Transformation – Supplier Turnaround

Europe's automotive suppliers - especially SMEs - are at the center of the challenge. This is where the weak points are particularly evident:

• Historically evolved structures
• Lack of product maturity
• Internationalization? Not a chance!
• Price pressure and financing risks
• Skills shortage and competence gaps
• Pressure to invest

In short: without a far-reaching transformation, many suppliers in the automotive sector are facing the end. It is high time to set a new course.

Fields of action for the future viability of automotive suppliers

In order to make the automotive industry competitive and fit for the future, we are focusing on five fundamental areas of action.

1. "Stop the Bleeding" & Turnaround:

Act quickly and effectively in crisis situations.

• Stabilize supply capability: Avoid production downtime and secure supply chains.
• Reduce costs: Achieve savings through process optimization and efficient use of resources.
• Ensure quality: Do not compromise on product quality.

2. Restructuring:

Ensuring sustainable stability and growth.

• Increase sales: optimize value creation and tap into new potential.
• Control costs: Implement efficient cost reductions without compromising quality.
• Secure liquidity: optimize cash flow and minimize financial risks.

3. Safeguarding of start-ups:

Ensuring a smooth start to new projects.

• Product: Ensuring quality, optimizing supply chains and integrating suppliers at an early stage.
• Factory: Designing efficient structures, optimizing logistics and industrializing processes.
• Team: Provide employees with targeted training, define clear roles and strengthen responsibility.

4. Optimization of series production:

Maximum efficiency and top quality in ongoing production.

• Delivery performance: Ensure reliable delivery times and stable supply.
• Productivity: Designing processes efficiently and optimizing production output/OEE.
• Quality: Ensuring the highest product quality through efficient processes and targeted quality management.

5. Optimize plants and footprint:

Deploy resources globally and strategically in a profitable way.

• Demand and capacity: optimally adapting production capacities to demand.
• Right-sizing: Dimension plants efficiently and minimize costs.
• Globalization: Serving local markets in a targeted manner and exploiting global synergies.

Optimization potential in the automotive industry

The results of past Horn & Company customer projects show that there is still great potential for optimization in the automotive industry. In addition to production-related improvements such as OEE (Overall Equipment Effectiveness) and set-up time reduction, KPIs with a direct impact on PuL and working capital are also optimized.

Our experts are at your disposal - an introductory meeting is the first step towards a successful turnaround. Get in touch with us now!