UC has been working with companies who want to increase their share in the ever increasing industrial products pie. Our clients primarily look forward to our assistance in form of varied service lines like growth strategy, organisational structuring, process redesign, market assessment, feasibility study, diagnostic review etc. to effectively cater to the market
In the recent past we have worked clients ranging from multi national corporations to medium sized enterprises having distinct business domains viz. cranes and construction equipments, precision stamp tool, fabrications, transformers, chemicals, glass containers etc.
Recent illustrative engagements include growth strategy for a cutting edge global technology player providing solutions to distillery and brewery industry; organisation review for a crane manufacturing company; addressing key strategic issues of a colour tinting machine manufacturer and service provider; strategic, operational and organisation alignment for a fabrication company; organisation review for a leading electronic component manufacturer and more
To view our case studies please click on the links given below or to download click here
Developing growth strategy for a cutting edge global technology player providing solutions to distillery and brewery industry
The company was established in 1985 with the objective of providing cutting edge solutions to the distillery industry. It offered other solutions including wastewater treatment to the distillery and brewery industry. Having experienced a multifold jump in its business performance, Top Management further anticipated growth through penetration in the global market wanted to know which new markets should be addressed in future.
Improving processes and aligning the organisation with strategy for a cutting edge global technology player providing solutions to distillery and brewery industry
Following the development of a global growth strategy, Top Management requested UC to address key challenges around processes and corporate and business unit organisation structure to support growth.
Reducing cost and improving operations for a crane manufacturing company
The client was a leading crane manufacturer and was facing some of the issues like lack of a clearly documented business strategy and formal production planning process, crane division made losses, order backlog, reducing market share in construction machinery division, high crane manufacturing cycle time, high inventory, unclear job responsibilities and low morale of employees, etc.
Assessing market and the feasibility of entering precision stamped tools and components market in India
The client was a watch �dials and hands� manufacturer, supported by a captive tool room unit. With expertise developed in precision tool manufacturing, it had started manufacturing tools and precision stamped components for other industries for over a year then. Top management wished to hive off the tool room into a separate profit center and expected a turnover of Rs. 25-30 crore and profit of Rs. 8-10 crore in next 3-5 years. Top Management thus requested UC to outline a strategy for the same.
Aligning the organisation with strategy for a fabrication player
The company was involved in the fabrication of various machinery viz. textile dyeing machinery, vibratory and centrifugal finishing systems and chemical processing equipment. The company had experienced negative growth in the past few years and was facing difficulty in coping with the market factors. There also existed many employee related issues. Top management thus requested UC�s assistance to ensure sustainability and growth for the future.
Developing growth strategy for a cutting tools business
The client was in to manufacturing and supply of high speed steel cutting tools having two key sub-divisions drills, cutters, reamers and taps (DCRT) and broaches and gear cutting tools (BGCT). DCRT division was plagued with outdated manufacturing equipments, poor brand image and high costs, while BGCT division was considering acquisitions. This division had entered a South-East Asian market and followed a outsourcing strategy for the developed markets. The client engaged UC to develop a growth strategy for the tools business.
Client Benefit: Deep insight into market dynamics viz. market size, market growth, competitive intensity, market trends, adoption of substitute material, emerging opportunities, growth options � both organic and inorganic etc., identification of strategic initiatives and development of the implementation plan.
Defining growth strategy for a leading multi-purpose engine and portable generator manufacturing company
The client was the pioneer in manufacturing multi-purpose engines and portable generators mechanical products. It had forayed in electronic products � manufacturing inverters and trading in offline UPS and stabilizers. Improving power scenarios in cities and bigger towns had impacted the demand of portable genset. In addition to the improving power scenario, multiple issues related to product, channel and people were impacting the organisation. As a result market share had dropped and top line had remained stagnant. Top Management requested UC to develop a strategy to address the same.
Strategic diligence of a bulk drug manufacturing set up to assess an investment opportunity
The client was a pharmaceutical company, having an in-house bulk drug manufacturing facility and they wanted to hive off the facility. The Client was a partner in a bulk drug manufacturing company, which had product synergies and an offer to take over the management and operations of the pharmaceutical company�s bulk drug facility. The client therefore requested UC to conduct a strategic diligence of the bulk drug business.
Strategic cost reduction for a plastic fittings and other injection manufacturing company
The client was manufacturer of luggage fasteners having its units in Daman and Goregaon. Sales growth and profit margin declined for over 2 years in a row. They were facing key issues with the organisation like lack of clearly defined vision and values, business strategy, poorly defined planning systems, lack of clearly defined organisation structure, reporting relationships, roles and responsibilities. Top Management requested UC to define a strategy for reducing costs.
Reducing cost for a leading manufacturer of aluminium foils and products
The client was into manufacturing aluminum conductors used for electrical transmission and distribution. The client was making losses for 3 yrs. in a row due to a number of organizational issues including lack of clearly defined direction for the division, awareness of plant utilisation and capability, fixed customer base, weak marketing set up, poor recovery levels and poor quality.
Conducting a strategic review of the demand chain for a leading paper manufacturer
The client was a leading player in the paper industry with the manufacturing base in southern India and having 4 depots and 4 branches across the country. They were facing issues in the demand chain which was resulting in poor service levels ultimately resulting in dealers being dissatisfied, operational problems in co-ordination and manufacturing, high levels of operational complexity due to the wide range of products and numerous dealers. The client requested UC to review the demand chain and suggest strategies and recommendations on the products, distribution channel, sales and marketing organisation structure, and information technology architecture.
Defining operations strategy for a glass bottles manufacturer
The client was a glass bottles manufacturer focusing on the perfumery segment with two plants in Igatpuri, Maharashtra. Lack of process clarity led to critical issues, the most severe being customer rejects due to unacceptable quality. Other issues included long lead time in new product development, planning inadequacies impacting delivery schedules, inadequate mould maintenance leading to quality issues, infrequent monitoring of fore-hearth conditions etc. Top management perceived the need to review the operations, identify improvement opportunities and document the same in the form of an operating procedure.
Assessing the market for mobile storage/ shelving systems (MSS) in India
The company was a manufacturer of MSS based in Denmark and operated in other developed markets like UK, USA, Sweden, Norway and Germany. The company intended to actively target the Indian market by setting up a domestic manufacturing/ sourcing base. However, they wanted to assess the market potential of its target industries in India before committing to the Indian market and thus requested UC to assist them in analysing the market and its potential in India.