Back on the road to success with a streamlined structure and consistent sales activities
The starting position
As a specialist for moving, transporting and storing heavy goods, Vollert, a family-owned company with a long tradition and 300 employees, generates annual sales of around 90 million euros. The company enjoys a good reputation in the region around its headquarters in Weinsberg as well as with customers all over the world. Triggered by an unregulated succession, the manufacturer found itself in difficult waters. The negative factors were exacerbated by a rigid functional organization, productivity deficits and an outdated ERP environment.
Together with the new management, bachert&partner developed a comprehensive restructuring concept. The key points of the concept were the concentration on four business units, the exit from a loss-making business area and the restructuring of the organization into business units. Each unit was given a consistent customer-oriented structure and focus which can respond individually to specific market requirements. The replacement of the business unit management created an entrepreneurial second management level. The implementation of the measures was supported on an interim basis by an external commercial director - the existing management was thus able to focus on corporate development and operations.
The establishment of a powerful implementation controlling system created the basis for transparent monitoring of the processes. The success of the concept was due to the stringent implementation of clearly comprehensible measures together with the client.
The measures at a glance
Concentration on four value-creating business areas, strategic exit from one major business area despite associated sales losses
Implementation of business units by clearly separating the core competence areas of precast concrete parts, intralogistics and shunting technology
Creation of a new business unit in which the service offerings are bundled
Introduction of a profit or cost center structure including allocations
Partial outsourcing of mechanical processing
Implementation of a standardization project and value-analytical optimization of core assemblies
Optimization of office organization / introduction of a new ERP system
Implementation of project-specific immediate measures, including intensification of claim management and accounts receivable management