operations flexibility in process industries - Roland Berger Strategy ...
operations flexibility in process industries - Roland Berger Strategy ...
operations flexibility in process industries - Roland Berger Strategy ...
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2DEDUCT OPERATIONS FLEXIBILITYBus<strong>in</strong>ess <strong>flexibility</strong> needs are often not systematically derived fromthe company's strategic objectivesL<strong>in</strong>k between strategic objectives and measuresCONCLUSIONNEGATIVE EXAMPLEIs <strong>flexibility</strong> part of yourstrategic objectives?• The majority ofparticipants confirm<strong>flexibility</strong> to be part oftheir strategy• Strategic objectives could be able tocope with demand <strong>in</strong>crease of 10%• Further divestments of <strong>operations</strong>61%assets; <strong>in</strong>crease of outsourc<strong>in</strong>g level39%Independent OP objectivesYes NoIs <strong>flexibility</strong> transferred asan objective of your<strong>operations</strong> strategy?t 59%41%• On the other hand a lotof companies lack thetransfer <strong>in</strong>to thedesiered <strong>flexibility</strong> oftheir <strong>operations</strong>Purchas<strong>in</strong>gManufactur<strong>in</strong>g• Demand fluctuations of -5% withoutpurchas<strong>in</strong>g price effect• Develop second supplier for keycomponent• Compensate 5% volume reduction <strong>in</strong>cost per piece• Prepare to <strong>in</strong>source 30% of volumefrom contract manufacturer• Build task force to prepare <strong>in</strong>tegrationof potential acquisitionYesNoSCM • Demand changes of 5% withoutdecreas<strong>in</strong>g service levelSource: <strong>Roland</strong> <strong>Berger</strong> <strong>in</strong>terview results, 200823Airbus<strong>in</strong>terview
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