Strategic and operational
consulting

Through our experience, we are convinced that performance lies on 5 main levers:

  • The Goal: a clearly identified strategy, an appropriate offer, a well-structured project, a vision shared with the teams
  • People: agile organizations, adequate talents and skills at key positions, incentive policies aligned with the strategic drivers for the company
  • Excellence in the execution: permanent and consistent management focus on operations
  • Innovation: differentiation on service and structured innovation process to add value
  • Performance management: simple and reliable reporting, efficient systems and a strict monitoring of costs

 

Our ambition is to accompany our customers to perform on these 5 levers which we consider as the backbone of a sustainable performance.

 

Type of missions

We offer our strategic vision and pragmatic field experience to help managers and senior executives guide their reflections. We bring a commited external vision on your issues, co-create a suitable solution and support its implementation.

 

Company or activity diagnostics
  • Strategy: market forces, offer, positioning, segmentation, diversification
  • Management: governance, organization, skills, animation
  • Operations: performance, processes, systems, quality
  • Finance: profitability, economic levers, costs structure, funding
Senior Management Advisory
  • Define the strategy and the corporate roadmap
  • Design performance improvement or turnaround plans
  • Challenge company management and activity returns
  • Coach managers and executives
Operational management
  • Design and follow action plans
  • Pilot complex projects
  • Communicate and manage change

Examples of missions

A few examples of missions we recently conducted:

 

Differentiation of the service offer for an interim and recruitment leading company

Differentiation of the service offer for an interim and recruitment leading company

Context : Leading actor on the interim and recruitment market in France (750 M€ TO, 220 agencies). High growth company (>20% / yr) in a very competitive market. Important pressure on prices put by the key accounts. Duration : 5 months

Our action

  • Diagnosis of company organisation and service offer
    • Interview of key people at top and middle management level
    • Site visits
    • On-line interview of 300 sales and field managers
    • Interview of customers and prospects
  • Market analysis and benchmark of key competitors
  • Definition of target positionning and service offer to better differentiate from competition
    • Creative seminars with a representative sample of sales and operations leaders
    • Co-creation with the Executive Commitee
    • Conference held by one of our business partners also Professor at HEC Paris – « Overiew of strategies to enrich service offers and opportunities underlying the digitalisation process »
  • Elaboration of an action plan to implement the target vision
    • Enhancing company reputation, brand image and operational skills
    • Rationalisation of key account and sales mangement
    • Extension of current service offer to create value
    • Creation of an industry based service offer
    • Modernisation of IT and operational tools to improve customer experience and reduce costs

Company diagnosis and performance improvement advisory to the Executive committee

Company diagnosis and performance improvement advisory to the Executive committee

Context : Family owned transport and logistics group (95 M€ turnover). Company structuring phase following organic growth and acquisition integration. Duration : 8 months

Our action

  • Company diagnosis conducted through key people interviews, site visits and document analysis :
    • Strategic project, market positionning, governance and management, operational and financial performance, organisation, HR, sales, IT, back-office
    • Analysis and reegineering of the company’s transport plan to deliver synergies and optimize the own fleet utilisation
  • Recommandations and personal advisory to the managing directo
  • Elaboration of a roadmap to deploy our recommandations
    • Priorisation of actions, objectives, task assignment, support required, deadlines …
  • Project management and implementation of a new organisation

Preliminary review for the implementation of a refrigerated transportation system « 15-25°C » for the pharmaceutical sector

Preliminary review for the implementation of a refrigerated transportation system « 15-25°C » for the pharmaceutical sector

Context : French transport SME specialized in the Supply Chain of pharmaceutical products. Recognized and growing business on its market. Duration : 3 months

Our action

  • Preliminary study of the refrigerated transportation market through literature review and interviews (clients, prospects, ‘sectoral experts’):
    • Analysis of the current organization and possible developments on the pharmaceutical products supply chain
    • Analysis of key actors’ position
    • Analysis of the regulatory framework and good practice in traceability and respect for the cold chain
    • Competitive analysis and monographs of the main competitors
    • Anlysis of the demand for transport under controlled temperature 15/25°C
  • Analysis of implementation options for an integrated network 15/25°C dedicated to pharmaceutical depositaries and distributors

