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Success stories

DUE DILIGENCE OF A TIER 1 PARTS MANUFACTURER IN AEROSPACE

The Challenge

Our client in the aerospace industry is willing to acquire new specific production capabilities to reduce costs and secure its supply chain. Several potential targets for acquisition have been identified and analyzed. After a letter of intent signature, a Due Diligence is launched on a tier 1 parts manufacturer with tens of millions of turnover.

The solution

1

Frame the Due Diligence

identifying the main workstreams and setting up a data room

2

Lead each stream

analysing the documentation, organizing Q&A sessions with the target’s team and deep diving with the client’s expert to validate analysis

3

Validate the recommendations

focusing on potential deal breakers, strategic fit and target valuation

Customer Benefits

DEEP UNDERSTANDING OF THE TARGETED COMPANY

FINAL RECOMMENDATION NOT TO BUY

ALTERNATIVE WAY FORWARD

Our M&A expertise

Förderung von Synergien und Querschnittsthemen für ein Bau- und Immobilienunternehmen

Die Herausforderung

Im Rahmen des externen Wachstums wollte ein Bau- und Immobilienunternehmen mit mehreren Marken und Produkten eine Größenänderung vorwegnehmen, da es in den nächsten fünf Jahren eine Verdreifachung seines Umsatzes und eine Verdoppelung seiner Belegschaft erwartete. Um diesen Übergang zu gewährleisten, musste das Unternehmen seine Organisation anpassen, um Synergien zu nutzen und die Effizienz zu steigern, ohne seine unternehmerische Einstellung dabei zu verlieren.

Die Lösung

1 – OPTIMIERUNG DER ORGANISATION DER UNTERSTÜTZUNGSFUNKTIONEN  von der Diagnose bis zum Zielbetriebsmodell

2 – OPTIMIERUNG DER EINKAUFSORGANISATION: Optimierung der Einkaufsprozesse, Identifizierung von Einkaufsmöglichkeiten, Sicherung der Lieferantenbeziehungen, Schaffung einer funktionsübergreifenden Einkaufsabteilung, Personalbemessung

Die Ergebnisse

+10%

Steigerung der Effizienz bei Unterstützungsfunktionen

+80M€

Erhöhung der Gewinne im Einkauf

Hauptleistungen

Vereinfachung der Organisation

Optimierung der Organisationsstruktur pro Funktion

Optimierung der Einkaufsorganisation

Unsere Expertise im Bereich Organisation und Governance

VMO – Implementing a Value-driven project management approach for an aerospace player

 

The Challenge

As part of its digital transformation program, a leading aerospace player was willing to build a value approach to efficiently manage its portfolio of digital projects and facilitate arbitration and decision-making.

The solutions

1

Design a value model Reconciliate the company’s long-term architecture vision with project roadmap Translate the corporate strategy into 6 scoring axes Ensure project roadmaps are in line with end-users priorities

2

Demonstrate value for money by implementing ways of working and routines to monitor execution

Customer benefits

1

value approach for the digital portfolio

6

axes to measure project value

150M€

of portfolio non-recurring costs allocated according to the expected value

Key deliverables

VALUE MODEL CONSISTENT WITH COMPANY’S PRIORITIES

OPERATING MODEL & GOVERNANCE TO OPERATIONALIZE VALUE APPROACH

Our Project Management expertise

Designing a High performing organization in the industry

 

Customer benefits

GROWTH

A customized operating model built to meet future growth challenges

EFFICIENCY

A lean organization, processes and structuration

The Challenge

Ambitious growth targets, a planned ERP introduction, and the loss of efficiency in the current organizational structure led to a permanent strain on key personnel at an industrial Swiss company.

The solutions

1

Analyze the existing processes based on 4 business cases

2

Design a strategy-based, process-oriented operating model with end-to-end processes

3

Reorganize to a process-based, divisional structure

4

Implement the new organization, with clear roles and responsibilities

Key deliverables

NEW OPERATING MODEL

PROCESS-ORIENTED ORGANIZATION

PROFITABILITY STRUCTURE KNOWLEDGE

Our Organization and governance expertise

OPTIMIZE CAPITAL EXPENDITURE for a building materials manufacturer

 

Customer benefits

-75%

of budget and time overruns, from 40% initially to 10%

+7M€

of additional benefits per year

The Challenge

A European leader in the production of building materials, our client was experiencing difficulties securing its CAPEX investments with budget overruns, production delays and unmet quality targets. They needed to define and implement an investment project management system for planned investments of €120 M per year.

The solutions

1 – Implement a budget control & validation process supported by the deployment of an internal IT tool

2 – Develop cost saving approaches i.e., outsourcing, make or buy, etc.

3 – Set up an investment project management system on 4 pillars: performance, method, governance & people

4 – Train 25 international project managers

Key deliverables

1

Investment project management user guide

2

Performance dashboard and ongoing feedback loops

3

Trainings for project managers

Our Cost & Cash competitiveness expertise

Securing project schedule in the renewables sector

The Challenge

Our client, a leader in renewable energies, is developing an offshore wind farm project in France. This project embarks some innovation in the construction methods. Schedule adherence is critical across each step of the EPCI process, with close synchronization between multiple players, tight windows of mobilization for some costly assets, risks linked to technical innovation, and complex contractual layers

The solutions

/ Implement a joint governance system to secure the project schedule

/ Review and share the architecture of schedules, metrics, routines and risk contingency process

/ Establish shared guidelines for effective project control

/ Support operationally the scheduling, and monitoring of deliverables activities while fostering transparency & collaboration

Customer benefits

4

levels of subcontractors synchronized

~700

items drumbeated through punchlists

Key deliverables

Weekly project control dashboard

Joint performance management routines

Project management practices handbook

Our Project Management expertise

SIGNING TO CLOSING – Acquisition by a leading industrial group of a major aerospace player

Customer Benefits

100

covenants met

100

business continuity secured

The Challenge

An agreement has been reached for the sale of a major Aerospace player to a leading industrial group.​ The context is challenging due to tight covenants, IT carve out with multiple operational impacts and a complex hand-over of manufacturing & aftermarket business.

The solutions

1

Provide daily support to all streams to manage carve out activities​

2

Set-up a governance between the vendor and the buyer

3

Design a Target Operating Model: process, ways of working, etc.

4

Support readiness of IT solutions at Day

5

Create a transition plan and support the Transition Service Agreement / Service Level Agreement redaction and negotiation

Key Deliverables

A

Target Operating Model (TOM) defined

B

IT systems ready from Day 1

3

Transition plan and TSA/SLA in place

Our M&A expertise

Hands-on support in the post merger integration for a leading rolling stock manufacturer.

The Challenge

In the context of a major M&A between 2 international rolling stock manufacturers, our client, the Head of Central Engineering of the acquiring company, needed support in ensuring the company’s ability to develop best-in-class products.

The Solution

A new converged referential was built on the product development process. Composed of 17 streams, it covered all dimensions of the operating model encompassing engineering deliverables, processes & toolds, people, organization, and performance.

To secure the new referential deployment a structured approach was built with a deployment portfolio, toolbox, and associated planning.

Customer Benefits

6

Engineering functions supported to define a converged referential.

500

Documents, process, instructions and templates converged.

10

Sites where the new converged referential has been deployed.

11

Industrial projects with the new referential deployed on year 1.

Key Deliverables

17-STREAM CONVERGENCE FRAMEWORK

CONVERGED ENGINEERING REFERENTIAL

STANDARD DEPLOYMENT TOOLBOX & PLANNING

Our PMI Expertise