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OperationsStrategyCompetenceCenterDecisionsbeginwithvisionsVISIO–ThewaytoexcellencethroughoutthevaluechainAmsterdamBarcelonaBeijingBerlinBrusselsBucharestBudapestBuenosAiresDetroitDüsseldorfFrankfurtHamburgKievLisbonLondonMadridMilanMoscowMunichNewYorkParisPragueRigaRomeSanFranciscoSãoPauloShanghaiStuttgartTokyoViennaWarsawZurich©RolandBergerStrategyConsultantsAllrightsreserved–fromaprofessionalandbusinesspointofviewWeattractandretainthebesttalentandworkwithopen,non-hierarchicalstructuresandapproachesCreativestrategiesthatworkOperationsStrategy1|Designingoperationsstrategies–Youcan'tbecertainaboutthefuture,butyoudoneedavisionThereisnoebbtothetideofreorganization.Butcompaniesarerefocusingtheirattention:eliminatingthemistakesofthepastisnotenoughanymore.Whatisneededareplansforthefuture.Thisistheonlywaytoachieveasustainableincreaseinsalesandrevenue.Future-orientedstrategieshavetobedevelopedforessentialelementsinthevaluechain–researchanddevelopment,purchasing,production/maintenance,andlogistics/supplychainmanagement.AndthisiswheretheOperationsStrategyCompetenceCenterofRolandBergerStrategyConsultantscomesin.Weaimtoassistyouinthedevelopmentandrealizationofthebusinessideasoftomorrow.Achievingthisrequiresvision,action,andmethodologicalsupport.VISIOoffersyouanintegratedapproachtothestrategicreorientationofyourvaluechain.RolandBergerincreasescompanyvaluewithcreativityandprovenexpertise–wedelivercreativestrategiesthatwork.VISIO–TheholisticviewleadstooverallsuccessInthesamewaythatthebestindividualplayersdonotmakethebestteam,singleimprovementsinindividualareascannotguaranteeoverallsuccess.Thisiswhywetakeaholisticviewinourapproach:onlybykeepinganoverallconceptinmindcanyouensuretheoptimumdesignofindividualoperationsareas.Indoingsothecoreoperationalinterfacesbetweenthefirm'sfunctionscanoperateeffectivelywhileensuringthattheindividualswithintheorganizationarestrivingforacommonstrategicgoal.VISIOwillprovidesupportforyourcompanyfromtheveryconceptionofanidearightthroughtoitsimplementation.ThefourpartsofVISIO–ACT,PEP,LIFT,andMILE–formaseamlesssequenceleadingtothedesiredsynergyeffects.TheinterlinkedmodulesofVISIOOperationsStrategy3|OptimizingtheresearchanddevelopmentprocessTakingflexible,quick,andfocusedactiontorespondtonewchallengesinproductionandmaintenanceStrivingforpurchasingexcellenceEnsuringbestpracticelogisticsandsupplychainmanagementACTLIFTMILEPEPOperationsStrategy5|ACT–OptimizingtheresearchanddevelopmentprocessResearchanddevelopmentplayadecisiveroleinkeepingacompanyonestepaheadofitscompetitors.TheaimofACT(ActiveConceptTransformationforR&D)istostayabreastofchangesinthemarketandincompanycapabilities.Thecompetitivesituationisconstantlymonitoredanddevelopmentprocessesareimprovedinlinewiththenewrequirements.Closeinvolvementofstaffandtheirhighmotivationensurethesuccessofasustained,friction-freetransformationprocess.R&DimprovementwithACTCaseStudyIntheautomotiveindustry,productdevelopmentefficiencyrepresentsamajorcompetitiveadvantage.Automakersarecurrentlytryingtodrasticallyreducetheirproductdevelopmenttimes–insomecasesbyalmost50%.Keysuccessfactorsare:increasedinternalandexternalcollaboration,efficientknow-howtransfer,earlysupplierintegration,andtheearlyidentificationofvehicleperformanceandqualityproblems.WiththehelpofACT,oneofourclientswasabletosignificantlyimprovetheinnovationprocess.Thenumberofdesignchangesaftermodelfreezewascutbyalmost90%.Overallsavingsamountedtoaman-monthreductionof20%.IssuesTimetomarketDevelopmentcostsKnowledgemanagementSpeedofinnovationACTapproachTargetActive:CheckforcompetitivenessConcept:StreamlineprocessesandresourcesTransformation:PutresourcesintoplaceExcellenceinR&DOperationsStrategy7|PEP–StrivingforpurchasingexcellencePurchasinghasagrowinginfluenceonacompany'sabilitytocompeteintoday'sglobalmarketplace.Duetodecreasedverticalintegration,purchasingvolumesaregrowingconstantly.Thefocusofpurchasingshiftsfrombuyingtowardthemanagementofcomplexprocurementprocesses.PurchasingEmPowerment(PEP)–ThreestagestowardspurchasingexcellenceThefirststageofPEP(PurchasingEmPowerment)aimstoquicklyreducepurchasingcosts.Toachievethis,allessentialcommercial,technical,andprocess-orientedpurchasingleversareutilized.Tocreatepurchasingtransparency,weuseourprovenmethodologyforsystematiccommoditymanagement:commoditiesaregroupedaccordingtopurchasingvolumesandcomplexity.Purchasingleversfromourtoolboxcannowbepreciselyemployedandbottom-upsavingspotentialcalculated.Whereappropriate,theseleverswillsupporte-applicationssuchase-auctions,e-catalogs,etc.Anintegratedactionmanagementtoolcontinuouslymonitorssavingssuccesses.StageISystematiccom