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regions, keeping the business close to customers and local manufacturing needs. Separately, the Ardagh Metal Production System provides manufacturing sites with a global approach to operational excellence, sharing best practice and continuously improving performance.“ A big part of our success has been building a global team and creating a matrix operating model that connects our regions and global functions,” Oliver explains.
“ With that, we have driven major initiatives and grown into a truly global competitor. We wanted strong regions because that is where we deliver, while global functions drive strategy and best practice across the business.”
Building consistency across regions took more than just structure. AMP developed a framework for how the business would operate and what it would prioritize, all while preserving local accountability. That process took time and focus, but Oliver believes it has become one of the company’ s most important foundations.“ We worked hard to create a common set of initiatives and targets across the business. Keeping everyone aligned takes constant attention, but that has been a major factor in our success.”
Looking back, Oliver sees the operating model as one of the defining pieces of AMP’ s development and one that needed constant refinement along the way.“ With the benefit of hindsight, I would probably have implemented that operating model sooner,” he reflects.“ But there was a lot happening at the time, and it is always easier to see those opportunities when you look back.”
While AMP built a more connected global business, demand across the beverage can sector picked up momentum. Over the last several years, beverage cans have benefited 88