Reviewing the industrial footprint by acquiring new production units, or on the contrary by divesting of non-strategic activities, is a major challenge for any company.
Context and challenges
Industrial structures are changing more and more rapidly as a result of multiple variables and constraints: globalisation of markets, customer demands, development of new products or technologies, regulatory constraints, labour costs, etc.
Adapting the company’s organisation to its development strategy therefore requires a great deal of energy, which needs to be channelled through the right structuring of projects and actions. Integrating new production units, or on the contrary spinning off non-strategic activities, is a major challenge for a company.
This activity requires specific know-how that must be deployed in a limited timeframe, involving all the stakeholders in the organisation.
The Axsant approach
Axsant’s support is characterised by :
- Diagnosis of the current match between the strategy and the performance of the activities concerned.
- Collaborative development of the medium to long-term industrial strategy and its tactical application to short-term projects.
- Simulation and evaluation of different scenarios for combining or dividing activities, taking into account the geographical (proximity of suppliers/customers and networks) and economic dimensions, but also the attractiveness of the structure for new talent and management of the industrial risks inherent in the change of model.
- Preparing the project roadmap, identifying the human, technical and financial resources to be mobilised, as well as the communication and change management plan.
- Steering the transformation and implementation plan.
