IIS International Industrial Strategy

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The decision to expand our activity internationally means, in several occasions, setting local implementations. The technology resources available in a given location, the industrial culture, people’s training or country’s infrastructure are some examples of factors to consider in order to ensure a successful and durable implementation.

International-Industrial-Strategy

High customization requirements of the production (agility and flexibility) and the increase of productive or logistic costs, mainly in countries usually considered as low-cost, require that these implementations are made starting from an industrial plan that considers all those factors ensuring, in addition, an efficient and competitive process design. This plan must transfer the lessons learned in the West and also observe the local characteristics and aspects, supporting high added value processes and creating a technology intelligence culture at all levels from the beginning.

On the other hand, many industries have already made steps in this regard with limited success and are now thinking in a relocation or reimplementation in other country. This situation poses some challenges:

  • Business refocus in technology and added value terms to ensure its competitiveness
  • Financing of investments
  • Recovery of the supply chains, which have disappeared in several cases
  • Transfer of the necessary agility requirements to the supply chains

In the design of these relocation projects, the causes of the decision and the reimplementation alternatives must be analyzed, considering the whole value chain. The ultimate goal must be the design of an affordable new model, which is also agile, competitive, and stable, with high customization and service abilities.

Our proposal for the International Industrial Strategy (IIS)

At Sisteplant, we count with three types of services for supporting the development and consolidating the international strategy:

Industrial plan of international operations 

It aims at setting the foundations for an international industrial implementation, from the resources, technology and human training perspective:

—— International distribution of productive operations seizing the opportunities of each region and the composition of demand

—— Radical innovations in the process design

—— Supply chains

—— Operational flows

Transfer of best practices 

Optimization of the supply chain and industrial processes, transferring the best western practices:
International Industrial Strategy

—— Manufacturing strategy with efficient criteria in terms of automation, flexibility, and versatility by country

—— Industrial organizational model and implementation of the headquarters’ best practices

—— Logistic optimization (lay-out, flows, cells, provisioning)

—— Flexible handling, storage and automation

—— Robust processes, continuous improvement and Six Sigma (to measure and improve quality)

—— Functional specifications from the civil works and facilities point of view

Relocation of activities 

Global analysis of the value chain and establishment of the best relocation strategy:

—— Recovery of supply chains, which have disappeared in several cases

—— Business refocus in technology and added value terms to ensure its competitiveness

—— Self Financing of investments

—— Transfer of the necessary agility resources to the supply chain

Sectors of application:

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