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Covering a Managerial Gap in a Medical – Pharmaceutical Company of Medium Size

The problem The company is part of a multinational group operating in the medical device sector, it is market leader and present in several countries around the world. The company, medium – small, has to manage a significant “breakthrough” related to the introduction of a new range of products: this will have, in the medium term (three years), a very important impact not only on production volumes – which will be quintupled -, but also…

A “Global Sourcing” Project to Reduce Purchasing Costs

Problem The company operates in the mechanical sector of components for transmissions with companies in 20 foreign countries, over 1500 employees and sales mainly abroad, and a turnover of more than €300 million. As with most non-account mechanical manufacturing industries, the purchase volume exceeds 50% of the value of turnover. With the increasingly difficult search for operating margins in a highly competitive market, it is therefore becoming crucial to optimize purchases, made difficult by low…

Transport Management Review: Savings and Organizational Improvements

The Problem The customer company produces and distributes customized plastic products for packaging. It operates with a MTO (Make to Order) production model. In recent years, the company has had a very strong growth both in terms of volumes and customers. Shipments exceed several thousand per year; the customers are more than one thousand, most of them abroad. Foreign transport is mainly by road and, a minor part, by sea. Although the company has an…

REVIEW OF THE WAREHOUSE LOGISTICS AND TRANSPORT OF A LARGE DISTRIBUTION COMPANY

The Problem The client company, part of a large multinational group, produces and distributes consumer goods with a historical, renowned brand. It’s a leading brand in its industry and it mostly addresses the Italian market. The company has recorded low levels of performance of the distribution structure; to such a degree that solid, long-term partnerships with clients started to feel threatened. Two changes of warehousing suppliers within three years didn’t bring about any of the…

UPGRADING OF THE PRODUCTION PROCESS OF A PLASTIC COMPONENTS AUTOMOTIVE COMPANY

The Problem The company is a leader in the production of high-tech plastic components for the automotive and manufacturing industries. The extrusion unit is the heart of the plant and supplies all the other departments: the finished product warehouse, which then immediately ships to the customer; the unit where the pipes are made to measure, according to the specifications of the various customers; the departments where custom-shaped pipes are made by cold and hot pressing,…

IMPROVEMENT OF PRODUCT AND PROCESS QUALITY IN A MEDIUM SIZE COMPANY OF THE AUTOMOTIVE INDUSTRY

The Situation The company works in the automotive industry, it is the leader in its field with a long history in the market and has always been considered a benchmark. The company has production units in Europe, America and Oceania and sales representatives on 5 continents. The turnover is constantly growing and is mainly aimed at the foreign market. Its strengths are strong technological innovation, technical and aesthetic quality and time to market. The problem…

HR MANAGEMENT IN A FAST-GROWING COMPANY

The Problem The company is of medium size, rapidly growing and working in the furniture industry. It is now facing complex challenges and obstacles as well as great opportunities for which, however, it is not adequately equipped. Full awareness of the delicacy of the situation and the courage to face obstacles are the necessary conditions to achieve this change, which requires strength, dedication and economic resources. The company appears to be in the best position…

Introduction of a management control system in a company active in the furniture industry

Drafting/design, implementation and launch of a complex Management Control system immediately after the launch of a new corporate ERP (SAP-Hana). The Situation The company operates in the furniture sector. It is growing very rapidly and has ambitious development plans, which include external lines. It operates across multiple locations, including production, commerce and distribution. Tens of thousands of items are handled: finished and marketed products, as well as components and semi-finished products. The company has no…

Renovation and expansion of a food production plant in times of Covid

The Problem The company had recently been acquired by an important multinational group operating in the food sector. The integration of the company activities into the group required the adaptation of the production processes and an expansion of the headquarters to cope with the growing sales volumes. An executive project had already been created based on the company’s needs. The specificity of the production site and the high production volume made it impossible to stop…

Reorganization of an unmanaged medium sized pharmaceutical company

The Problem The company operates in the pharmaceutical industry and is part of a market-leading French multinational group operating in several countries around the world. The medium-sized company never achieved positive financial results, despite being recognized as a benchmark of excellence for quality and development. It operates in a fast-changing sector, mainly driven by the strategic choices of large pharmaceutical groups to outsource production activities. The crisis related to the recent pandemic (COVID 19) led…

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