{"id":3976,"date":"2021-08-20T08:55:00","date_gmt":"2021-08-20T08:55:00","guid":{"rendered":"https:\/\/www.skills-alliance.com\/?p=3976"},"modified":"2021-11-30T16:21:18","modified_gmt":"2021-11-30T14:21:18","slug":"transformation-et-amelioration-des-performances-industrielles-et-financieres","status":"publish","type":"post","link":"https:\/\/www.skills-alliance.com\/fr\/transformation-et-amelioration-des-performances-industrielles-et-financieres\/","title":{"rendered":"Piloter la transformation et l\u2019am\u00e9lioration des performances industrielles et financi\u00e8res d\u2019un groupe industriel"},"content":{"rendered":"\t\t
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Contexte et objectifs
<\/strong><\/h3>

Notre client est un fond qui a acquis par LBO depuis 18 mois un groupe familial industriel leader dans les mat\u00e9riaux de construction.<\/p>

Apr\u00e8s une phase de prise en main op\u00e9rationnelle, le partenaire op\u00e9rationnel souhaite se recentrer sur ses autres participations. La soci\u00e9t\u00e9 \u00e9tait sur un d\u00e9clin lent depuis une dizaine d\u2019ann\u00e9es et le rachat lui a donn\u00e9 de nouvelles ambitions de croissance profitable, avec comme exemple le rachat de 2 soci\u00e9t\u00e9s venues renforcer sa pr\u00e9sence sur le march\u00e9 fran\u00e7ais. \u00a0Le client souhaite r\u00e9industrialiser le groupe en mettant en \u0153uvre les synergies de production, accompagner le d\u00e9veloppement commercial en s\u2019appuyant sur un niveau de service \u00e9lev\u00e9 pour satisfaire des clients exigeants comme les GSB.<\/p>

Objectifs principaux<\/b><\/h3>
  • R\u00e9alisation d\u2019un plan d\u2019investissement industriel centr\u00e9 sur les ROI les plus \u00e9lev\u00e9s<\/li>
  • Plan de production en \u00e9levant les standards de productivit\u00e9 et de qualit\u00e9 au niveau des meilleurs<\/li>
  • Gestion du cash, en particulier en optimisant les niveaux de stocks, pour satisfaire aux Covenants<\/li>
  • Int\u00e9gration et d\u00e9veloppement des nouvelles acquisitions<\/li>
  • Optimisation du r\u00e9seau de service au niveau national<\/li><\/ul>
    \u00a0<\/div>

    Approche m\u00e9thodologique<\/strong><\/h3>
    • R\u00e9aliser une cartographie r\u00e9aliste des atouts et faiblesses du groupe et des \u00e9quipes \u00e0 travailler en priorit\u00e9<\/li>
    • Re visiter les projets en cours pour s\u2019assurer de leur r\u00e9alisation en phase avec les objectifs fix\u00e9s<\/li>
    • Concevoir et valider avec la Pr\u00e9sidence, un sch\u00e9ma d\u2019\u00e9volution du groupe avec une organisation cible et les objectifs prioritaires en accord avec les engagements financiers<\/li><\/ul>
      \u00a0<\/div>

      Pilotage des plans d\u2019action<\/strong><\/h3>
      • Feed-back\u00a0Cartographie et projets : <\/strong>les enseignements principaux de la cartographie ont \u00e9t\u00e9 qu\u2019il y avait un fonctionnement en silo entre les diff\u00e9rents services p\u00e9nalisant l\u2019efficacit\u00e9 globale de l\u2019entreprise et en particulier le niveau de service aux clients, que la Direction Commerciale ne remplissait pas son r\u00f4le de management challengeant et de d\u00e9veloppement de nouveaux march\u00e9s et que les plans d\u2019int\u00e9gration des derni\u00e8res acquisitions \u00e9taient par trop optimistes en s\u2019appuyant parfois sur les mauvaises hypoth\u00e8ses ou relais humains.<\/li><\/ul>
        • Am\u00e9lioration de l\u2019organisation industrielle :<\/strong> l\u2019accompagnement de la mont\u00e9e en responsabilit\u00e9 d\u2019un vrai Directeur Industriel, maitrisant les projets d\u2019investissements de la conception des solutions (automatisation, conception de machines) \u00e0 la qualit\u00e9 des produits, a dynamis\u00e9 la productivit\u00e9 tout en appuyant techniquement les directeurs d\u2019usine.<\/li><\/ul>
          • Sales and Operation Planning\u00a0: <\/strong>la mise en place d\u2019un processus S&OP int\u00e9grant r\u00e9ellement les ventes et responsabilisant solidairement tous les services de l\u2019entreprise (sales\/planning\/achat\/finance\/production\/logistique\/service client) a permis de booster la production de +20% par rapport aux pics pr\u00e9c\u00e9dents et de satisfaire les clients les plus exigeants en p\u00e9riode haute. Ce niveau de service a permis de fid\u00e9liser les plus gros acteurs du march\u00e9. Cet accroissement de service c\u2019est fait tout en stabilisant en valeur les niveaux de stocks avec des niveaux records de rotation.<\/li><\/ul>
            • Re-Organisation : <\/strong>des Directions commerciale et RH renouvel\u00e9es, des sch\u00e9mas d\u2019int\u00e9gration des acquisitions revus avec une priorit\u00e9 au retour \u00e0 la profitabilit\u00e9 avant le d\u00e9veloppement, s\u2019accompagnant de restructuration industrielle et humaine, y compris le management historique, et un scission entre la partie distribution et la partie service.<\/li><\/ul>
              • Optimisation des services en rentabilit\u00e9 et couverture march\u00e9\u00a0: <\/strong>investissements dans les \u00e9quipements augmentant la productivit\u00e9 des \u00e9quipes de terrain, d\u00e9veloppement d\u2019une approche distribution distincte du service (cr\u00e9ation d\u2019un r\u00e9seau d\u2019agences d\u00e9di\u00e9es), optimisation de la contribution wall-to-wall de l\u2019activit\u00e9 service tout en gardant un haut niveau d\u2019autonomie. Ouverture de partenariats r\u00e9gionaux avec des clients fid\u00e8les aux produits, pr\u00e9c\u00e9demment concurrents.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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                Solutions et r\u00e9sultats<\/strong><\/h3>
                • Am\u00e9lioration EBITDA : +20%<\/li>
                • Am\u00e9lioration CA : +14%<\/li><\/ul>

