for at least 1,000 young people in total from disadvantaged backgrounds.

  • Young people skills development - to help around 25,000 young people in total develop workplace skills through programmes with schools and colleges across the UK.

  • Social enterprise - to support the development of 250 social enterprises through UK-wide PwC Social Entrepreneurs Club. 

  • Employee perception - for more than 80% of people to ‘agree’ or ‘strongly agree’ to encourage social mobility, in the “Youmatter” survey.

Community contribution

  • Time spent volunteering - to contribute 250,000 hours in total.

  • Skills-based volunteering - for 50% of volunteering hours to harness professional skills.

  • Proportion volunteering - for over 25% of people to participate in volunteering activities.

  • Employee perception - for more than 80% of people to ‘agree’ or ‘strongly agree’ that community initiatives such as encouraging positive societal change in PwC’s “Youmatter” survey.

Low carbon and circular business

  • Total carbon emissions - to reduce total carbon emissions by 40% from its 2007 baseline.

  • Travel carbon - to decrease business travel emissions by 33% per FTE from 2007 baseline.

  • Energy - to maintain energy consumption at 50% below 2007 baseline.

  • Renewable energy - to acquire 100% of electricity from verified renewable sources, which eliminates its scope 2 carbon emissions.

  • Carbon neutrality - to remain carbon neutral by offsetting 100% of total scope 1, 2 and 3 carbon emissions every year.

  • Key suppliers with carbon targets - for 80% of key suppliers to have carbon reduction targets.

Circular business

  • Paper - to reduce the amount of paper consumed in tonnes by 80% from its 2007 baseline.

  • Water - to decrease the amount of water consumed in cubic metres by 50% from its 2007 baseline.

  • Waste - to reduce the amount of waste generated in tonnes by 75% by its 2007 baseline.

  • Recycling - to reuse and recycle 80% of its waste, decreasing the amount that is incinerated.

  • Landfill - to maintain zero waste to landfill status.

Employee perception - for more than 80% of people ‘agree’ or ‘strongly agree’ about environmental initiatives to drive positive change in the “Youmatter” survey.

For more information about PwC’s business, click here.

For more information on procurement, supply chain and logistics topics - please take a look at the latest edition of Supply Chain Digital magazine.

Follow us on LinkedIn and Twitter.

Share article

Jun 11, 2021

NTT DATA Services, Remodelling Supply Chains for Resilience

6 min
Joey Dean, Managing Director of healthcare consulting at NTT DATA Services, shares remodelling strategies for more resilient supply chains

Joey Dean, the man with the coolest name ever and Managing Director in the healthcare consulting practice for NTT DATA and is focused on delivering workplace transformation and enabling the future workforce for healthcare providers. Dean also leads client innovation programs to enhance service delivery and business outcomes for clients.

The pandemic has shifted priorities and created opportunities to do things differently, and companies are now looking to build more resilient supply chains, none needed more urgently than those within the healthcare system. Dean shares with us how he feels they can get there.

A Multi-Vendor Sourcing Approach

“Healthcare systems cannot afford delays in the supply chain when there are lives at stake. Healthcare procurement teams are looking at multi-vendor sourcing strategies, stockpiling more inventory, and ways to use data and AI to have a predictive view into the future and drive greater efficiency.

“The priority should be to shore up procurement channels and re-evaluate inventory management norms, i.e. stockpiling for assurance. Health systems should take the opportunity to renegotiate with their current vendors and broaden the supplier channel. Through those efforts, work with suppliers that have greater geographic diversity and transparency around manufacturing data, process, and continuity plans,” says Dean.

But here ensues the never-ending battle of domestic vs global supply chains. As I see it, domestic sourcing limits the high-risk exposure related to offshore sourcing— Canada’s issue with importing the vaccine is a good example of that. So, of course, I had to ask, for lifesaving products, is building domestic capabilities an option that is being considered?

“Domestic supply chains are sparse or have a high dependence on overseas centres for parts and raw materials. There are measures being discussed from a legislative perspective to drive more domestic sourcing, and there will need to be a concerted effort by Western countries through a mix of investments and financial incentives,” Dean explains.

Wielding Big Tech for Better Outcomes

So, that’s a long way off. In the meantime, leveraging technology is another way to mitigate the risks that lie within global supply chains while decreasing costs and improving quality. Dean expands on the potential of blockchain and AI in the industry

“Blockchain is particularly interesting in creating more transparency and visibility across all supply chain activities. Organisations can create a decentralised record of all transactions to track assets from production to delivery or use by end-user. This increased supply chain transparency provides more visibility to both buyers and suppliers to resolve disputes and build more trusting relationships. Another benefit is that the validation of data is more efficient to prioritise time on the delivery of goods and services to reduce cost and improve quality. 

