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Whether Industry 4.0, right-shoring, or the energy transition – multiple forces are impacting the manufacturing industry today. While growing geopolitical tensions are challenging established supply chains and expansion plans, regulatory and public pressure is increasing with regard to sustainability. Industrial goods manufacturers need to transition their own production to net zero, decarbonize their supply chains, and at the same time meet demands from other manufacturers’ value chains in which they are integrated. Digitization promises efficiency leaps and new business models, but also increases the intensity of competition.
In order to open up new markets and customer segments in this environment and to further differentiate themselves in the market, industrial goods manufacturers need a resilient corporate strategy that focuses on digitization and sustainability, and combines both aspects. This requires a critical look at their own product portfolio, the development of innovative business models, the optimization of processes, the expansion of organizational flexibility, and the strategic search for suitable partners to strengthen their own ecosystem.
Our experts know the industry and the business down to the last detail and can provide you with comprehensive support throughout your transformation process. Whether ESG strategy, supply chain management, operational resilience, or corporate culture – our approach combines strategic vision with technological excellence and practicality. We understand what matters in mechanical and plant engineering, in transportation and logistics, or the aerospace and defense industry. We support our clients from strategy to execution – always keeping our strategic guidelines in mind.
We drive the sustainability agenda in industrial manufacturing, strengthen your operational resilience, optimize the environmental footprint of your production or support you from organizational strategy, restructuring, deals, post-merger integration, transforming your business model to developing a digital strategy and building the future system landscape.
In the course of its IPO, an aircraft industry supplier restructured its organization and assigned us to develop strategy for a new business unit. The objectives: fast production ramp-up and profitable growth. In close collaboration with the client, we developed strategies for six individual technology segments, identified market trends and derived potential growth opportunities. On this basis, we designed an overall strategy and implemented it in the client’s organizational processes. We also identified growth opportunities with a target volume of more than 250 million euros. This ultimately resulted in a clearly defined future strategy for the business unit in line with overarching group priorities.
Massive supply bottlenecks have jeopardized both the production capability and the revenue of an industrial trucks manufacturer. Against this backdrop, the client had identified particularly relevant and critical suppliers and commissioned us to analyze and evaluate their capacities. Our team prepared the selected suppliers for the audit, requested their self-assessments and analyzed capacities at each of their individual plants. During this process, our experts conducted interviews with relevant stakeholders, analyzed production workflows, performed risk analyses and developed optimization options together with the suppliers. We then provided our client with detailed analysis reports for each supplier, highlighting potential or particularly critical capacity bottlenecks. The resulting transparency and overview enabled our client to successfully avoid any further production downtimes.