Industry & Supply chain

Outsourcing, process (re)engineering, physical distribution, production allocation and logistics, all issues confronting businesses in the industrial sector and in commercial service provision - businesses like yours perhaps. These have become key concepts when it comes to efficient management and results-oriented organisation of the total supply chain.

Several Partners in Custom Management have earned their stripes in disciplines like these. Their specialist expertise and skills equip them to analyse, adjust and systematically improve supply chain management processes.

We are active across a broad spectrum of industry and supply chain management, including the agri-food business, machinery and equipment manufacture, the construction and technical installation sectors, in chemicals and also in wholesale and trade.

Case histories of our successful involvement in our client's businesses are detailed below.

General Manager of a company processing agricultural products. The problem: Despite reorganisations and investment, the merger of a number of family companies to create a cooperative organisational structure had not led to the desired outcome. The primary cause was the difference in views between the Directors: CM's involvement: targeted action on several fronts - logistics, production, sales and marketing - creating a strong, well-integrated organisation. Outcome: the company regained its leading market position and returned to profitability.

COO for a media group quoted on the stock exchange, sitting on Management Board as well as playing the role of sparring partner at strategic level. The problem: results were under pressure, due in part to excessive cost levels. CM's involvement: development and implementation of an operational excellence policy. Outcome: wide-ranging  reorganisation in production, distribution and ICT processes and in the general and technical services department, based on the creation of a broad body of support for the new policy. Total project time two years.

General Manager, convenience food producer. The problem: the business was heading for bankruptcy, major problems with suppliers and logistics. Board of Directors suspended, numerous stakeholders with diverse interests. The rescue plan devised by the interim Director was not put into effect. CM's involvement: cessation of payments used as a mechanism to allow viable parts of the company to be salvaged. Meanwhile the company was enabled to continue in operation, using minimal resources.

Director with an airline catering firm. The business was run on traditional lines by chefs and hoteliers. The problem: volume had expanded and food preparation methods had changed to such an extent that catering was giving rise to delays in flight schedules. CM's involvement: reorganisation of processes transformed the organisation, delivering a logistically sound operation. Outcome: delays virtually eliminated.

COO/CFO of a promising supplier in the semi-conductor industry. The problem: the company rapidly relapsed into liquidity problems following a relaunch. Bank had lost faith in the management. CM's involvement: Interim Director appointed alongside CEO. He redressed the balance between general management and cash management as such succeeding in heading off the threatened bankruptcy. A realistic business plan and a technology assessment were then devised, and preparations put in motion for a round of refinancing. The role was then handed over to a permanent CFO.

Project Director. CM's brief: to lead a project involving the setting up of a new manufacturing facility for rotor blades for wind turbines in the USA. CM's involvement: To realise the transfer of technology from Europe, and set up and structure the new organisation, procedures and training. Also to set up and streamline the machinery and equipment purchasing process. Outcome: successful launch, on time and within the budget.

Director of a company specialising in technical installations in the Utilities/Construction sector. The problem: sudden departure of Director due to severe internal conflicts and heavy losses. CM's involvement: the old team was rationalised and a new team assembled. Damage control in relation to ongoing activities. Outcome: company restabilised after seven months and handed over to new, permanent Board of Directors.

COO in a major Installation, Service & Maintenance and Facility Management business. The problem: many dissatisfied customers and poorly motivated personnel. Recently recruited COO dropped out due to illness, while the turnaround he had set in motion was of crucial importance for the survival of the company. CM's involvement: Our interim COO picked up the ball and ran with it, succeeding in retaining all existing customers. The assignment was extended following the return of the permanent COO, to allow completion of internal improvements.

General Manager of a French subsidiary of a multinational active in high-tech installations. The problem: sitting Director resigned in the middle of a major cost-cutting exercise. Many clients also apparently unhappy about reliability of deliveries. CM's involvement: action points were defined and improvements implemented, particularly where completion times, calculation processes and reduction in the level of the accounts receivable. Outcome: dissatisfied customers retained, with an expansion in the market base, including in North Africa.

General Manager of a salt extraction company. The problem: administrative crisis among shareholders, conflict of interest and a loss-generating situation. Banks demanded intervention. CM's involvement: administrative crisis solved, with a number of departed key managers reunited with the company. Outcome: a relaunch was carried out via a technical bankruptcy, in close collaboration with the trade unions, the receiver, the banks and the party taking over the enterprise.

General Manager in an American subsidiary of a chemicals group. The problem: necessary  reorganisation resisted by local management. CM's involvement: reorganisation set in motion, with the (remote) head office moved into one of the production facilities. Sales and production reorganised on the basis of best practices. Outcome: improvement in sales figures and production efficiency led to significantly better result.

Director of a Greek subsidiary  of a technically oriented trading company. The problem: administrative crisis involving head office and local management, excessively rapid growth of local organisation leading to disequilibrium, weak cash-flow policy and inadequate management reporting systems. CM's involvement: good relations restored between local management and head office, organisation slimmed down, strict cash flow management put in place, and sound corporate management implemented. The company was later sold to a local manager via a management buy-out.

General Manager for a company in interior decoration sector with cooperative structure. The problem: administrative stagnation due to prolonged conflict with the former director. CM's involvement: activities and strategy were analysed and adjusted, hobby projects suspended, conflicts with various stakeholders resolved, long-term accommodation secured. Internal organisation reinforced. Outcome: everybody singing from the same song-sheet, and the centre running more smoothly than ever before.

General Manager of an A brand sustainable consumer product. The problem: despite a strong brand, a systematic decline in turnover and falling results. CM's involvement:  repositioning in retail channels, development of own retail outlets and new sales concepts. Also an emphasis on the core products, streamlining of processes and active product innovation. Outcome: renewed growth and a return to profitability achieved within 19 months.

Director of a supplier to the furniture industry. A former family company. The problem: unfavourable market, diversification and production problems leading to sustained losses, leaving management out of their depth. CM's involvement: interim Director implemented classic improvement project, achieving refinancing. Outcome: improved margins and increased profitability.