Industrial · Advisory
Industrial Technology Portfolio Governance & Vendor Strategy
Context
A global industrial technology group faced tool sprawl, inconsistent governance, and escalating vendor spend across plants. Leadership wanted a unified platform path, faster decisions, and measurable savings—without disrupting safety or production.
Constraints
Multi‑region operations and regulated environments • Existing vendor lock‑in • Capital cycle constraints • Unionised workforce and local autonomy
Actions
- Established 3‑year portfolio and investment thesis aligned to strategy and risk
- Defined reference architecture and platform guardrails; clarified decision rights
- Ran vendor evaluation and consolidation; negotiated enterprise terms
- Moved from project PMO to product/platform governance with quarterly business reviews
- Sequenced site adoption waves with change, training, and local champions
- Set KPI tree for portfolio pace, vendor economics, and site adoption
Artefacts Delivered
Portfolio one‑pager
Reference architecture
Decision rights & governance charters
Vendor comparison & TCO model
Adoption playbooks
Quarterly review pack
Results
30% faster tech decisions • 17% run‑rate vendor savings • 14 plants on standard platform in 12 months • 40% fewer duplicate tools • Board‑approved portfolio by Q2
"Independent perspective and practical templates. Decisions sped up, and our teams knew how to execute."— Group CTO
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