Today, in a period of growing uncertainty, markets are becoming global, competition is exacerbated and customer expectations are on the rise (i.e. level of service, proximity, pressure on prices ...). This translates into: Reduced datelines, Uncertainty on volumes, Uncertainly on minimum stock, High costs of good and Higher customization of products. This context requires businesses to readjust their strategies (innovation, services, renewal of production lines, flexibility & reactivity, cost & productivity) and to adapt their industrial organizations.


From Strategic Analysis to Industrial Strategy

Formulation of industrial strategy must be based on a clear global strategic analysis and shared within the company, i.e.:

  • Define its areas of strategic activities.
  • Know its strengths and weaknesses and the strengths and threats to its environment.
  • Precise positioning relative to its market.

As part of our approach, we propose to revalidate the fundamentals of your business, questioning again:

  • Changes in your markets.
  • The development of your client application.
  • Your ability to anticipate.
  • The evolutions of your offer, your distribution network and your production system.
  • Reduction of your costs of raw materials.

Formulation of industrial policy

Our approach to define an industrial strategy is to allow you to provide answers on:

  • The state of your industrial tools (flow and implementation, organization, performance, ...).

The target schema: Deployment => Tools sizing => Specialization or Diversification of Processes and Production Technology => Allocation of Product Lines.

  • Identifying gaps between existing and target.



Scenario and Action Plan

Based on the identified gaps between the current organization and the target schema, we support you to:

  • Mold and quantify different scenarios (investment, ROI, cash flow ...).
  • Choose the optimum scenario taking into account budgetary, organizational, environmental, human constraints...
  • Develop, implement and monitor the action plan (new industrial facility, new logistics organization, organizational change ...).

Our experiences of industrial blueprint show the need for an approach to have the most horizontal strategy, widely shared by the managers, by integrating developments in the medium and long-term strategy of:

  • Capacity (supply, production, shipments).
  • Flexibility.
  • Flow.
  • Adaptation to organizational, environmental and social constraints.

From your the vision of your company, the challenge is to define the actions to be implemented to secure your choices, your investment and ensure the company progresses as you envisioned by engaging your teams.

Our Strengths: Close location of our teams near your place of production and management. Proximity of our teams near your new place of supply and production.