Due to the economic and financial crisis, the turnover of a medium-sized company from the construction supply industry decreased considerably. To counteract this negative trend, this company contracted us to examine the extent to which it could be reorganised and create a comprehensive restructuring concept. It also contracted us to supervise the resulting implementation measures.
Solutions
- Financial modelling: Mid-term financial and liquidity planning for approximately 20 group companies, including the effects of the restructuring measures
- Refinancing supervision: Guaranteeing existing financing, supervising the application for a public guarantee, safeguarding ongoing communication with financiers
- Plant optimisation: Developing a plant structure concept, location optimisation and plant closure, improving production processes (including set-up time optimisation, tool management (preventive maintenance), negotiating staff reduction measures, supervising production cost and purchasing measures, reducing inventory, performing assortment optimizations, design-to-cost, value-stream-mapping, introducing lean management)
- Optimising overhead processes: Introducing lean management methods, activity structure analyses, process recording
- Sales organisation optimisation: Improved customer visit management, route optimisation, introducing a success-based stimulus model for the sales force, developing a pricing strategy and establishing quotation systems
- Strategy development: For existing and new markets and products, key-figure-based competitive analyses, turnover and price validation for the innovation pipeline, developing market strategies for top markets, expanding corporate development
