Who We Serve
Case Studies
The following are three examples of how AMP has helped clients in the past.
Project I
Service Area : Launch Management
Client: German Automotive OEM
Function: Interim Launch Manager
Initial Situation
- German/Chinese JV of a German Automotive manufacturer with approx. 9.000 employees
- A new production site (Car Plant 2) was set-up with an annual capacity of 350.000 cars and a total investment of 500 Mio. €
- Client needed to launch new car plant with press shop, body shop, paint shop and assembly
- All areas were under construction and not operational
- In parallel, a new car had to be launched in the plant with a Local Content target of over 80%
- A Launch-team did not exist
- Pre-series production hadn’t started
Actions
- Assembled German-Chinese project team consisting of approx. 20 team members
- Conducted regular launch meetings
- Planned and coordinated pre-series production
- Undertook a number of task-force actions for critical individual sub-projects
- Executed regular program readiness meetings with suppliers to meet local content target
Results
- One year prior start of production the position of a Launch Manager was filled
- Start of production was achieved on time
- Met all project targets including timing, cost, quality and local content
Project II
Service Area : Program Management
Client: German automotive interior parts supplier
Function: Interim Director Program Management
Initial Situation
- Worldwide automotive interior parts supplier (seat pads and modules; composite components) with € 430 million USD revenue and 4.200 employees
- Company went through a corporate restructuring process
- Cross-functional project-management process did not exist
- Financial project targets were missed regularly
- Overall Program Management function was missing leading to project delays and missed financial objectives
Actions
- Established a new cross-divisional program management function for customer projects including Project Management processes with global responsibility
- Build up a management structure within a range of 6 program managers with responsibility for 36 customer projects (32 Project Leaders) and a projected life-cycle turnover of € 1.1 billion and budget responsibility of approximately € 120 million
- Conducted a personnel selection process for staffing program management positions
- Corresponding program management functions were established in North America and China
- Implemented a project management process including gateways, milestones and clear-cut results-based responsibility with appropriate reporting processes
- Reorganized and realigned previously existing project budget planning and control processes
- Undertook a number of task force activities for critical individual projects in terms of timing, technical and financial issues
- Together with the COO, selected and interviewed suitable candidates for the executive position, ‘Director Program Management’; conducted contract negotiations with the selected candidate in cooperation with HR Manager
- Coached program and project managers on the newly introduced and implemented processes
Results
- All leadership functions were filled within 2 months
- Successfully built up the new organization and implemented project management processes within 3 months
- Closed existing deviation of 20% to fulfill targeted project sales of € 24 Mio.
- Stabilized project cash flows according to new gateway process (scheduled monthly liquidity objectives were met)
- Time critical projects were all brought back on track during second half of 2013
- Cross-functional project-management process did not exist
- Introduced new permanent manager
Project III
Service Area : Turn Around Management
Client: US-Subsidiary of a German automotive supplier
Function: Interim Vice President Supply Chain Management
Initial Situation
- US-Subsidiary of a German automotive interior supplier with 2 production plants and 400 employees
- Turnover: approx. 80 Mio. USD
- High monthly losses due to inventory write-offs (approx. 1 Mio. USD within 1 year)
- Significant amount of manual entries along the warehouse management process creating faults in the IT-system
- No transparency of the material flow and inventory status in both plants
- Different supply chain processes in both plants
- Suboptimal support of IT-systems (warehouse management system based on simple access database)
- Lack of sufficient financial resources for the implementation of SAP in North America (mother company is running based on SAP)
Actions
- Conducted an analysis on the entire supply chain management process
- Built up a new organizational structure to manage the North American supply chain
- Worked-out and executed an action plan to improve overall logistics process, to reduce logistics cost and inventory write-offs
- Executed a project to outsource the supply chain management process incl. administrative processes
- Evaluated and selected a 3PL logistics provider from concept to implementation
Results
- As part of the restructuring of the North American business, a VP SCM was appointed for the first time
- Reduced logistics costs by 35% by optimizing and outsourcing of the supply chain management process to a 3PL logistics provider
- Reduced Net Working Capital by 30% and created additional liquidity of approx. 1 Mio. USD
- Implementation of SAP to support logistics process by introducing a 3PL logistics provider (no initial investment needed, no consulting fees required – only moderate monthly license fee)