Management Consulting 

How's business?

 

If it could be better, we can help.

KPMG UK Management Consulting

How we can help you

We won't attempt to solve your corporate problems on a webpage. But these few examples of what we do for our clients give a sense of what we're like to work with. Of course, what we can do for you depends on your business, your issues and what you need to achieve.

 

Contact

Contact

Mark Hutchinson

 

Partner
KPMG in the UK

 

020 7694 3654 

mark.hutchinson@kpmg.co.uk

KPMG, in partnership with CPO Agenda Magazine, have conducted a leading-edge global benchmarking project measuring procurement functional excellence. The results of the survey allow participating organisations the opportunity to compare the performance of their procurement operations with sector and non-sector peers.

The Cost Boomerang

As the world economy moves slowly towards growth, many companies are finding that the deep cost cutting measures they undertook to survive the financial crisis are looking increasingly unsustainable. Our research holds important implications for companies in the post-recession era and provides recommendations on how to embed sustainable cost efficiency and encourage a cost conscious workforce.

Paying the price for recession

Pricing trends during the recession and implications for future strategy

We conducted independent, anonymous opinion research among 200 UK-based senior decision-makers on pricing during the recession and their future strategies. Our report, Paying the Price for the Recession, sets out the findings from our research and our views on what is now required in the post recession climate.

The metamorphosis of the CIO: from Operations Manager to Strategic Value Driver

The CIO's role is undergoing significant change. Gone are the days where the CIO was relegated to being the 'efficiency executive'. Instead, today's CIO is a catalyst for strategic value and a critical enabler of business strategy.

A study of supply chain maturity by KPMG LLP (UK) 

 

Not since the end of the Second World War have global supply chains been fraught with so much risk.  Unexpected environmental disasters, political turmoil, market turbulence, exchange rate fluctuations and pending regulatory changes all combine to create volatility and uncertainty that must be identified and managed. At the same time, questions of long-term sustainability and environmental impact are returning to the market as regulators and consumers rejoin the battle against carbon and greenhouse gas (GHG) emissions.

 

We talked to Supply Chain Directors at 50 leading UK organisations to see what issues they were dealing with, and assess the relative maturity of their supply chains.  This report summarises the key findings and highlights which sectors are winning in the pursuit of supply chain maturity and which still require substantial work and effort. 

 

Latest Advisory publications

Financial Services

Solvency II = Solved

KPMG has released the findings from its inaugural Cloud Pulse Survey. The new survey - targeting KPMG firms' Management Consulting and Risk Consulting professionals from across the globe - questions those on the 'front lines' of Cloud Computing initiatives on the adoption and deployment of Cloud technologies.



KPMG to provide broader outsourcing services through aquisition of EquaTerra

KPMG has announced an agreement to acquire the business of advisory firm EquaTerra. This creates one of the broadest global sourcing and shared services advisory offerings across Europe, the Americas and Asia Pacific.

Completing the puzzle: Integrating tax into operational change

    At a recent roundtable, hosted by KPMG in partnership with FDE, eight leading CFOs gathered to discuss their views on how organisations can take a renewed approach to driving business transformation programmes through the integration of commercial and tax considerations.

Business Leaders Survey 2012

The latest results from KPMG’s Europe-wide Business Leaders Survey show that controlling costs and focusing on efficiencies continues to be the most important issue for CEOs.