Industrial Goods & Services

Every manufacturing segment is contending with challenges of unprecedented complexity, with established business models continuing to yield low returns.

We help companies get beyond the limits of their established business programs.
We provide support to select what markets to serve with what products, anticipate
and defend against competitive threats, and capitalize on opportunity.

Process industries, like cement, paper, plastics, chemicals and metal processing, are challenged by intensified global competition, emerging markets, shrinking market share and margin erosion due to dwindling demand and downward pressure on prices. Companies need to look for profitable growth based on active industry consolidation, managing their operations for value, not production volume. As well, they need to leverage their global capability: pursuing revenue in high-growth geographic markets and reducing costs by off-shoring low-cost upstream production to developing countries.
Industrial machinery manufacturers, typically subject to large business cycles, are now faced with new and intensified challenges: global competition for market share in emerging economies, competing production from low-cost/high-capability countries, and increased prices of raw materials. Achieving a lean cost structure and building global presence are essential for these companies to remain competitive. This means extending the manufacturing footprint to low cost countries, adopting lean manufacturing, and establishing new supplier programs based on joint- process cooperation rather than price-driven transactions.
The automotive industry faces fundamental structural change. As OEMs are looking to improve their cost position and are restructuring operations, automotive suppliers are caught between significant worldwide industry overcapacity on one hand and slow sales growth on the other. They need to simplify their cost position and restructure their asset base around key products by reducing the cost of complexity and narrowing their focus to long-term profitable product lines.
Highly engineered products, like aircrafts, engines, propulsion and power systems, and services, like integrated logistics and third-party aircraft maintenance, rely on extensive supply chains hard pressed for quick changes in market demand, innovation and speed to market. Companies are striving just to cope by improving and accelerating supply chains to respond to real-time issues. To stay ahead, they need to actively manage value-chain participation, focus on their core business, achieve the highest levels of capital productivity and invest in innovation for future revenue growth.
Simple tech manufacturing comprised of fragmented industries like special dies, tools, jigs and fixtures, valves and fittings, commercial printing, furniture and machine tool accessories just to name a few, have been especially susceptible to global competition from low-cost manufacturers. Given their high-fixed costs, small and medium-sized companies need to pursue many initiatives to keep competitive, including: actively consolidate the market, improve productivity, increase the level of technological sophistication, narrow their market focus to high end products, and create differentiating service efficiencies.

Case Studies

Establishing a productive core in jet engine maintainance

Engine Shop took bold action to realign its cost and asset structure with a realistic view of product demand, and cut inventory by 40%.

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Consolidating launch vehicle production

How an aerospace company used a strategic alliance to consolidate production of launch vehicles, profitably.

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Restructuring the sales distribution of scooters

How Scooter Co. restructured its sales distribution network to defend against new entrants, implementing a leaner more profitable dealership footprint.

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Geographical expansion of a logistics company into a new market

Logistics Co. entered a new market by securing a stronghold, building advantage, and ultimately growing to market leadership.

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