Results

  • Assessment of actors’ strategic movements and trends
  • Recommendation of a scenario to develop a multi-segment offer designed for the market challenges
Definition and implementation of a new logistics architecture

Definition and implementation of a new logistics architecture

Context : Leading B2B distributor of protection equipments all over Europe. Underperforming logistics organization (21 local platforms in France), processes and tools. Duration : 12 months

Our action

  • Diagnosis of the logistic organization and return of experience on previous warehouses’ mergers

    • Visits of ‘the most representatives’ sites

    • Assessment of the initial organization and total logistic costs

  • Analysis of customer needs and service expectations depending on their profile

  • Design of a target logistic organization and action plan to deploy it

  • Impact assessment (social, real estate, CAPEX, savings) : consolidation into 5 regional depots, merger of 2 plaforms, closure of 14 sites

  • Recommendation for the implementation and choice of the pilot region

  • Operational support for the implementation in the pilot region

  • Project management of SAP WM module the roll-out and stocks digitalization

Social housing sector study to support the strategy of a property developer

Social housing sector study to support the strategy of a property developer

Context : Leading player in the promotion of the subsidised and intermediary housing in France. Fast-growing company seeking to develop its geographic positions. Duration : 4 months

Our action

  • Definition of the key indicators and trends on the social housing market
  • Macroeconomic analysis of these indicators at a national scale : sociodemographic and socioeconomic data, social housing stock, description of key actors, …
  • Analysis at a regional scale : quantitative and qualitative state of the demand, existing social housing stock, ongoing projects and policies, description of local players, …
  • Overview and ranking of the analyzed departments in terms of their level of attractiveness and opportunity for the construction of social housing

Results

Study of half of the French departments that enabled:

  • To challenge/confirm ongoing reflexions about geographical positioning
  • To better canvass local players thanks to a detailed knowledge of the sector and its stakes at a local scale
  • Ongoing reflexion concerning the diffusion of a barometer of social housing in France in order to position our client as a national reference in this field
Business development of a Logistics and Transport SME in the pharmaceutical sector

Business development of a Logistics and Transport SME in the pharmaceutical sector

Context : French 25 M€ turnover SME specialized in pharmaceutical products facing financial difficulties on a consolidating segment. Duration : 2 years

Our action

  • Diagnosis of the company and root-cause analysis of the financial problems
  • Implementation of our recommendations together with the CEO: governance and general management, sales, operations, purchasing, systems and controls
  • Participation to the Executive Committee

Results

  • Profound changes made to the Executive Committee and company management rituals
  • Integration of experienced CFO and COO
  • +25% operational result in one year
  • Development of a European pharmaceutical network with 5 key players
Strategic diagnosis of a SME specialized in tableware + coaching of the President

Strategic diagnosis of a SME specialized in tableware + coaching of the President

Context : French SME specialized in design and production of porcelain tableware items. Highly pressured business due to counterfeit and competitors based in low cost countries. Duration : 15 months

Our action

  • Exhaustive strategic analysis and recommendations
    • Evolution in family governance and capital allocation
    • Implementation of a new performance management system
    • Business model optimization (make or buy, factory outlets, e-business)
    • Review of strategic marketing and product positioning
    • Set-up of the sales development plan (channels and priorities per country)
  • Coaching of the CEO

Results

  • Dynamic company growth both in France and internationally (+20%)
  • Improvement of ROCE (return on capital employed)
  • Innovation on product portfolio and design
  • Marketing and communication successes (ie. unaided notoriety, image, blockbuster product development)
Creation of a new division for an international Transport and Logistic group

Creation of a new division for an international Transport and Logistic group

Context : Global package delivery provider. Highly competitive market. Duration : 15 months

Our action

  • Service to the CEO providing second opinion on strategic initiatives
  • Advisory on a strategic diversification to create a new European Road Freight division
    • Business plan, organization, process and systems, business targets
    • Operational support
    • Recruitment of the team and training
  • Restructuring of the Brazilian subsidiary
    • Operational diagnosis of the key loss making activities: linehaul, pickup and delivery, fleet management
    • Definition of recommendations
    • Advisory to the country manager