“Artificial Intelligence and Machine Learning (AI/ML) is another area where there’s incredible value in processing massive amounts of data to aggregate and normalise the data to produce proactive recommendations on actions to improve the speed and cost-efficiency of the supply chain.”

Evolving Procurement Models 

From asking more of suppliers to beefing up stocks, Dean believes procurement models should be remodelled to favour resilience, mitigate risk and ensure the needs of the customer are kept in view. 

“The bottom line is that healthcare systems are expecting more from their suppliers. While transactional approaches focused solely on price and transactions have been the norm, collaborative relationships, where the buyer and supplier establish mutual objectives and outcomes, drives a trusting and transparent relationship. Healthcare systems are also looking to multi-vendor strategies to mitigate risk, so it is imperative for suppliers to stand out and embrace evolving procurement models.

“Healthcare systems are looking at partners that can establish domestic centres for supplies to mitigate the risks of having ‘all of their eggs’ in overseas locations. Suppliers should look to perform a strategic evaluation review that includes a distribution network analysis and distribution footprint review to understand cost, service, flexibility, and risks. Included in that strategy should be a “voice of the customer” assessment to understand current pain points and needs of customers.”

“Healthcare supply chain leaders are re-evaluating the Just In Time (JIT) model with supplies delivered on a regular basis. The approach does not require an investment in infrastructure but leaves organisations open to risk of disruption. Having domestic centres and warehousing from suppliers gives healthcare systems the ability to have inventory on hand without having to invest in their own infrastructure. Also, in the spirit of transparency, having predictive views into inventory levels can help enable better decision making from both sides.”

But, again, I had to ask, what about the risks and associated costs that come with higher inventory levels, such as expired product if there isn’t fast enough turnover, tying up cash flow, warehousing and inventory management costs?

“In the current supply chain environment, it is advisable for buyers to carry an in-house inventory on a just-in-time basis, while suppliers take a just-in-case approach, preserving capacity for surges, retaining safety stock, and building rapid replenishment channels for restock. But the risk of expired product is very real. This could be curbed with better data intelligence and improved technology that could forecast surges and predictively automate future supply needs. In this way, ordering would be more data-driven and rationalised to align with anticipated surges. Further adoption of data and intelligence and will be crucial for modernised buying in the new normal.

The Challenges

These are tough tasks, so I asked Dean to speak to some of the challenges. Luckily, he’s a patient guy with a lot to say.

On managing stakeholders and ensuring alignment on priorities and objectives, Dean says, “In order for managing stakeholders to stay aligned on priorities, they’ll need more transparency and collaborative win-win business relationships in which both healthcare systems and medical device manufacturers are equally committed to each other’s success. On the healthcare side, they need to understand where parts and products are manufactured to perform more predictive data and analytics for forecasting and planning efforts. And the manufacturers should offer more data transparency which will result in better planning and forecasting to navigate the ebbs and flows and enable better decision-making by healthcare systems.

Due to the sensitive nature of the information being requested, the effort to increase visibility is typically met with a lot of reluctance and push back. Dean essentially puts the onus back on suppliers to get with the times. “Traditionally, the relationships between buyers and suppliers are transactional, based only on the transaction between the two parties: what is the supplier providing, at what cost, and for what length of time. The relationship begins and ends there. The tide is shifting, and buyers expect more from their suppliers, especially given what the pandemic exposed around the fragility of the supply chain. The suppliers that get ahead of this will not only reap the benefits of improved relationships, but they will be able to take action on insights derived from greater visibility to manage risks more effectively.”

He offers a final tip. “A first step in enabling a supply chain data exchange is to make sure partners and buyers are aware of the conditions throughout the supply chain based on real-time data to enable predictive views into delays and disruptions. With well understand data sets, both parties can respond more effectively and work together when disruptions occur.”

As for where supply chain is heading, Dean says, “Moving forward, we’ll continue to see a shift toward Robotic Process Automation (RPA), Artificial Intelligence (AI), and advanced analytics to optimise the supply chain. The pandemic, as it has done in many other industries, will accelerate the move to digital, with the benefits of improving efficiency, visibility, and error rate. AI can consume enormous amounts of data to drive real-time pattern detection and mitigate risk from global disruptive events.”


Share article