Automotive
Cash Impact
After several years of continuous improvement and stabilisation of its processes, AMIS has been weakened by the last two years marked by the Covid crisis. Its service commitments, its debt, which is still very high, the current level of activity and the growth prospects limited by the current economic context mean that AMIS must rapidly improve its ability to generate net positive cash.
Our mission
- Reduce working capital requirements, inventories and time-to-market.
- Increase EBITDA by reducing costs.
- Implement a backbone approach (optimised industrial logistics).
- Change IS usage practices.
- Structure supply chain management: roles, objectives, decision-making tools, dashboard.
- Train and coach flow managers, through a pilot project on a major flow, then roll out to the entire site in close collaboration with operational staff.
Results achieved
- -40% reduction in inventories and work in progress, repositioning of Semi-Finished flows (from 25% to 50%).
- Net cash gains of €5.5m against a backdrop of 16% growth in business.
- The target coverage of work in progress and inventories is the site’s common language.
- The change has been adopted by the pilots.
- Implementation of pull flows.
- Multi-level management (N3 to N5).
- Duration 6 months + support.
Customer quotes
After 2 years, our inventory and work-in-progress management remains efficient: coverage has never been so low, and the service rate remains very satisfactory. New habits have been adopted to ensure that we are on target: we know our flows better and manage less with cash-hungry ‘just in case’ measures!