A luxury house leader in its market had its internal and external capacities saturated. The company wanted to identify all the required capacity levers in terms of external needs and define an industrial strategy for profitable growth.

Approach

> Framing and putting into perspective of the capacity needs, types of subcontracting and level of flexibility required

> qualification of the Clusters by country / zone:

> Country analysis (multicriteria analysis: accessibility, capacity potential, social, qualification, …)

> Cluster analysis (attractiveness measure)

> Qualification of a short list of suppliers (assessment sheet, sub-contractor performance regarding 9 criteria: management, finance, quality, logistics, production, cost / competitiveness, know-how, safety-security, responsibility)

> In-depth assessment of the target workshops (operational due diligence of a workshop) in order to build an industrial scheme

> Setting up an industrial platform to develop and upgrade a new subcontracting network:

Results

> Evolution plan of the industrial and logistic tool at 3-5 years

> Securing the capacity & growth need of the two most critical years