Industries we call home

Engineered Products & Plant Construction

Across all sectors of industry, engineered products and plant construction culminate in by far the most complex end products – be it power plants, chemical plants, metallurgy plants or ships. In a market environment under pressure, the industry must adapt to cope with increasing international competition, cost pressure and customer requests for shorter lead times. On the other hand, there is huge potential to increase efficiency and effectiveness by diverse approaches like digitalization, modularization & standardization or service differentiation.

Have you ever asked yourself…

  1. Do we have a stable planning and steering process in place, as well as full transparency over the status of the projects?
  2. Are we able to offer customized and modularized solutions for complex plants?
  3. Can we use the full potential of digitalization along the complete value chain?
  4. Do we have the right operating model to offer and execute operation & maintenance contracts?
  5. Can we deal with the very high technical and contractual risks of plant projects?

Aerospace

The traditional development-driven aerospace industry has to transform towards production centricity and industrial capability reinforcement in order to manage the constant demands for increasing production and product variation.

Have you ever asked yourself…

  1. Do we have a robust manufacturing planning to manage increasing production rates and product variety?
  2. Do we have the required competencies and culture in our teams to enforce production-centric behaviors in all functions and hierarchical levels?
  3. Is our operating model equipped to enabled cross-functional collaboration and team autonomy addressing reactivity and flexibility needs?
  4. Do we have full transparency on delivery and quality within our internal logistics and along our supply chain?
  5. Is disturbance management along our value chain systematically industrialized?

Chemistry

Chemical companies need to re-think their supply chain and go-to-market approaches in a rapidly commoditizing and difficult-to-predict global market environment.

Have you ever asked yourself…

  1. Do we have the best manufacturing and supply chain footprint and capabilities to cope with volatile supply and demand markets, feedstock disruption and circular economy?
  2. Do we know how to reduce site engineering and maintenance cost of our manufacturing plants through their digitization over the entire asset lifecycle?
  3. Have we already tailored our product and services offerings towards the real needs and buying behavior of our customers, and have we streamlined our marketing and sales organization accordingly?
  4. Do we have transparency on our world-wide R&D capabilities, and are we able to maximize synergies between them? Do we know the most suitable innovation models for our businesses?
  5. As an agrochemical company, do we have transparency on the financial impact of upcoming regulations and of our competitors crop protection portfolios? Do we know how to take strategic advantage of this?

Consumer Goods

More than any other industry in the world, the consumer goods industry is undergoing a significant transformation. Niche players have the right market offerings to satisfy the further fragmenting needs of the customers, consumers and shoppers, gaining market shares from the industry leaders. Profitability in traditional segments and regions is under pressure, increasing the importance to generate cash, which allows driving innovations and thus funding future growth. Cost reduction is on top of the C-level agenda, while production and supply chain need to provide even higher flexibility to react to the everchanging market conditions in an agile way.

Have you ever asked yourself…

  1. Do we have a winning product portfolio and how can we best maximize our products´ profitability potential throughout the product life cycle?
  2. Do we have a lean and fast-reacting production and logistics setup, allowing us to flexibly adapt to a volatile and demanding market environment?
  3. Do we have the right processes, methods and systems, providing transparency and ensuring effectiveness as well as efficiency throughout the end-to-end supply chain?
  4. Do we have the right procurement organization, which succeed in both identifying innovations on the supply market as well as optimizing our external cost-base?
  5. Do we have the right training and learning concepts for our employees in place, to continuously progress in the journey towards a high-performance organization?
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