How a North American utility attacked MRO value in two passes: open transactions first, stocking parameters second, so the fastest value lands before the slower, structural fix.
A major North American electric and natural-gas utility serving millions of customers, an estate of generating stations, service centres, and storm-response storerooms spread across its territory, roughly 20,000 active MRO SKUs, and a small team of inventory analysts responsible for keeping all of it right. Three forces shaped its inventory culture: restoration promises measured in hours, which reward holding stock just in case; a multi-billion-dollar grid and generation investment programme adding new assets every year; and a regulated environment in which every decision may one day need to be evidenced. The result was visible in the utility's own audited filings: the materials-and-supplies inventory line had grown by nearly half in three years, higher in every reported period while cost discipline was a stated priority.
Rather than a single monolithic programme, the engagement was structured as two sequenced passes over the same estate, so the fastest, most tangible value lands first and funds confidence in the second. The platform runs on extracts from the operator's existing ERP and writes approved values back, no integration programme required, live against real figures in weeks, with a bounded evaluation before any wider commitment.
All customer figures in this case study are expressed as ratios and design parameters to protect confidentiality. The base of the case is the materials-and-supplies inventory line in the operator's own audited filings, validated against its own extract of roughly 20,000 SKUs.
The estate wasn't undisciplined. Every individual decision was defensible; the sum was bloat.
The download covers both passes module by module, why the sequence itself was the design decision, and how the case stayed defensible for a rate-regulated environment.
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Pass 1 produced value from decisions already in flight, before receipt. Pass 2 released capital structurally, and kept it from rebuilding.
| Metrisch | Ergebnis |
|---|---|
| Structural release (Pass 2) | Eight-figure, at a conservative ~10% of the nine-figure estate |
| Recurring benefit | ~1/3 of the one-time release, every year |
| Carrying-cost avoided (Pass 1) | ~22% a year on every cancelled purchase |
| Cover threshold | 12 months on-hand, beyond which buying pauses |
| Reduction target | ~10%, conservative against 15–40% published benchmarks |
| Analyst capacity | Recovered without adding headcount |
Criticality governs every recommendation: storm-response and restoration spares are explicitly shielded from reduction, so the estate gets leaner without getting riskier.
Accountable for ~20,000 SKUs across 40 to 50 sites, with a team that could never manually review all of it.
Closing the gap between open purchase orders and network-wide stock visibility, before the truck arrives.
Needing every inventory decision to carry a derivation, defensible in front of a regulator.
Protecting restoration readiness while the estate gets leaner, not riskier.
If your open purchase orders have never been reviewed against network-wide stock, or your safety levels were set in a different decade, the same two-pass case can be built on your own extract, in weeks.
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