Results

  • From scratch creation of the European Road Freight division: active on the market in 9 months (legal entity, team recruitment, process and IT systems, sales and marketing)
  • Reorganization and cost reduction plan for the Brazilian subsidiary: development of subcontracting, fleet reduction, new business rules, …)
Definition of the strategic project and business development of a middle-sized company

Definition of the strategic project and business development of a middle-sized company

Context : French mid-size company in the transport and logistics sector (250M€ TO). Company in steady expansion with important structuration issues (HR, organization, business process). Duration : 2 years

Our action

  • Definition of a 5 year strategic plan and communication (internal and external, incl. investors)
  • Strategic and operational advisory for the Board (2 years)
  • Ramp-up of the Executive committee (installation of a new CFO)
  • Reengineering of the organization and creation of new tools to monitor the company
  • Diagnosis of Corporate purchases and fleet maintenance
  • Definition and follow up of savings plans
  • Acquisition operational due diligence

Results

  • Structured and communicated company project
  • Professionalized business performance management
  • Dynamic growth trend (+50% of revenues in 4 years)
  • + 20% company profitability
Turnaround and transformation of the French division in a global service group

Turnaround and transformation of the French division in a global service group

Context : World rank French group in Transport and Logistics. Structural losses over 10 years requiring a new strategic angle and a significant restructuring. Duration : 3 years

Our action

  • Detailed diagnosis of the different activities: HR, business, operations, purchases, controlling…
  • Definition of a new strategy and 5 years business roadmap including detailed turnaround plan
  • Transformation of the activity: closing of unprofitable business and locations, staff reduction (-90 people), service offer revamping, development strategy implementation
  • Disposal of a non-strategic activity (management of the full process)
  • Reconfiguration of the fleet and externalization of maintenance
  • External advisory followed by a one year interim management of the business unit division (50 M€ revenue)
  • Recruitment and setting up of a new executive team (CEO, operation director, purchase, business…)

Results

  • Break-even in 24 months
  • New team in place and aligned with the new strategy
  • Development mode engaged + cross-selling initiatives with other group divisions
Closure of a factory in Tunisia

Closure of a factory in Tunisia

Context : French trading group with foreign plant producing gloves. Loss-making activities with no perspective of recovery. Duration : 12 months

Our action

  • Diagnosis of the company, scenarios of evolution, assessment and recommendations
  • Creation of a memorandum presenting the company and identification of potential buyers
  • As no creditworthy buyers were identified, recommendation was to liquidate the company
  • Full management of the implementation: selection of local experts, negotiation and management of the social aspect (100 people), reduction of the exposition of the group (stock and other assets disposal), internal and external communication, operational transition, selection of new suppliers

Results

  • Closure of the factory in 6 weeks once the decision was taken
  • Positive social climate and optimization of the financial/administrative aspects in coordination with local experts
  • Supplies secured thanks to new and more profitable deals between the parent company and substitute suppliers
STRATEGIC AND OPERATIONAL DIAGNOSIS of a SME + Support of the Committee of Directors

STRATEGIC AND OPERATIONAL DIAGNOSIS of a SME + Support of the Committee of Directors

Context : French general cargo transport SME facing financial difficulties. Duration : 3 years

Our action

  • Operational and strategic diagnosis of the company:
    • Definition of a restructuring plan (fixed costs, purchasing conditions, stock levels)
    • Change of both the business model and the senior management
    • Reorganization of the planning and operational management
    • Reshaping communication line and revitalising business activity
    • Participation at the Executive Committee and personal advisory to the CEO

Results

  • 50% loss reduction in one year (ie. 1 M€)

  • Break-even in 20 months

  • Development of a result and business development oriented culture

Restructuration of a SME during a Safeguard procedure

Restructuration of a SME during a Safeguard procedure

Context : French SME in the transportation sector with severe financial difficulties. Duration : 7 months

Our action

  • Diagnosis of the company and sustainability evaluation
  • Definition and implementation of a cost cutting plan
  • Closure of 2 sites and management of social strikes
  • Launch of an asset disposal plan to finance restructuring plan
  • Business conditions renegotiation with clients and suppliers
  • Collective procedures PMO in coordination with the judiciary administrator and the commercial court
  • Research for a company buyer in coordination with the judiciary administrator

