Strategic Operations

Strategy. Delivered.
End to end.

The Strategic Operations practice shapes and delivers high-stakes strategy and transformation programs. Strategy built from real data points; implementation run through to banked results.

$1B+ value identified & delivered13 featured engagements12 industries · 4 continentsBilingual English · Bahasa Indonesia

Approach

One consistent method.

The same structured approach applies whether the question is a market entry, a merger or an operator's cost base. Only the entry point changes.

Diagnose

The baseline is built bottom-up from spend lines, contracts, customer economics and operating data. Hypotheses are tested with the people closest to the work before they become recommendations.

Decide

Value creation options are developed across both the top and bottom line, then priced, sequenced and stress-tested against operational reality with the leaders accountable for delivering them.

Deliver

Implementation governance and benefits tracking are built in from day one, with every initiative staged by maturity, from identified, to agreed and validated, to banked on the P&L.

Identified→Agreed→Banked

How results are graded

Every initiative is tracked against the same four stages, and value is reported only at the stage it has reached.

IdentifiedStage 1

Value quantified bottom-up from the baseline evidence and syndicated with the client's program office: a sized opportunity, not yet a commitment.

AgreedStage 2

Value with a counterparty or hard evidence attached: an offer or commitment received, a pilot or in-market result proven, or a decision endorsed against pre-agreed criteria.

BankedStage 3

Agreements signed, changes approved and implementation under way, with value landed on the P&L and verified with finance.

ForegoneTracked separately

Mature opportunities the business elects not to pursue, on strategic or operational grounds, recorded and reported rather than dropped from the baseline.

What we do

Built for six situations.

Clients come to the practice at different points: a growth decision, a cost problem, an operation under pressure, or a deal on the table.

Direction

Setting the next phase of growth

Corporate and portfolio strategy, market entry and long-range planning, grounded in evidence rather than frameworks alone.

AVI–02 · ENE–09 · RET–11

Cost

Taking structural cost out

Strategic sourcing, total cost of ownership (TCO) procurement and organisational streamlining, run on site, with savings tracked to the P&L.

MIN–01 · MIN–03 · TEL–07

Supply chain

Transforming the supply chain

Network optimisation, planning harmonisation, inventory and maintenance, repair and operations (MRO) strategy, and scenario-based resilience planning.

PHA–04 · CPG–06 · DIS–12 · AGR–13

Commercial

Improving margin and pricing

Pricing, commercial portfolio and contract economics, applying the same bottom-up discipline to the revenue line as to cost.

TEL–08 · AVI–02

Operations

Running the operation better

Lean and Six Sigma programs, process standardisation and operations roadmaps, proven in regulated, 24/7 environments.

MED–10 · RET–11

Transactions

Supporting a deal

Commercial and operational due diligence, exit readiness, value creation planning and post-merger integration, buy-side and sell-side.

EDU–05 · PHA–04

Track record

Selected engagements.

Selected engagements led by NQP's partners. Client identities are withheld under standing confidentiality, and each result is graded to the stage it reached: identified, agreed or banked.

CostMIN–01 · Indonesia · IDX listed

Copper-gold producerMine-wide transformation

Delivered a $100M P&L improvement program across 47 initiatives in 9 months, spanning mine operations, processing and supply chain, full cycle from diagnostic through to banked results.

US$100M

$50M banked$50M agreed

DirectionAVI–02 · Australia · Private

International gateway airportCommercial strategy

Led strategic analysis and performance improvement across a $907M commercial portfolio; identified a $205M retail optimisation opportunity through bottom-up analysis of 240+ brands.

$205M

Identified opportunity

CostMIN–03 · Australia · ASX listed

Lithium producerStrategic sourcing

Led MRO and materials workstreams addressing $50M of spend; built TCO models substituting OEM parts with qualified aftermarket alternatives for $5M+ additional savings.

$30M+

Identified & agreed

Supply chainPHA–04 · USA & Australia · NYSE listed

Global pharmaceuticalPost-merger integration

Led post-merger supply chain integration, harmonising planning across legacy networks and delivering a 2× OEE uplift in a regulated environment.

$50M+

Banked annual EBIT

TransactionsEDU–05 · Australia · Private

National education providerExit readiness

Led growth strategy and exit readiness assessment, developing a five-year value creation plan; secured board and investor buy-in.

200%

Agreed EBIT plan

Supply chainCPG–06 · USA & Indonesia · Nasdaq listed

Multinational food & beverageNetwork optimisation

Redesigned the manufacturing and distribution network, including demand-supply planning alignment and footprint rationalisation.

$100M+

Banked value

CostTEL–07 · Australia · Private

IoT managed services providerChannel transformation

Led repositioning and operations redesign: sales cycle down 37%, operations cost down 60% through an offshore managed services model, while improving service levels.

6.7×

Banked recurring revenue

CommercialTEL–08 · Australia · SGX listed group

National telecommunications carrierEnterprise pricing

Analysed P&L performance to generate pricing recommendations across a $400M enterprise mobility portfolio, adopted at Managing Director level.

10–15%

Agreed uplift

DirectionENE–09 · Australia · ASX listed

National energy retailerGrowth strategy

Developed corporate growth strategies for a $10B energy retailer, with industry, economic and competitor analysis across residential, commercial and industrial portfolios.

25%

Agreed EBIT uplift

OperationsMED–10 · Australia · NYSE listed

Medical device manufacturerOperations improvement

Implemented Lean and Six Sigma across 24/7 regulated manufacturing: process standardisation and waste reduction, delivered in an FDA environment.

25%

Banked EBIT uplift

DirectionRET–11 · USA · NYSE listed

Global retailerOperations strategy

Developed a 10-year operations strategy and roadmap for a $600B retailer, addressing fourth-industrial-revolution technology, taken through to executive adoption.

10-yr

Agreed ops roadmap

Supply chainDIS–12 · Indonesia · Private

APAC paper distribution leaderSupply chain transformation

Led end-to-end supply chain transformation: demand forecasting, inventory optimisation and distribution network redesign.

200%

Banked first-year EBIT

Supply chainAGR–13 · Indonesia · Private

National fresh produce distributorSupply chain advisory

Designed the logistics future state (51% less inventory, 30% better transport utilisation in year one), negotiated a just-in-time supply agreement and initiated the first continuous improvement program.

US$1.7M+

Agreed annual savings

// References available on request.

Working together

When the plan needs funding.

Turnarounds, acquisitions and market entries usually need capital as well as an operating plan. Strategic Finance joins from day one, so the numbers lenders see are the numbers management will deliver.

Our other practice

Strategic Finance

Capital raising, Islamic and structured finance, M&A, restructuring and bank transformation.

Explore the practice →

Sector experience

Mining & ResourcesEnergy & UtilitiesInfrastructure & AviationManufacturingFMCG / CPGPharmaceuticalsMedical DevicesRetailLogistics & DistributionTechnology & TelecommunicationsEducationAgribusiness & Fresh Produce

Contact

Get in touch.

Tell us about the decision in front of you. A founding partner will reply.

Emailstrategy@noorqureshipartners.com

EnquiriesSend an enquiry

OfficesJakarta, Indonesia · Sydney, Australia

Strategy. Delivered.End to end.