Challenges are never-ending, especially within the international business context. This means top management must be efficient and clear-headed in making the right decisions on an on-going basis.
Increasing competitiveness within a highly-challenging environment means making strategic choices that can even involve the structure of the company itself.
Managers of top-level, international organizations—of all kinds, sizes and industrial sector—must be able to make frequent decisions, even complex ones, about their industrial structure that include:
a) level of vertical integration of their processes (make or buy);
b) outsourcing choices (which phase, from what source, where, what type of integration, etc.);
c) offshore production choices and delocalization in foreign countries with lower labor costs or specialized skills;
d) organizational methods for revising processes within a network of players (operational processes, required skills, support technologies, etc.);
e) ways of aligning the entire supply chain making up the system to the company’s strategic goals;
f) economic, social and environmental impact of a company’s manufacturing choices.
Over the years, The European House – Ambrosetti has developed vast experience in developing effective industrial strategies and policies, working alongside the top management of many Italian companies with the support of models used previously with American and Anglo-Saxon multinationals. The starting point of every project is to safeguard the patrimony of knowledge, resources and professionalism Italy possesses with its strong and vibrant manufacturing sector through which it still plays a leadership role on a global level.
The industrial management and strategy services to create corporate value offered by The European House – Ambrosetti include:
The European House – Ambrosetti services are designed for:
Leading company in the production, sales and distribution of industrial refrigeration systems with the urgent need to rethink its industrial strategy to acquire a strong competitive advantage both in terms of customization and customer service.
Specifically, the company depends daily on the speed and flexibility of its response to a wide range of customer needs on a global level. For this reason it chose The European House-Ambrosetti as its partner in a process of introducing the concepts of lean thinking (to increase efficiency and reduce waste) and industrial transformation towards a new system aimed at maximum reduction of lead times and eliminating all activity that does not include added value for the end customer.
a) Detailed mapping of processes in the areas of planning, production logistics and supplier management to identify critical areas and generate ideas for improvement.
b) Organization of a series of group workshops over time to discuss the critical areas and trace a road map to introduce concrete principles of lean enterprise.
c) Benchmarking visits and meetings with leading companies that have successfully introduced aspects of lean management (production flow and maximum integration with key suppliers).
Spread of lean culture to all levels of the corporate organization.
Highly-detailed action plan, down to the most concrete and practical aspects to solve any impediment to the full implementation of the lean approach, to meet the goals of reducing lead times and maximum reliability in meeting established delivery times.
Integration of the processing of new product development into the supply chain (evolution towards the innovation chain concept).
Well-known Italian chemical/pharmaceutical group, one of the main ones with a chemical processing system upstream from its pipeline, with the urgent need to recover production-related competitiveness at its various chemical processing plants and to optimize management regarding fixed structural costs and indirect production costs.
Complete, in-depth audit of the chemical division industrial system with competitive analysis of:
Areas of cost reduction, for a significant recovery both in terms of industrial margin and sales margin, including:
Extent of the resources required for consolidation of an industrial plan for the division containing a multi-year profit and loss account based on the development of profits (volume terms) forecast by sales management and explosion of resulting needs in terms of industrial resources (variable and fixed costs and outside services).
Preparation of two scenarios: a best- and worst-case scenario for proper understanding of the gap and risk inherent in the plan, including:
Innovative company in the fashion sector
The European House – Ambrosetti aided corporate management in preparing an innovative business model.
The European House – Ambrosetti has developed its own vision and an original, innovative approach devoted to medium and large enterprises of the fashion and luxury sectors in Italy looking to use new strategic models and/or strengthen their level of competitiveness (in Italy, Europe and the world).
Partner, The European House - Ambrosetti