                  Secteur<\/em>\u00a0:<\/em> <\/strong>Industrie \/ M\u00e9tallurgie\/ Second \u0153uvre du b\u00e2timent
                  <\/em><\/p>

                  Lieu <\/em><\/strong>:<\/b> France
                  <\/em><\/p>

                  Volume<\/em><\/strong> :<\/b> 6 sites de production<\/em><\/p>

                  Dur\u00e9e de la mission\u00a0: <\/em><\/strong>14 mois<\/em><\/p>

                  Type de projet\u00a0: <\/em><\/strong>DG \/ Relais \/ Post acquisition<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

                  Contexte et objectifs Notre client est un fond qui a acquis par LBO depuis 18 mois un groupe familial industriel leader dans les mat\u00e9riaux de construction. Apr\u00e8s une phase de prise en main op\u00e9rationnelle, le partenaire op\u00e9rationnel souhaite se recentrer sur ses autres participations. La soci\u00e9t\u00e9 \u00e9tait sur un d\u00e9clin lent depuis une dizaine d\u2019ann\u00e9es…<\/p>\n","protected":false},"author":6,"featured_media":6252,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[46],"tags":[106,95,88,77,111,99,98,112,86,82,84,104,80,94,87,102,100,171,93,89,96,83,90,92,60,76,97,101,85,103,105,109,79,78,91,110,107,108],"class_list":["post-3976","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-transformation-conduite-de-changement","tag-5s","tag-achat-strategique-vs-non-strategique","tag-amelioration-continue","tag-approche-bottom-up-top-down","tag-bfr","tag-controle-qualite","tag-crm","tag-delai-de-paiement","tag-excellence-operationnelle","tag-flux-de-production","tag-gestion-des-charges-capacites","tag-jat","tag-kpi","tag-lead-time-dapprovisionnement","tag-lead-time-de-production","tag-lean-manufacturing","tag-methode-re-engineering-process","tag-migration-s","tag-negociation","tag-ordonnancement","tag-organisation-commerciale","tag-organisation-industrielle","tag-pic-pdp","tag-portefeuille-achat","tag-portefeuille-client","tag-projet-de-transformation","tag-satisfaction-client","tag-scm-supply-chain-management","tag-sgo-systeme-de-gestion-operationnelle","tag-six-sigma","tag-smed","tag-stocks-et-encours-de-production","tag-systeme-de-management-animation","tag-tableau-de-bord","tag-taux-de-service","tag-time-to-market","tag-tps","tag-trs-optimisation-des-capacites-de-production"],"yoast_head":"\nPiloter la transformation et l\u2019am\u00e9lioration des performances industrielles et financi\u00e8res d\u2019un groupe industriel - Skills-Alliance<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.skills-alliance.com\/fr\/transformation-et-amelioration-des-performances-industrielles-et-financieres\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Piloter la transformation et l\u2019am\u00e9lioration des performances industrielles et financi\u00e8res d\u2019un groupe industriel - Skills-Alliance\" \/>\n<meta property=\"og:description\" content=\"Contexte et objectifs Notre client est un fond qui a acquis par LBO depuis 18 mois un groupe familial industriel leader dans les mat\u00e9riaux de construction. 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