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Insights

Success story

Success story | Hands-on support in the Post-Merger Integration for a leading rolling stock manufacturer

Success story

Success story | Portfolio consolidation and governance in the pharmaceutical industry

Success story

Success story | Securing project schedule in the renewable energies sector

Success story

Success story | Improved P&L management with data analytics for a helicopter manufacturer

Fostering synergies and transversality for a construction & real estate company

 

The Challenge

In the context of external growth, a multi-brands and multi-products construction and real estate company wished to anticipate a change of scale, expecting to triple its turnover and double its workforce within the next 5 years. To secure the transition, the company needed to adapt its organization to capture the synergies and improve efficiency while keeping its entrepreneurial mindset.

The solutions

1 – STREAMLINING OF SUPPORT FUNCTIONS organization from diagnosis to target operating model

2 – OPTIMIZATION OF PURCHASING ORGANIZATION: Purchasing processes optimization, purchasing opportunities identification, supplier relationships securing, cross-functional purchasing department creation, workforce sizing

Customer benefits

+10%

Efficiency on support functions

+80M€

Purchasing gains

Key deliverables

Organization simplification

organization improvement levers per function

Purchasing Governance optimization

Notre expertise en Organisation & Gouvernance

Success story

Success story | Margin recovery program

Success story

Success story | Supporting the adoption of new ways of working on the shop floor to increase reactivity

Success story

Success story | Reduce obsolete products scrapping in a multiple products changes context

Success story

Success story | Support to an army vehicle program Estimate At Completion (EAC) breakdown and control

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

Success story

Success story | Re-baselining for a UAV development program

Success story

Success story | Improvement of the controlling and reporting practices of a nuclear power plants decommissioning program

Success story

Success story | Remedies for supply shortages on a large-scale infrastructure project

Success story

Success story | Transform the purchasing function and build a competitiveness plan

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

Success story

Success story | Fostering the appropriation of a new artwork and packaging management solution

Success story

Success story | Signing to closing – Acquisition by a leading industrial group of a major aerospace player

Success story

Success story | Securing supply of plastic Parts for a major aircraft manufacturer

Success story

Success story | Hands-on support in the Post-Merger Integration for a leading rolling stock manufacturer

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

Success story

Success story | Due Diligence of a Tier 1 parts manufacturer in aerospace

Success story

Success story | Industrialization and cost convergence processes improvement

Success story

Success story | MedTech fit for the future Achieving growth potential

Success story

Success story | Improve profitability transparency

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

Success story

Success story | Reduction of scrap and material used in the production process

Success story

Success story | Fostering collaborative project management between customer & suppliers

Success story

Success story | Improving resource management of the Product Marketing department of a dermo-cosmetics company

Success story

Success story | Market review & modeling for a material supplier

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

Success story

Success story | Accelerated reorganization for a major space equipment manufacturer

Success story

Success story | Development of a growth strategy for a construction company

Success story

Success story | Rebalancing client/supplier relationship through demand management for a Parts Supplier

Success story

Success story | Drive an efficiency platform for an aircraft manufacturer

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

Success story

Success story | Organization of an Energy, Water and Waste Improvement platform

Success story

Success story | Secure parts On Time Delivery with CYLAD BOM TRACKER device

Success story

Success story | Reshaping product development in a highly dynamic semiconductor market

Success story

Success story | Post-merger integration for a global metal producer

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