Tessaly Advisory Proposal for Wexcombe Packaging

Consulting proposal deck: scope, approach, fees and team

A consulting proposal deck has to show the client that the scope answers their actual decision, that the fee can be traced to effort, and that they know who will do the work and what they will hold at the end. Tessaly Advisory, an invented firm, proposes a 12 week operations review to Wexcombe Packaging, an invented box maker deciding whether to buy a 14 million dollar third line.

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PROPOSAL

Find the Capacity

Before Buying It

A 12 week operations review of the Halston and Corby Vale plants

Ruth Okafor

Engagement Partner, Tessaly Advisory

Prepared for

Wexcombe Packaging

Slide 1 · cover · States the question the engagement answers, not the firm's name, because a proposal is read by people deciding whether to spend.

The Situation

Orders are up 18 percent and the board is weighing a 14 million dollar third line. Before that decision, Wexcombe wants to know how much more the two existing plants can make.

WHAT WE WERE TOLD

Demand is rising

Orders up 18 percent in a year, led by food and e-commerce customers.

Two plants, six lines

Halston runs four corrugators and converters, Corby Vale runs two.

A capital decision

The board meets in March to approve or defer the third line.

02

Slide 2 · intro · Restates the client's situation in one sentence and three facts, so the scope that follows reads as an answer to it.

Where the Plants Are Today

From the twelve months of production and delivery data Wexcombe shared in October.

58%

Equipment Effectiveness

Overall equipment effectiveness across six lines, with changeovers the largest single loss.

81%

On Time In Full

Orders delivered complete and on the promised day, against a 95 percent customer target.

14%

Overtime Share

Of paid hours, concentrated on night shifts at Halston to recover late orders.

03

Slide 3 · metrics · The baseline numbers from the client's own data, so the engagement starts from agreed facts rather than claims.

Three Workstreams

Each workstream answers one question and reports to the same steering group every two weeks.

Throughput

How much more each line can run if changeovers, stoppages and speed losses are cut, measured on the floor rather than from the system.

Planning

Whether the weekly schedule and the order promise process are creating the late orders and the night shift overtime.

Inventory

Which of the 2,300 active products should be made to stock, made to order or retired, and what that frees up on the lines.

04

Slide 4 · framework · The three workstreams of the review, each owning one question, so the client can see how the scope is divided.

Twelve Weeks to the Board

Diagnose in weeks 1 to 3, design in weeks 4 to 8, plan and pilot in weeks 9 to 12.

Task
Weeks 1 to 3
Weeks 4 to 6
Weeks 7 to 9
Weeks 10 to 12
Data and floor study
Diagnose
Two weeks on shift at each plant
Throughput losses
Diagnose
Loss tree for all six lines
Planning review
Design
Schedule and order promise
Product range review
Design
2,300 products sorted
Future state design
Design
Agreed with plant managers
Changeover pilot
Plan
Line 3 at Halston
Board readout
Plan
Capacity and the third line

05

Slide 5 · timeline · The 12 week engagement as a Gantt with the three phases, ending on the board readout before the March meeting.

The Engagement Team

Four Tessaly people full time, one adviser part time, and two Wexcombe leads named from day one.

Partner: Ruth Okafor
Two days a week, chairs the steering group
Manager: Declan Varga
Full time, runs the plan
Throughput: Mei Lin Soh
Planning: Arjun Bhatt
Inventory: Clara Duvall
Adviser: Hal Brennan
Former corrugator plant manager
Four days a month
Wexcombe sponsor
Chief operating officer
Halston plant manager
Corby Vale plant manager

06

Slide 6 · tree · The engagement team as a tree, including the client people it needs, so the time asked of Wexcombe staff is visible.

What Wexcombe Receives

Each deliverable is reviewed at a steering meeting before it is final.

Baseline report

Agreed losses and capacity by line, week 3.

Loss tree

Every hour of lost output traced to a cause.

