Management Summary
In a critical phase of high uncertainty and operational pressure, an experienced GOiNTERIM manager took over the management of production and logistics at a major Italian site of an international automotive supplier in the plastics sector. The initial situation was challenging: the site was understaffed, under strategic pressure and financially challenged. Within ten months, it was possible to stabilize structures, optimize processes in supply chain management and production and inject new dynamism into the organization despite the difficult market situation. The interim assignment not only became an operational bridge, but also a clear turning point for the site – recognized right up to the private equity level.
Company
The company is an international supplier specializing in large-volume injection moulded parts for the automotive industry – the Italian site is one of the most important in the group. The company was a portfolio company of an international private equity company from Germany. The production site is regarded as the technical backbone for certain product lines in the automotive segment and supplies well-known OEMs and Tier 1 suppliers. The environment is characterized by high quality pressure, tight time frames and the need to react flexibly to volatile market developments – especially in an economically tense European automotive market.
Initial situation
The previous production manager had left the company as planned, but the vacant position could not be filled at short notice by the originally intended successor. This created a dangerous gap in an already tense situation. Some strategically important customers had canceled or lost orders at short notice, which led to considerable challenges in terms of capacity utilization and planning. At the same time, the production site was faced with a high need for restructuring, particularly in the areas of supply chain, logistics and quality. Day-to-day operations had to be secured, processes stabilized and a new structural start prepared at the same time. An experienced GOiNTERIM manager with extensive operational and industry experience was therefore immediately appointed to take on responsibility at short notice.
Goals and tasks
The goal of the interim assignment was to take over the complete operational management of production and logistics as interim COO – with clear responsibility for day-to-day business, strategic development and the management of employees. The focus was on process optimization in supply chain management and improving production performance. At the same time, structural weaknesses in the organizational structure were to be identified and adapted. As part of the extended management team, the interim manager acted on an equal footing with central decision-makers – including in discussions with the private equity shareholder structure. Quick, pragmatic measures were expected, while at the same time preparing for a permanent succession.
Measures and implementation steps
In the first few weeks, the GOiNTERIM manager gained a precise picture of the operational processes, organizational weaknesses and structural deficits. Bottlenecks were particularly evident in logistics, which had an impact on production stability and adherence to delivery dates. Targeted analysis processes were initially used to identify and implement short-term levers to stabilize day-to-day business.
At the same time, a far-reaching reorganization began in the area of supply chain management – with clear roles, coordinated processes and end-to-end control of procurement, warehousing and production supply. The organizational structure was revised and interfaces redefined in order to reduce frictional losses and make processes more efficient. The process was supported by targeted KPI analyses that created transparency regarding capacity utilization, efficiency and productivity.
Particular attention was paid to the management and integration of employees. Contrary to typical clichés, the plant structure was characterized by a high level of self-motivation. The team was open to change and was consistently involved as soon as the objectives and measures were clearly communicated. This positive attitude was used in a targeted manner to quickly roll out improvements. At the same time, there was close coordination with the HQ and the private equity shareholders in order to secure the strategic direction and embed the location development closely into the overall strategy.
Successes and results
After ten months, the site was not only operationally stabilized, but also significantly more efficient in key areas than at the start of the mandate. Delivery performance was noticeably improved, bottlenecks in logistics were eliminated and production control was made much more efficient. The newly introduced processes in SCM ensured greater transparency, more predictable workflows and better integration between purchasing, production and shipping.
At a strategic level, the plant was successfully prepared for the time after the interim assignment. The organizational structure was clearly defined, the interfaces professionally regulated and employee management had stabilized significantly – also thanks to structured integration. The cooperation with the PE company was close, trusting and solution-oriented – the interim manager acted as a link between day-to-day operations and strategic realignment.
Last but not least, the commitment created the basis for making the plant attractive for new customers and projects – despite the difficult market situation. The transition to the permanent successor went smoothly, supported by resilient structures and a highly motivated team.
Summary
The interim project was far more than just a short-term stopgap – he became a driving force for stability, efficiency and sustainability at a critical production site in Italy. With clear leadership, in-depth operational understanding and strategic vision, it was possible to turn around a challenging situation and strengthen the plant in the long term. The smooth transition to the succession solution shows: Interim management can not only close gaps, but also create real added value – especially when speed, structure and impact are important.
Would you like more information or do you have similar challenges? Talk to us, we will be happy to help you!
Dr. Martin Ludwig Mayr, Managing Director
martin.mayr@gointerim.com
+49 89 20 500 8695