Results

  • Reduction of the operating expenses (-1 M€ in 3 months)
  • Cut on staff wages and amicable redundancy plan of 50 employees
  • Disposal of 1,5 M€ assets
  • Support during the transition with the new buyer
Restructuring of operational processes and deployment of IT Transport

Restructuring of operational processes and deployment of IT Transport

Context : Leading global logistic and supply chain provider (1,2 bn€ TO). Heterogeneous performance, management and processes from one site to another. Lack of data reliability and monitoring of the IT Transport. Duration : 12 months

Our action

  • Detailed diagnosis of the use of IT Transport, support activities and transport management processes
  • Definition of an action plan to precise business rules, improve tool monitoring and harmonize the modes of operation
  • Process reengineering : organization of 20+ work groups to define target operations and back-office processes (contractualization, order management, transport planning, litigations, pallet management, billing, management control, …)
  • Structuring of the IT team in support of the transport operations (framework, recruitment)
  • Management of the deployment of IT Transport (training, team support) and reframing of the operational performance tracking

Results

  • Mobilised management and teams
  • Homogeneous site operations tracked by updated IT control systems
  • Implementation of a team to support operations (both for new and running contracts / sites)

TESTIMONIES AND REFERENCES

Our clients briefly describe us:

Relevance, Accuracy, Efficiency, Results.

 

Carving intervened on complex and varied topics for us : plant closures, rationalization, and leaseback of a production unit. The added value of Carving was its continuous implication with exemplary technical skills on all aspects. After a thorough analysis, their advice was crucial in order to take quick decisions and move into action. Acting like managers, they are experienced people adapting perfectly to the company issues with a wide range of skills : financial, legal, operational …

 

Having worked with other consulting companies, I rarely saw a team with such implication in the success of our projects. From now on, Carving has my entire confidence and is our partner in the transformation of the group.

Relevance, Accuracy, Efficiency, Results. Carving intervened on complex and varied topics...
Pierre Manchini – General Manager – RG Safety Group
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Methodical, Specialist, Result-oriented,

Agile and Flexible.

 

For me, Carving is a well-known partner supporting executive committees with an adjustable and flexible approach: audit, support and execution management. The expertise of Carving in Transportation and Logistics made them an obvious partner to manage the turnaround of our business. For FM Logistic, the added value of Carving was to work both on strategic and operational levels and then accompany the transformation, which is rare.

 

Throughout the project, whatever the difficulties, Carving held the course and hit the target even by taking the interim business management position with me for a year when it was needed.

Methodical, Specialist, Result-oriented, Agile and Flexible. For me, Carving is a well-known partner...
Yannick Buisson – CEO FM Logistic France
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Multi-disciplinary expert, sense of analysis, reactivity, prioritization and arbitration skills.

 

The stand back of Carving gave us the opportunity to identify the main sources of our losses, to solve them by some clean cuts and focus our development on our main added value activities. The implementation of a global project for the company mobilized our team around a common vision and ambition.

The support of Carving was very operational and targeted all levels in the company. This was really appreciated by the entire team, who felt integrated in a collaborative work rather than an audit of their performance.

Thanks to Carving, we were able to mature and progress faster. We improved the structure of our Top Management and our organization with a permanent focus on profit.

Multi-disciplinary expert, sense of analysis, reactivity, prioritization and arbitration skills. Carving ...
Carole Dupessey & Romain Guillot – CEO and General Manager at Dupessey Group
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Professionalism, pragmatism, relevance and tenacious.

 

We worked with Carving for their business and management knowledge in Transport companies.

 

The added value of Carving is to advise the company on all business issues and then to challenge the executives in their role, pushing them to delegate and work more efficiently.

 

Carving knows how to adapt to the company by using clear and precise language with simple but efficient explanations.

Professionalism, pragmatism, relevance and tenacious. We worked with Carving ...
Joël Gandon – CEO at Gandon Transports
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See also: Mergers - Acquisitions - Disposals