Our reference projects in

business strategy

Our client has just acquired a competitor company in the area of railway infrastructures and need now to manage the post-merger phase
We help the top management and its first level with the supervision of all single integration initiatives. We have introduced
- Standard initiative sheets with key milestones definition based on maturity levels
- Regular meeting to review progress and take decisions
- Set of progress indicators for each initiative to monitor achievement of results
A post-merger integration is a complex process that aims to melt two organizations into one: create synergies while respecting peculiarities
Communication and respect of each employee’s contribution are key. Making sure that two teams share the new vision and cooperate is the key success factor.

A review of the business strategy and delivery principles forces this mid-sized company to redesign central and divisional core functions
We have been supporting our client to re-organize the Operations function and a specific fast-growing division. Some of the achievements are
- Design and implementation of top-level KPI dashboards and regular performance reviews
- Redesign of the organizational charts included R&Rs
- Assessment and improvement of the core order-to-delivery procedures

Our client is an Israeli digital equipment manufacturer with rapid double-digit growth
To complete their manufacturing capabilities, have identified a possible acquisition target in Germany and need a professional partner to conduct the Operations DD
We support them in the last decisive step by assessing the “order-to-delivery” process with focus on product engineering and manufacturing: we look at product development process, equipment and skills, leadership attitude, opportunities to increase capacity.
We deliver a robust post-merger integration plan to execute integration and capture opportunities

While rolling-out the new version of the ERP system in all European subsidiaries, our client faces strong difficulties due to heterogeneous systems and organizations, especially in the SC function
Our team is asked to design the European SC-House, develop the core processes of Supply Chain, define central vs. local focus and write R&Rs for the key roles
Special attention due to type of business is given to demand forecasting and supply network design

In this geographical area, our client owns and operate 6 production sites with an average utilization by 60%. The intention is to increase utilization by reducing the overall capacity, this will help reducing total fixed costs.
Furthermore, the product portfolio of the client shows products with very different marginality. This is also the opportunity to review and purge the portfolio.
Our first activity is the analysis of the margins by product, area and customer and by looking the specific revenue generated we propose to purge 20% of the items
The other activity is to define scenarios of production network where the remaining products are concentrated on the most efficient factories and close to final customers
We generate 18 scenarios and simulate the effect on company’s EBITDA to facilitate the decision. Our total-landed-costs simulator allows in few minutes to create a scenario, calculate the EBITDA and compare to other scenarios

This 3.500 employees campus of a multinational pharma company is grown in several years as a patchwork, each production site has developed almost standalone
In an effort to rationalize the campus indirect personnel and streamline support processes, this client requested our help to structure the redesign
We have helped with core competences analysis to outsource non-core activities, centralization of the common services, defining the new FTE targets and proper span of control, defining change management strategy