Realignment of a construction supplier

Due to the economic and financial crisis, the turnover of a medium-sized company from the construction supply industry decreased considerably. To counteract this negative trend, this company contracted us to examine the extent to which it could be reorganised and create a comprehensive restructuring concept. It also contracted us to supervise the resulting implementation measures. 


  • Financial modelling: Mid-term financial and liquidity planning for approximately 20 group companies, including the effects of the restructuring measures
  • Refinancing supervision: Guaranteeing existing financing, supervising the application for a public guarantee, safeguarding ongoing communication with financiers
  • Plant optimisation: Developing a plant structure concept, location optimisation and plant closure, improving production processes (including set-up time optimisation, tool management (preventive maintenance), negotiating staff reduction measures, supervising production cost and purchasing measures, reducing inventory, performing assortment optimizations, design-to-cost, value-stream-mapping, introducing lean management)
  • Optimising overhead processes: Introducing lean management methods, activity structure analyses, process recording
  • Sales organisation optimisation: Improved customer visit management, route optimisation, introducing a success-based stimulus model for the sales force, developing a pricing strategy and establishing quotation systems
  • Strategy development: For existing and new markets and products, key-figure-based competitive analyses, turnover and price validation for the innovation pipeline, developing market strategies for top markets, expanding corporate development

Result / Success

Cost and returns effects were raised in a considerable two-digit million euro figure, and expansion and process organisation were optimised. 

Furthermore, financial and organizational control concepts were introduced in all organisational areas. Process stability was increased, defined partial projects were consistently implemented, and project progress was continually monitored, controlled and supervised. 

The corporate group thus became profitable again, and its break-even threshold decreased.

Your contact

Jan-Erik Gürtner

Neuer Zollhof 3
40221 Düsseldorf

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