”Just one part missing …and we have to stop everything”, is one way of describing an assembling business, even if the sector is highly diversified. Yet Ariane rocket engine assemblers would recognize themselves here in the same way as assembly teams working on small domestic appliances. These businesses may differ every way you look at them (size, pace, speed of execution, competencies,…), they nevertheless share the same “missing part” dilemma.
This is a complicated subject. It calls on both unfailing operational logistics upstream and well-tuned planning systems. Design here also plays a major role. The knock-on effect of standardization achieved at source is indeed considerable, bringing simplification, postponement, mount-to-order and short-cycle delivery possibilities, not forgetting of course a reduction in working capital.
Businesses in the sector need at the same time to increase their organizational, supply chain and technical performance if they wish to remain in western countries. The challenge, if ambitious, is far from unrealistic, considering the scale of progress still to be made.
Assembling Sector Head
06 83 82 51 77
As their industry booms, luxury businesses quite brazenly stand out from those in other industrial sectors!
While their professions do sometimes differ substantially, they at least share two main concerns. On the one hand, awareness based on the art of the image and on positions held and magnified over many years. On the other, the highest of standards, and this can be seen in the care and attention to detail and in the quality of a job well done.
These firms are today facing quite significant challenges. Increasingly having to address the Global market, they need to expand and extend their visibility and awareness by investing considerably to establish locations ahead of the competition. As this more often than not involves moving towards Asia, they have moreover to devise complex supply chain systems (sourcing, supplies, production, quality, distribution…and the appropriate information systems) for products which are continuously renewed against a backdrop of numerous subjects such as the “made in” question, customs barriers, product safety,….
Agility is consequently one of the watchwords not just for systems… but also for people. The latter are indeed under extraordinary pressure: change in scale, accountability, seasonality, accelerated frequency of new projects, rapid professionalization (purchasing, sourcing…). In addition, they need to compose with two very distinct worlds: the artistic world of dreams and the concrete world of implementation.
Regarding all these development issues and through its wealth of experience in the sector, Proconseil has the keys to help you succeed.
Luxury goods Sector Head
06 07 23 00 16
For the Agro-food sector, the last decade has been marked by a particularly tense climate with raw material prices increasingly unstable, the emerging countries now unavoidable, consumer demand constantly evolving and retail relations continuing to worsen.
The constraints have never been so numerous… or so interesting as they pull the whole sector up towards excellence. This is indeed the opportunity for tomorrow’s actors to innovate in all fields with talent.
For Proconseil, this is the right time to help clients create more value. We build together with them daring ways to initiate in-depth transformation and secure continuity. In this way, the most skilful will use these years of tension to take new powerful positions on promising markets.
Frédéric Le Moigne
Agro-food Sector Head
06 07 23 00 18
The Cosmetics industry today is still an ever-flourishing business with very good growth prospects despite an increasingly restrictive context: emergence of new players, tougher regulations, greater diversification of supply…
The heightening of this external pressure has however led companies in the sector to review their operating processes in an effort to remain competitive. A truly substantial movement was thus initiated a few years ago and the economic crisis triggered off in autumn 2008 simply accelerated this trend. Let’s make no mistake about this however; only businesses able to profoundly transform themselves will be in a position to seize all the opportunities offered by this booming market. In such a context, laying down first and foremost the foundations of a corporate culture which focuses on People will be the key condition for returning to competitive agility.
Health & Wellness Sector Head
06 13 53 80 73
Heavy industry is characterized by capital-intensive plant and often high-tech processes. Consequently, performance improvement has for many years only been addressed from a technical angle. Embedding continuous improvement by involving the whole team and considering that efficiency drivers other than technology do exist thus requires a real change in culture. The sites, in the main, integrate several worlds (hot/cold, continuous/decorative finishing…) and bringing them together by implementing new, more flowing and cooperative organizations is a key issue.
In this often multi-facility and international type of industry, it is especially important to unravel complexities and structure the supply chain by organizing the state of play between units, positioning the decoupling intersections and points of differentiation. Businesses located upstream in this sector are, by nature, quite distant from the end customer. Yet, distances are getting shorter and globalization, with the creation of overcapacities, opens the floodgates to a range of marketing dilemmas like diversity, flexibility and image, imposing on these firms profound transformations (service offer…). As a result, allying these two cultures - technical and customer focused – constitutes, in our view, one of the major challenges for the years to come.
Heavy industry Sector Head
06 85 92 05 38
The Pharmaceutical sector is facing a number of major changes and upheavals: more stringent regulations, harder competition, new types of medication, Governments seeking to lower the cost of their health systems, a significant loss of R&D efficiency to introduce new molecules, greater financial demands, market concentration and megamergers between groups, …
To cope with this new deal, businesses need to go through major mutations. Our experience inside many Pharma businesses has enabled us to identify a number of key drivers among which the accelerating of internal pace and agility, work on and through “just what’s needed” or even the reinforcement of the management culture and the ability to engage others around change. So many drivers should enable the right transformation to be implemented. If the Pharma industry takes the right course fast and acts in the right direction, it will be able to confirm its position as leader in Europe and open up interesting prospects worldwide.”
Pharmaceutical Sector Head
06 07 23 00 16