Planning redesign

A weekly schedule and order promise process.

Product range split

Stock, order or retire for 2,300 products.

Changeover standard

Tested on line 3 with the night shift crew.

Capacity model

A workbook the planning team keeps using.

Twelve month roadmap

Owners, dates and the savings at each step.

Board paper

Build the third line now, later or not at all.

07

Slide 7 · checklist · Every deliverable listed, so the client knows exactly what it is buying and the steering group can tick each one off.

Fees by Phase

Fixed fees, invoiced at the end of each phase. Travel and expenses capped at 6 percent of fees.

Phase
Weeks
Team days
Fee
Diagnose: data, floor study, baseline
1 to 3
60
$48,000
Design: planning, range, future state
4 to 8
105
$84,000
Plan: pilot, roadmap, board paper
9 to 12
80
$64,000
Total, three phases
12
245
$196,000
Travel and expenses, at cost
All
None
Up to $11,760
Team days at a blended rate of 800 dollars a day, excluding tax.

08

Slide 8 · pricing · Fees by phase with the team days behind them, so the price can be traced to effort rather than taken on trust.

Two Scopes

The focused option covers Halston only, where the third line would go.

Plants

Workstreams

Duration

Pilot

Capacity model

Board paper

Fee

Full Review

Both plants, all lines
Halston and Corby Vale
Throughput, planning and inventory
12 weeks, 245 team days
Changeover pilot on line 3
Model covering all six lines
Board paper covering both plants
196,000 dollars
Recommended

Focused

Halston only
Halston only, Corby Vale excluded
Throughput and planning only
8 weeks, 148 team days
Changeover pilot on line 3
Model covering four lines
Board paper covering Halston
118,400 dollars
Lower cost option

09

Slide 9 · comparison · Two scopes side by side, so the client can choose a smaller engagement without asking for a discount.

ASSUMPTIONS

What It Needs, What It Excludes

Wexcombe provides

Twelve months of line, order and delivery data by the end of week one.

Access to both plants on all shifts, including nights and weekends.

One planner and one maintenance lead for two half days a week.

A steering group that meets every second Tuesday for an hour.

Line 3 at Halston released for the pilot in weeks 10 and 11.

Out of scope

Selecting a supplier for the third line or negotiating its price.

Changes to the ERP system beyond the planning workbook.

Staffing levels, rosters or any industrial relations matter.

Warehousing and transport after goods leave the plant.

Implementing the roadmap, which can be quoted separately.

10

Slide 10 · content · What the engagement needs from the client and what it will not do, written down so neither side is surprised in week six.

Thank You

A start on 3 November puts the board paper on the table at the March meeting.

Partner

Ruth Okafor

Email

ruth@tessaly.example

Phone

(415) 555 0147

11

Slide 11 · closing · Asks for a start date that keeps the board deadline, and names who to call.

The structure

What each slide is doing, so you can reuse the order even with different content.

Slide 1cover
States the question the engagement answers, not the firm's name, because a proposal is read by people deciding whether to spend.
Slide 2intro
Restates the client's situation in one sentence and three facts, so the scope that follows reads as an answer to it.
Slide 3metrics
The baseline numbers from the client's own data, so the engagement starts from agreed facts rather than claims.
Slide 4framework
The three workstreams of the review, each owning one question, so the client can see how the scope is divided.
Slide 5timeline
The 12 week engagement as a Gantt with the three phases, ending on the board readout before the March meeting.
Slide 6tree
The engagement team as a tree, including the client people it needs, so the time asked of Wexcombe staff is visible.
Slide 7checklist
Every deliverable listed, so the client knows exactly what it is buying and the steering group can tick each one off.
Slide 8pricing
Fees by phase with the team days behind them, so the price can be traced to effort rather than taken on trust.
Slide 9comparison
Two scopes side by side, so the client can choose a smaller engagement without asking for a discount.
Slide 10content
What the engagement needs from the client and what it will not do, written down so neither side is surprised in week six.
Slide 11closing
Asks for a start date that keeps the board deadline, and names who to call.

