New opportunity spaces in Clean-tech
Working with a client team of an electronics conglomerate, responsible for developing and incubating new businesses, we researched emerging and more established new technologies and business models in Clean-tech, qualified and quantified the opportunity spaces as well as their fit with the client’s capabilities and positioning, and developed a phased strategy for the client to position himself in this space with value-added solutions and products.
Strategy formulation for an automotive equipment manufacturer
For an ambitious maker of large precision tools for the automotive industry we developed a five year growth strategy, for the whole entity and for each of its profit centres. With a client team we defined the growth options based on current market positioning, expected technology developments and key customer requirements; we also developed a full-fledged business plan for the intended exit by the shareholders. As a result almost all targets were reached 12-18 months earlier than originally planned.
Diversification and acquisition options in the metalworking industry
Working with the CEO and CFO of this mid-sized metalworking company, we assessed adjacent markets, technologies and geographies to identify the three most promising orientations for diversification in order to achieve their growth objectives. For each orientation, we screened potential acquisition targets and qualified the most attractive ones for a direct approach. We also guided the company on its shift from sub-contracting to end- product manufacturing. The company was able to achieve its 60% growth target in 18 months instead of three years, partially through making some of the acquisitions identified.
Order profitability management for an automotive supplier
For an automotive supplier with weak profitability we designed the organizational structure and processes for the lifecycle of order management (Inquiry-project-SOP-EOP). A standardized stage-gated process and clearly defined responsibilities for ongoing and new orders were implemented for the entire order portfolio. Above average profitability was reached within 12 months.
Next generation product design for scientific measurement equipment
For a small scientific measurement equipment distributor and manufacturer, we developed a 360° view of current and future needs for their best-selling existing product category – including field study of the equipment in use, user & buyer interviews, and analysis of service and repair issues. The key features, form-factor and user interface of the next generation product line were specified based on our recommendations.
Distribution cost efficiency for packaging components
A packaging component manufacturer commissioned us to reduce distribution costs for its three production sites spread across Europe. We evaluated distribution patterns including customer requirements, modes of transport, warehouse locations, replenishment policies, transport service providers and all associated costs. Together with the client we identified a cost saving potential of 15-18% through simplifying the distribution architecture. We helped the client to develop a tender for large international contract logistics service providers and negotiated with the selected provider a five-year contract which allowed for the identified savings to be achieved.
Best practice review for maintenance sites of rail rolling stock
For a worldwide manufacturer of rail rolling stock, we reviewed existing maintenance models to identify best practices and to establish a common performance baseline on which to improve overall service level and utilization of facilities, equipment and personnel. We thoroughly analyzed the client’s key facilities in Europe and North America, identified key success factors and created a performance scorecard. We conducted pilots and supported the roll-out of best practice processes and procedures.
2020 vision for an automotive tier 1/2 supplier
Working with the main shareholders, the CEO and his management team we developed a new 10- year vision, ambition and set of priority growth initiatives, by combining and confronting internal stakeholders’ views with extensive research of competitor, customer & market trends. As a result, the management team refocused their product, commercial & industrial priorities and developed a renewed offering in a highly competitive space.
Key success factors for tier 2–to–n stamping suppliers to the automotive industry
For the industry association’s work team responsible for stamping suppliers to the automotive industry, we identified and screened tier 2 to tier n suppliers. Using a 360° questionnaire-based survey, complemented by online research into over 150 criteria, we were able to qualify the specificities of each company and their attractiveness as suppliers for the automotive industry, and to correlate certain managerial best practices with profitability and growth. A set of recommendations based on these findings were presented to the relevant companies.
Supplier strategy for a purchased automotive commodity
Working with the global purchasing manager of a Tier 1 automotive supplier, responsible for the purchasing of stamped parts, we structured information gathered from local teams and analyzed the supplier panel and capabilities versus the Tier 1’s future needs – with innovation/technology as the most important selection criterion. Together with the purchasing manager we developed a target supplier panel and a three-year plan to migrate towards it.
Turnaround of a loss-making automotive plant
Working with the plant and business unit management team of a mid-sized tier 1 / 2 automotive supplier, we established a clear diagnosis of why the plant was losing money and developed a sequenced operational and commercial turn-around plan to return it to profitability.