Find below an excerpt of reference projects. We are prepared to provide you contact with those persons with whom we have cooperated.

 


Increasing efficiency in procurement

Due to a significant decline in order intake, the mid-term survival of a Swiss, globally active textile company was uncertain.

Part of the restructuring is to increase efficiency in procurement.

Results

  • Short-term and long-term strategies for the procurement
  • Group-wide best practice procurement processes
  • Separation of the procurement organization in strategic and operational procurement
  • Clear roles / responsibilities within the procurement processes
  • Strategic materials analysis
  • Professional supplier management (process, tool, training)
  • Realizing quick wins

Role of consultant

  • Situation analysis
  • Development of the necessary concepts for the realignment of the procurement management
  • Implementing these concepts
  • Strategic product / service analysis and potential portfolio

Restructuring of procurement management

A large Swiss automobile general importer with almost 5,500 employees has set itself ambitious goals in relation to the realization of potential savings in the Group-wide procurement. For this purpose, a targeted optimization of the Group-wide procurement organization and processes should be developed and implemented.

 

Results

  • Standardized group wide procurement directives
  • Standardized group wide best practice procurement processes
  • Clear roles / responsibilities within the procurement processes
  • Organizational structure with associated personnel and resource planning
  • Standardized countertrade process
  • Professional supplier management (process, tool, training)
  • Strategic materials analysis
  • Uniform procurement manual

Role of consultant

  • Situation Analysis
  • Development of the necessary concepts for the realignment of the procurement management
  • Implementing these concepts
  • Potential portfolio and prioritization based on a strategic services / material analysis
  • Work closely together with the Group Executive Board 

Group-wide electricity procurement

A large Swiss automobile general importer with almost 5,500 employees has set itself ambitious goals in relation to the realization of potential savings in the Group-wide procurement. For more than 80 locations electricity purchasing costs should be reduced by a central procurement, while ensuring security of supply.

Results

  • Significant reduction of procurement costs for electrical energy
  • Transparency regarding the electricity procurement across the entire group companies
  • Optimal solution taking into account the countertrade issue
  • Reduction of process costs in the procurement of electrical energy

Role of consultant

  • Situation analysis  and development of a viable database
  • Development of the tender strategy
  • Implementing the tender
  • Offer evaluation and contact negotiations
  • Prepare and carry out implementation

Turnaround, stabilization and sale

Due to a significant decline in order intake, the mid-term survival of a Swiss, globally active textile company was uncertain.

The company was stabilized and led through a fundamental restructuring.

Results

  • Strategic and operational efficiency were both improved significantly.
  • The core competencies were better understood and strengthened.
  • At the end of the process, part of the business was sold to a competitor for an attractive price.

Role of consultant

  • Effected a short-term stabilization of the company.
  • Conducted a structured situational analysis (strategic and operational) and developed the restructuring plan.
  • Established an integrated business plan (P&L, BS, CF).
  • Executed turnaround plan and delivered strategic and operational improvements.
  • Supported preparation of due diligence for divestiture process.

Expansion through strategic acquisition

Based on internal R&D and development work, a Swiss multinational industrial corporation established an attractive business with sales of CHF 10m. A strategic decision was taken to grow into the new market by acquiring the market leader.

Results

  • Acquisition process was executed successfully.
  • The combined business plan was exceeded and significant value was created.

Role of consultant

  • Responsible for the due diligence and contract negotiations with the seller
  • Successful completion of the transaction despite significant opposition from the German competition authorities

Post-Merger Integration

Following a string of larger acquisitions, a global US IT company faced several integration challenges.

One company was based in France, had 450 employees and was active in the development and sale of electronic CAD Systems.

Results

  • The products and markets of the acquired French company were integrated and became a core part of the buyer’s portfolio.
  • The foreign subsidiaries were integrated into the local group companies and legal structures were simplified.
  • The acquirer successfully expanded its offering and achieved the desired goals of the Acquisition.

Role of consultant

  • Led the worldwide integration process with successful achievement of stated strategic and operational Goals.

Turnaround, new positioning and subsequent sale

A medium size Swiss SME industrial corporation was forced to sell its core business to a competitor.

The remaining business had to achieve a sustainable turnaround and be prepared for a divestiture within two years.

Results

  • Based on the core competence of the employees a new, better positioned product portfolio was developed
  • Customer segments were redefined and a sales and marketing drive initiated
  • New suppliers were selected
  • Within 12 months the company was profitable and it was sold after a further 12 months

Role of consultant

  • Ad interim management of the company.
  • Analysis of the situation and realization of new potentials.
  • Development of a new product portfolio.
  • The sales and distribution approach was changed and respective marketing measures implemented.

Improvement of cash flow

A large public transport / logistics company found itself with too much capital tied up in working capital and real estate, limiting the cash available for investments. To free up cash the board requested a long-term, sustainable solution.

Results

  • The causes for tied up capital were identified, where sensible removed.
  • The procurement processes were reviewed, improved and an enhanced inventory management was implemented.
    The measures resulted in a significant improved cash flow.

Role of consultant

  • Material procurement and inventory management processes were reviewed and improved, resulting in release of cash and improved cash flow.
  • Transparency and alignment across management levels was achieved.
  • Defined and introduced new responsibilities, target definitions and reporting system.
  • Clear and transparent process definitions as basis for optimized capital and cash Flows.

MBO after announcement of closure

A publically listed Swiss corporation announced the closure of a contracting/engineering business unit, with the termination of 70 employment contracts. The business was successfully taken over in a management buyout.

Results

  • The MBO team convinced the management to allow them to take over the activities with a total of 15 employees.
  • The new organization gained the trust of new and old customers. The product offering was further developed, profitability and cash flow improved and the number of employees steadily increased to 30.

Role of consultant

  • Supported the MBO team with the development of the business plan
  • Led the acquisition negotiations and managed the negotiations with banks and business promotion networks
  • Managed liquidity and cash forecasting during first months
  • Continuous support and sparring around strategic and operational topics, as well as financial reporting and tax matters

Sale of business activities following a strategic review

Following a board decision to focus on a few core activities, a globally active Swiss industrial corporation divested over 50% of its Revenue.

Results

  • Within three years, all non-core activities and divisions with revenues in excess of CHF2bn were successfully sold.
  • The strategic repositioning created the basis for the successful development of the remaining activities.
  • As a result, the share price increased significantly in the years after the streamlining of the portfolio.

Role of consultant

  • Preparation and execution of sales processes, in particular preparation of data rooms and management of due diligence processes.
  • Contract negotiations.
  • Supported the buyers with the complex and demanding regulatory merger filings in over 15 jurisdictions.

Strategic diversification through acquisition

Because of financial problems, an industrial company corporation had to divest various activities. A Swiss industrial corporation acquired two business units on very attractive Terms.

Results

  • The acquired activities allowed a significant strengthening of the existing businesses.
  • One of the units developed into the clear market leader with strong growth and an EBIT margin level above 20%.

Role of consultant

  • Supported the analysis relating to the combination of the two business activities.
  • Active support during the negotiations and during the post-merger integration phase and further development of the Business.