Programme Portfolio & Case Studies

A leading player in  plant based food manufacturing, sought to expand its production capacity.  The ambitious project involved the establishment of a state-of-the-art mycoprotein harvesting facility with an approximate value of £20 million, aimed at supporting the  companies ambitious growth objectives.

Objective: To design, build, and commission a brownfield facility for the harvesting of fermented mycoprotein, meeting rigorous food industry standards, and ensuring compliance with EHEDG and BRC requirements.

Key Achievements:

• Cross-Functional Leadership: The project was spearheaded by an expert team led by Jon Ibbotson, a seasoned project manager, who seamlessly integrated technical and operational experts. From the conceptual design phase to the facility's successful startup, this dynamic team ensured a cohesive approach throughout the investment's lifecycle.
• End-to-End Management: The project's scope encompassed a wide range of responsibilities, including overseeing building design and construction, procurement of OEM equipment, process and EC&I design, equipment installation, implementation of control systems, and integration of critical infrastructure elements such as steam, air, water, electricity, and wastewater treatment.
• Budget Management: As the project manager, Ibbotson Advanced played a pivotal role in defining and managing the project budget. Through careful financial planning and meticulous oversight, the project was completed within budgetary constraints.
• Program Management and Risk Mitigation: Ibbotson Advanced ensured the project stayed on course by meticulously managing the program's schedule and continuously identifying and mitigating risks that could potentially impede progress.
• Legislative Compliance: The facility had to adhere to stringent food industry standards, including EHEDG and BRC requirements. The Ibbotson Advanced led PM team played a crucial role in ensuring the project was executed in compliance with all relevant legislation, thereby guaranteeing the highest standards of safety and quality.
• Stakeholder Engagement: Effective communication with stakeholders, both within the organization and external partners, was pivotal to project success. Jon Ibbotson facilitated upward communication within the organisation, maintaining transparent and productive interactions, which further strengthened collaboration and project alignment.

This case study highlights a dynamic business program that managed the execution of multiple sub-projects to deliver an automated high bay warehouse, seamlessly integrated with the manufacturing lines and overarching ERP and warehouse management systems. With a total capital expenditure of £45 million, the program was not only completed on time and within budget but is now fully operational. Notably, these achievements were realized on a live site, which has become the largest soft drinks manufacturing facility in Europe in terms of output volume.

Key Achievements:

• Defining Project Scope and Deliverables: The program diligently defined and agreed upon the scope and deliverables for each project, ensuring alignment with the overall program framework.
• Cross-Functional Team Leadership: Each project was supported by cross-functional project delivery teams, which were mobilized and led to achieve their specific objectives.
• Comprehensive Program Management: The program was managed holistically, including aspects such as cost management, quality assurance, project planning, resource allocation, milestone tracking, change control, issue resolution, risk management, and mitigation strategies.
• Complex Systems Integration: Successfully interfacing legacy and new Warehouse Control Systems (WCS) and Warehouse Management Systems (WMS) into a nationwide ERP system (SAP) with minimal downtime was a significant accomplishment.
• Integrated Program Planning: The program co-owned an integrated plan that allowed for streamlined project execution and resource allocation.
• Effective Program Governance: Ownership of program governance included developing and executing governance processes to ensure effective decision-making and accountability.
• Stakeholder Engagement: Stakeholder management plans were meticulously developed and actively managed to foster positive relationships and ensure alignment with project goals.
• Program Reporting: Regular program status reporting to the program steering committee, which reported to the Chief Supply Chain Officer, ensured transparency and alignment with organizational leadership.
• Benefits Realization: The program diligently tracked and delivered all elements of program business cases and the defined program benefits, aligning strategic goals with tangible outcomes.
• Transport Contract Transfer: Additionally, the program oversaw the project management of transferring the primary transport contract to a new provider, including all necessary systems reconfigurations and cutover processes.

This case study illuminates the transformation journey of a large-scale confectionery manufacturing site, underpinned by a substantial £75 million capital investment. The primary goal was to overhaul the manufacturing infrastructure, establishing robust program management while infusing technical leadership through the introduction of cutting-edge manufacturing assets and the development of a blueprint factory. This initiative not only aimed to optimise the facility's operational efficiency but also proactively addressed the critical aspect of scalability for future growth.

The company under consideration stands as a global leader in the confectionery industry, renowned for its diverse range of iconic products with a historical lineage spanning over a century. The company boasts a network of production sites across the globe, contributing to its formidable market presence.

Objectives:The company set forth a comprehensive restructuring project with the following key objectives:

1. Investment: Allocate £50 million for the revitalization of the manufacturing facility and the implementation of cutting-edge technology.
2. Program Management: Establish a rigorous program management framework to oversee all project aspects and ensure timely completion.
3. Technical Leadership: Appoint a technical leadership team to guide the integration of new manufacturing assets and develop a blueprint factory model for future facilities.

Project Execution:The project kicked off with the appointment of a dedicated program management team, jointly led by Jon Ibbotson, to oversee all aspects of the transformation. This team comprised experienced professionals in project management, process engineering, and supply chain management.

The technical leadership team, including experts in confectionary manufacturing, automation, robotics, and industrial engineering, was tasked with selecting and integrating state-of-the-art manufacturing assets into the facility. This included automated manufacturing and packaging lines, alongside advanced automation and  quality control technology.

Outcomes:The restructuring project resulted in several significant outcomes:

1. Improved Efficiency: With the introduction of advanced manufacturing assets, the facility's production capacity significantly increased, reducing production costs, and enhancing product quality.
2. Market Advantage: The company gained a competitive edge through automation and advanced technology, allowing for quicker adaptation to market demands and product innovation.
3. Scalability: The redesigned facility not only met the current production needs but also provided the blueprint for future sites, ensuring the company's ability to scale up efficiently and cost-effectively.
4. Return on Investment: The £75 million capital investment demonstrated a quick return on investment through increased production and cost savings.