Reliable, adaptive and flexible supply chain networks have a direct influence on the performance and competitiveness of manufacturing companies. They can open up immense potentials as well as being responsible for risks that endanger the existence of the company. Supply Chain Management (SCM) is a particularly sensitive early indicator of the overriding trends that companies have to deal with: Geopolitical and macroeconomic crises, protectionist tendencies, natural disasters or supply shortages of scarce raw materials are the first to hit supply chains. Rapidly changing customer and market requirements, short product and development cycles, difficult demand forecasts and market volatility require solutions within the framework of SCM. And even approaches such as cross-company cooperation, transparency and digitization, lean production systems or automation can only prove their practical relevance and added value within the entire value creation network.
ROI-EFESO supports companies in building future-oriented planned, effectively controlled and risk-optimized supply chain networks that generate added value and competitive advantages in many ways.
We cover the entire spectrum of relevant issues: from the development of a superior supply chain strategy and global network planning to risk and relocation management, from concepts and programs for the integration and development of suppliers to the digitization of entire supply chains. In detail, our range of services in the area of supply chain management covers the following areas:
Reduction of complexity through standardization
Weaving success for China. In China, the label ‘Made in Germany’ stands for innovative power, quality and the high development skills of the manufacturers. This applies to vehicles and household appliances, but also to the textile machines on which garments from T-shirts to haute couture are created for the world market. But the security of their specialisation niche, from which textile machine manufacturers have benefited so far, is eroding.
Operations Footprint: Redesign of the worldwide manufacturing network
Reorganization of the manufacturing landscape. A manufacturer of industrial pumps is pursuing the goal of achieving a new record in sales growth within three years. A prerequisite for this is the complete redesign of the complex manufacturing landscape. With ROI, the mechanical engineering company therefore put the manufacturing footprint of eight locations and subsidiaries of its international manufacturing network to the test.
Intralogistics: Outlook into 2030
Technological landmarks for ideal logistics. Does a data goggle speed up picking? Or is an investment in a pick by light system more worthwhile? Up to now, new technologies for intralogistics have not been high on the priority list of companies. This is because the cost share of logistics is lower than that of other work areas and their need for digitization is generally greater.
Successfully lean indirect areas with ROI's Zero-Based Approach. Champions do not rest on their laurels, but always keep an eye on the next stage goal. A technology group, whose approximately 20,000 employees at more than 16 locations worldwide already generate sales of more than two billion euros, is also heading in the direction of such a "North Star". Its starting points: an operations strategy and the initiatives derived from it, which should be implemented at every location in order to make it even more efficient.
Business Operations Strategy: Re-start for production networks
A market leader strengthens its Global Footprint structures. With a turnover of around EUR 10 billion, the company is one of the market leaders in the life science and chemicals sector. After a long period of successful global growth, developments such as tougher competition and shifts in demand between regions are jeopardizing the achievement of the ROCE (return on capital employed) targets.