Slide by slide

Slide one states the question the engagement answers and who it is for. Slide two is the situation: rising demand, six lines in two plants and a capital decision in March. Slide three sets the baseline from the client's own data, including 58 percent equipment effectiveness and 81 percent of orders on time in full. Slide four splits the work into throughput, planning and inventory. Slide five is the 12 week Gantt. Slide six is the team, including the two plant managers the client must free up. Slide seven lists eight deliverables. Slide eight is fees by phase. Slide nine compares two scopes. Slide ten lists what the client provides and what is out of scope. Slide eleven gives the start date that keeps the board deadline.

How to adapt this deck

A strategy engagement with no plant floor work should replace the baseline slide with the two or three facts the client's board already disagrees about, because those are what the work has to settle. A firm that bills by the day rather than a fixed fee should keep the team days column and add a not to exceed figure, so the client still sees a ceiling. A proposal answering a formal tender should follow the buyer's own section order and use this deck as the summary presentation at the shortlist interview.

What buyers of consulting look for

The UK government's Consultancy Playbook asks buyers to define the outcomes they want, choose a pricing approach that fits the risk, and plan for knowledge to transfer to their own staff, so the client is not dependent on the firm after it leaves. This deck answers each of those: the outcome is a board decision, the fee is fixed by phase, and the capacity model is a workbook the planning team keeps. The Management Consultancies Association represents firms on the other side of the table. Overall equipment effectiveness, the first baseline number, follows the definition the Lean Enterprise Institute publishes: availability times performance times quality.

What makes this deck work

The cover is the question

The title reads "Find the capacity before buying it", and slide two explains why: orders are up 18 percent and the board is weighing a third line. Every workstream and deliverable after that points back to the March board meeting, so the proposal never reads as generic improvement work.

The fee is built from days

Slide eight lists 60, 105 and 80 team days at an 800 dollar blended rate, which gives 48,000, 84,000 and 64,000 dollars and a total of 196,000. A procurement team can test the days against the Gantt on slide five instead of arguing about one number.

A smaller scope is offered up front

Slide nine sets the full review beside a focused option for one plant at 148 team days and 118,400 dollars. Offering the cheaper scope in the proposal lets the client choose what to cut, which keeps the conversation on scope rather than on a discount.

Questions people ask

What goes in a consulting proposal presentation?

The client's situation in their words, the question the work answers, the approach split into workstreams, a timeline, the team, the deliverables, the fee and how it was built, the assumptions and exclusions, and a start date. This example uses eleven slides and keeps legal terms for the engagement letter.

Should a consulting deck show day rates?

Show the team days and a blended rate if the client is likely to test the price, as procurement teams usually do. Individual rates by grade can stay in the commercial appendix. The point is to let the client trace the fee to effort without exposing every rate card line.

Why offer two scopes in one proposal?

A second, smaller scope gives the client a way to spend less without asking for a discount, and it shows you understood which part of the problem matters most. Say plainly what the smaller scope leaves out, as the crosses on slide nine do here.

How do I show the client staff the engagement needs?

Put them on the team slide with their roles, and list the time you need from them on the assumptions slide. Engagements most often slip because client people are not released, so naming them in the proposal makes that time part of what the client signs.

How long should a consulting proposal deck be?

Ten to twelve slides for the presentation itself, with detailed method, CVs and terms in a written proposal or appendix. If the client has asked for a thirty minute slot, plan to spend most of it on the situation, the approach and the fee, and take the rest as questions.

Can I turn the Gantt into my own dates?

Yes. Click the Gantt to rename the columns, such as weeks, months or quarters, and edit each task name, group and description. Tasks are bars without dependency arrows, so sequence the work by start column and explain any handoffs in the slide description.

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