GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

GLOBAL FOOTPRINT SERVICES:

PLANT CLOSURE

GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

BACKGROUND

As part of a global restructuring of business units, a multinational chemical company was closing one of their Chinese production facilities. EWA engaged as Project Leader with responsibility for closure implementation.

GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

APPROACH

Six months prior to plant closure

    • Closure strategy (budget, timing, expenditures, government relations, etc.)
    • Defined implementation team (Operations, HR, Legal, Security, IT, etc.)
    • Development of communication plans (staff, government, external, etc.)
    • Security risk assessment (employee unrest, physical & IP assets theft, etc.)

Three months prior to plant closure

    • Implementation of operational and protective security measures
    • Finalized equipment & inventory disposition, decommissioning plant, etc.
    • External stakeholder negotiations (governmental agencies, landlord, etc.)
    • Obtain approvals from business zone, governmental authorities, etc.
    • Identification of compliance and payment issues, severance packages
Step 3

Upon plant closure and after

    • Finalization of equipment disposition and plant demobilization
    • Filing government documentation in keeping with the registration, business license, board resolutions
    • Filing of all necessary financials, bank accounts, tax, VAT rebates, registered capital and customs documentation
    • Competition of all de-registration and governmental documentation and plant turnover to the landlord
GLOBAL FOOTPRINT SERVICES: PLANT CLOSURE

RESULTS

    • No theft of IP assets, physical violence or governmental authority repercussions
    • 100% of employees signed employment forms
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GLOBAL FOOTPRINT SERVICES: SITE SELECTION

GLOBAL FOOTPRINT SERVICES:

SITE SELECTION

GLOBAL FOOTPRINT SERVICES: SITE SELECTION

BACKGROUND

A German-owned chemical company with an ageing facility was being pressured by local authorities to relocate to an “official” chemical processing zone, as part of the Chinese government’s initiative to combat industrial pollution. EWA was engaged to conduct a comprehensive site selection process and provide the client with quantified site recommendations.

GLOBAL FOOTPRINT SERVICES: SITE SELECTION

APPROACH

Create functional definition of plant

    • Purpose for expansion, customers, supply chain, products, capital equipment, etc.
    • Definition of the site requirements & specifications:
    • Size of plant, land requirements, structural requirements, utilities and consumption, logistics, labor force requirements, ground compaction, water table, number of employees, manufacturing space, office space, employee facilities, etc.

Analysis of company performance influencers

    • Logistics, location of customer base, location of suppliers, location of business partners, freight & transportation costs, current property costs, current operational costs, government incentives, etc.
Step 3

On the ground interaction

    • Identification of 7 business/chemical parks for further exploration based upon site & company criteria
    • Personal site visits, face-to-face negotiations, meetings with other companies located in the individual business parks & interaction with local government officials
    • Tours with company executives
    • Negotiations and confirmations of land price and tax incentives
    • Analysis of the impact on startup and operational costs
Step 4

Recommendation

    • Provided 3 qualified location options with full analysis
GLOBAL FOOTPRINT SERVICES: SITE SELECTION

RESULTS

    • Significant tax and land incentives were attained by EWA negotiations
    • Client approved EWA recommendation and final negotiations are currently in process.
    • Client has engaged EWA in the role of “Owners Representative” for follow-on activities including coordinating design and overseeing construction
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OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

OPERATIONAL & COMMERCIAL PERFORMANCE:

GROWTH DEVELOPMENT

OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

BACKGROUND

A manufacturer of returnable packaging materials for the automotive industry with stagnating sales engaged EWA to identify and qualify sources of business growth potential.

OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

APPROACH

360° Opportunity Assessment

    • An extensive review with the client of the construction and technical aspects of the current product portfolio, the market, adjacent verticals, competitor products & customer base.

Opportunity Identification

    • Identification and validation of 12 key industries as qualified verticals for expansion – based upon ease of adaptation, market size, growth potential and profit margin
    • Total of 1300+ potential new customers
Step 3

Short-listing of 5 core industries of focus for a deep dive analysis

    • Off Road Vehicles, HVAC, Outdoor Power Equipment, Pharmaceuticals, Consumer Electronics
    • Total of 370 potential new customers
Step 4

Opportunity Leveraging

    • EWA prioritized the top 10-12 companies per sector (sales channels, geographical location, etc.)
    • EWA conducted an in-depth investigation of each company & senior management and then delivered a biographical summary and contact information for 63 companies
OPERATIONAL & COMMERCIAL PERFORMANCE: GROWTH DEVELOPMENT

RESULTS

    • The client signed contracts with 9 new business partners
    • 13% increase in sales within 18 months
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Human Resource Services: INTERIM GENERAL MANAGER & RECRUITMENT OF A PERMANENT GENERAL MANAGER

HUMAN RESOURCE SERVICES:

Interim General Manager & Recruitment of a Permanent General Manager

HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

BACKGROUND

    • A metal fabrication WOFE located in Changzhou with a US parent was faced with a situation involving an ineffective General Manager
    • EWA was engaged to:
      • Recruit and supervise an Interim General Manager
      • Identify, qualify and recruit a permanent General Manager
HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

APPROACH

Recruitment & Supervision of an Interim General Manager

    • Preparation & alignment
    • Selection
    • On-boarding & engagement management

General Manager Candidate Criteria, Development & Assessment

    • Hard & soft skills definition
    • Individual interviews
    • Selection of 3 top candidates
Step 3

General Manager Candidate Due Diligence

    • Determination of scope
    • Desk-top audit & field research
    • Forensic review
    • Legal issues
Step 4

General Manager Candidate Final Report

    • Analysis, recommendation & rationale
HUMAN RESOURCE SERVICES: Interim General Manager & Recruitment of a Permanent General Manager

RESULTS

    • Successful search to find a General Manager fitting a specific set of client requirements:
      • Integrity
      • Employee relations
      • Financial
      • Operational skills
    • Six-week search resulted in:
      • 3 highly qualified referrals
      • 1 individual was hired
    • Three months after the new GM reported to work:
      • Plant productivity increased from less than 55% to over 85% and rising
      • Staff productivity increased 15% in the same time frame
      • Customer complaints reduced to less than 1 per month (vs. 7+ over the previous 12 months)
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Human Resource Services: Organizational Improvement Initiative

HUMAN RESOURCE SERVICES:

ORGANIZATIONAL IMPROVEMENT Initiative

HUMAN RESOURCE SERVICES: ORGANIZATIONAL IMPROVEMENT INITIATIVE

APPROACH

ORGANIZATIONAL ASSESSMENT

    • 360° assessment of factors impacting performance
    • Diagnostic individual & team structured interviews, which found:
      • Lack of trust
      • Hoarding of information
      • Lack of shared goals
      • Unacceptable individual & group meeting behavior
      • Conflicting perception of goals

ORGANIZATIONAL DEVELOPMENT

    • Group behavior improvement
    • Individual behavior improvement
    • Interdependence
Step 3

ORGANIZATIONAL DESIGN

    • Revised organization structure & reporting processes
    • Development & implementation of a new internal communications plan
HUMAN RESOURCE SERVICES: ORGANIZATIONAL IMPROVEMENT INITIATIVE

RESULTS

    • Follow-up surveys (individuals & group) reported significant improvement:
      • Cooperation
      • Information sharing
      • General trust
    • Dramatic improvement of key performance indicators (6 months later):
      • Time to market rate improved by 50%
      • Unwanted staff turnover was decreased by 15%
      • SG&A costs were reduced by 21% on an annualized basis
      • 18% reduction of inventory costs
      • Sales costs were reduced 14% due to improved expense controls
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