Manufacturing Success: From Boardroom to Shop Floor
The global manufacturing sector has seen unprecedented changes over the last decade. We’ve witnessed large developing economies stave off competition against mature markets and transform into first-tier manufacturing powerhouses, manufacturers experiencing stammered growth in unstable markets around the world and skilled talent remaining in short and unbalanced supply in different regions.
As global competition has increased, it has become much more important that manufacturing firms clearly understand the competitive capabilities they need to develop a winning position in the market.
A key to building these capabilities is to find an informed perspective that can help organizations swiftly respond to challenges and best position themselves for the future. This is where TwentyEighty Strategy Execution can help. We have been partnering with organizations around the world to address their most pressing business issues. Our portfolio of project management training clients covers the depth and breadth of the industry ranging from global manufacturing giants to regional processing companies.
Manufacturing Industry Drivers and their Impact on Project Performance
While every organization has its unique business challenges, TwentyEighty Strategy Execution’s extensive research and practical work with manufacturing companies has allowed us to aggregate these business issues into four definitive drivers that distinguish the industry today. Looking at the industry through our project-tinted specialist's lenses, we have determined that the following drivers impact the skills requirements and competencies development of the project community most critically. Our clients have extracted significant value by focusing on these select project performance areas.
Pressure on Production
The pressure to produce to gain or retain competitive advantage and expand business operations has resulted in a surge of capital projects planning, scheduling, cost, and people management. In order to be effective, manufacturing organizations will need to apply their limited resources judiciously and focus on projects that yield the highest return on investment. Project portfolio management informs and guides capital decisions through a structured approach to project prioritization and governance.
How we can Help
TwentyEighty Strategy Execution has been helping manufacturing organizations manage capital project risks through the development of effective project portfolio management (PPM) capabilities. From portfolio analysis to project prioritization and selection, we work with clients to align their organizational objectives with operational capabilities. Key areas of work include:
Globalizing the Business
Customers are constantly changing, and as they pursue growth in new global markets, manufacturers will need to stay in proximity to the market. Often this means doing business in unfamiliar parts of the world, bringing added uncertainties and complexities to operating models. With multiple businesses stretched across disparate geographies, the decision-making process can quickly become disjointed, creating challenges in ensuring that the overall business strategy is being supported and executed globally. As each region develops its own operating model with independent structures and processes; business leaders will need to take steps in ensuring that the global business strategy remains and serves as the foundation for regional decision-making.
How we can Help
Maintaining operational alignment with the core business strategy starts with ensuring that the portfolio of projects being considered in each region is in alignment with organizational objectives. Regional projects are initiated to deliver specific outcomes which can and should be linked back to the overall business strategy through a well-defined project portfolio process. To maintain global alignment, TwentyEighty Strategy Execution works with clients in the following PPM areas:
Supply Chain Vulnerability
Supply chains for most global manufacturers are complex, extensive and vulnerable. Concerns over transportation costs, shifting regulatory environments, intellectual property rights and even natural disasters are causing many manufacturers to re-examine their supply chain strategy to mitigate risks. As a result, manufacturers are seeking to diversify their suppliers across geographies. Since sourcing and procurement have been likened to the tip of the spear as they relate to managing supply chain risks; ensuring consistent practices across geographies is paramount to driving a cohesive strategy.
How we can Help
TwentyEighty Strategy Execution has an extensive sourcing and contracting curriculum focused on building consistent organizational capabilities to manage the entire procurement process from vendor requirements through contract close out. Core focus areas include:
Now more than ever, manufacturing organizations are struggling to balance aggressive cost reduction targets with increased expectations on production. Manufacturers are also under increasing pressures to eliminate defects and increase reliability on utilizing aging assets. Further complicating the issue is the decline in human capital availability caused by the re-allocation of resources to meet regulatory requirements, and the rapid retirement of senior personnel and project professionals. Increasing operational effectiveness generally translates to process improvement initiatives and/ or the implementation of new technologies. Either way, improving operational effectiveness ultimately depends on improving project effectiveness.
How we can Help
A clearly defined project management methodology with robust processes for requirements, estimation, cost control, and project monitoring; is essential to project effectiveness and ultimately to delivering on the operational improvement requirements of the business. We have assisted clients to achieve positive outcomes in their operational improvement initiatives by building core competencies in the areas of: