Achievements

Business Development

Our client, an industrial group near Paris, is a major player in the construction sector with a global reputation. As part of its organic growth, the group has taken the initiative to diversify its activities by creating a division dedicated to renewable energies. In order to do this, it is relying on its network of 130 offices spread over 60 countries....

Duration : 12 Months

Business Development

An industrial group listed in Paris, our client is a major player in the construction sector, recognized worldwide. As part of its organic growth, the group is taking the initiative to diversify its activities by creating a division dedicated to renewable energy. To do so, it relies on the network of 130 offices spread over 60 countries ...

Duration : 12 months

"Our client is a French group, operating in the metallurgy sector. In the context of a merger of a number of entities, the group uses the services of a transition manager to rethink the organization of its supply chain..."

Manufacturing its products on demand, this manufacturer places the supply chain at the heart of its organization. This just-in-time approach to operations, combined with site locations distributed over three continents and eight countries, drives the company to optimize its supply chain function.

In parallel with this project, a merger of several entities has convinced the group to call upon the services of a transition manager, to provide:

• Responsibility for the organisation, scheduling and optimisation of physical and administrative flows, in accordance with the rules specified in the flow designs
• The organization and co-ordination of the different logistics services in each country
• Co-ordination, with the support of the Quality, Manufacturing and Purchasing departments, establishment and management of sub-contracting flows, in order to provide optimum client service at optimum cost
• Organization, implementation and management of flows in products and semi-finished purchased products for conversion/resale.

All of which, while ensuring responsibility of the supply-chain and the link with its reorganisation.

Story-board:

The first intervention month took place at the various international sites, so that the manager could become immersed in the specific characteristics of each of them, and understand the specific requirements of each market and client expectations. This immersion phase enables the transition manager to understand the management of existing flows.

The second phase of the assignment will enable the transition manager to implement an inventory of the supply chain as well as their relations with the Quality, Manufacturing and Purchasing departments.

In order to achieve this, the model is taken from the audits previously carried out at the different sites by an external body, comparing them with their own individual observations.

The issues for the assignment are threefold: the manager must assume responsibility for the role, must optimize it, while preparing it for transformation, associated with the internal merger.

In 6 months, the use of a transition manager has enabled the enhanced reliability and optimisation of the role, while meshing its external perspective and the company's practices: the transformation has thereby been significantly facilitated, the evolution of processes having been anticipated.

Duration : 12 Months

"Our client is a French group, operating in the metallurgy sector. Within the framework of a merger of several entities, the group uses the services of an interim manager to rethink the organization of its Supply Chain... "

By manufacturing its products on demand, this manufacturer places the Supply Chain at the heart of its organization. This just-in-time operation, combined with the fact that its industrial sites are spread over three continents and eight countries, motivates the company to optimize its Supply Chain function.

In parallel to this project, a merger of several entities convinced the group's management to use the services of an interim manager to ensure :

• Responsibility for the organization, planning and optimization of physical and administrative flows, according to the rules defined in the flow designs
• The organization and coordination of the different logistic services in each country
• Coordination, with the support of the Quality, Industrial and Purchasing departments, of the implementation and management of subcontracting flows, in order to ensure the best customer service at the best cost
• The organization, implementation and management of the flow of products and semi-finished products purchased for processing or resale.

All this while ensuring the responsibility of the supply chain and the link with its reorganization.

Story-board:

The first month of intervention takes place on the various international sites so that the manager can immerse himself in the particularities of each of them, and understand the specific requirements of each market and customer expectations. This immersion phase allows the interim manager to understand the management of existing flows.

The second phase of the mission will allow the interim manager to carry out an inventory of the Supply Chain function as well as its relations with the Quality, Industrial and Purchasing departments.

To do this, it draws on audits previously carried out on the various sites by an external body and compares them with its own observations.

The challenge of the mission is threefold: the manager must ensure the responsibility of the function, optimize it, while preparing it for the transformation linked to the internal merger.

In 6 months, the use of the interim manager made it possible to make the function more reliable and optimize it by combining his external view with the company's practices: the transformation was greatly facilitated, as the evolution of processes was anticipated.

Duration : 12 months

"The launch of a new commercial brand and the creation of an economic and corporate unit are the starting points for the regrouping of these two players in the aeronautics sector. The centralization of the support functions is one of the components of the 5-year strategic plan, whose upstream phase incorporates harmonisation of the collective statutes of the two entities..."

Our client is an international French group in the aeronautics sector, launching a new service product line in response to changes in their original market. They are deploying an ambitious project by regrouping two entities under new, single brand.

The positioning of the integrated structures provides significant commercial synergies, which the group will combine with an accelerated integration plan. This initiative in particular provides for the re-grouping of support functions at the head office of the holding structure recently created, as well as an agreement for making staff available between the companies.

The prelude to this transfer is the construction of the project for the harmonisation of the statutes, essentially governed by company agreements.

Centrally, the group does not have the capacity to allocate a resource dedicated to running this project, and has decided to call upon the services of IMT Partners to provide it with a transition manager.

Story-board:

This sensitive subject is above all contingent upon adherence to statutory deadlines. A 16 month intervention was therefore decided upon in order to see this project through to its conclusion. On arrival, the manager focused on the background, devoting 10 days to researching the content of existing agreements. This fact-finding process will be redoubled by numerous visits to the two sites involved, for an immersion in the detail of current practices, and so that they can quickly become known to the key points of contact.

It will then be a question of constructing the plan for the harmonisation of collective status agreements and to action the associated HR/corporate/employee welfare strand.

Based on their expertise in devising management methodologies (the transition manager has 10 years of consulting experience), they will run this complex project operationally, sometimes also assuming PMO responsibilities:

• project administration, providing a convergence management schedule
• negotiation of an agreement with staff representation bodies
• negotiation and harmonisation of the overall welfare protection provision
• establishment of an innovative plan supporting mobility
• close co-ordination with HRMs at the merged entities
• finalisation of agreements

For an overall total of 2000 employees, this assignment incorporates a significant change management support dimension. Alongside the manager responsible for the transformation and with the support of the internal communications manager, the transition manager will drive the corporate and staff welfare transformation.

Duration : 16 Months

"The launch of a new commercial brand and the creation of an economic and social unit are the starting points for the merger of these two players in the aeronautics sector. The centralization of support functions is one of the components of the 5-year strategic plan, the upstream phase of which involves harmonizing the collective status of the two entities..."

Our client is a French international group in the aeronautical sector, which is launching a new service line in response to changes in its home market. It is deploying an ambitious project by regrouping two entities under a new single brand.

The positioning of the integrated structures ensures strong commercial synergies, which the group will combine with an accelerated integration plan. This approach includes the regrouping of support functions at the headquarters of the recently created holding company, as well as an agreement to share personnel between the companies.

The preamble to this transfer is to build the project of harmonization of statutes essentially governed by company agreements.

Centrally, the group did not have the capacity to second a suitable resource to lead the project, and decided to call on the services of IMT Partners to introduce an interim manager.

Story-board:

This sensitive subject is above all dependent on the respect of legal deadlines. A 16-month intervention was therefore chosen to bring the project to a successful conclusion. As soon as he arrived, the Manager focused on the background, spending 10 days getting to know the content of the existing agreements. He doubled this information gathering with numerous trips to the two sites concerned in order to get a feel for the practices and to be quickly identified by the key contacts.

The next step will be to build the project to harmonize the collective statutes and to conduct its HR/Social component.

Relying on his ability to propose management methods (he has 10 years of experience in consulting), the interim manager will manage this complex project operationally, sometimes wearing the hat of a PMO:

• framing the project by proposing a convergence management schedule
• negotiation of a method agreement with the IRP
• negotiation of and harmonization of all social protection
• implementation of an innovative approach to promote mobility
• close coordination with the HR departments of the merged entities
• finalization of agreements

For a company with more than 2,000 employees, the mission includes a strong change management dimension. Alongside the Director in charge of the transformation and with the support of the internal communications manager, the interim manager will steer the social transformation.

Duration : 16 months

A formerly outsourced activity is reintegrated to the client's main site. In order to smoothe the process, a transition general manager is called for to lead the assignment.

Duration : 12 Months

This industrialist integrates into its scope an activity previously entrusted to a subcontractor. In order to ensure the smooth running of the operation, a transitional general manager was appointed to lead the project.

Duration : 12 months