Please understand that unlike the other business areas, in the business area "Approval and Quality", we do not publicly show any reference examples.
Of course, every one of our projects and every relationship with the individual persons and all parties involved, as well as with the contracted company, is based on trust and mutual consideration.
Especially in the medical and pharmaceutical industry, the process from the idea of an application and the required product, its development and industrialization to the market-ready product, can stand for the success of the company.Therefore: We are happy to share references upon request.
Global Supply Chain: Project integration and process optimization:
The Principal in this integration and process optimization program was the CEO of a medical device manufacturer.
Task: In the case of a company taken over by the contractor, procurement should be integrated into the client's organization and process optimization should be carried out.
Approach: An analysis of the entire procurement process at the acquired company was carried out in comparison with the processes established at the client. The changes necessary for harmonization were developed. All interfaces involved in these processes were adapted to the harmonized processes. The necessary changes were identified, defined in a new roadmap and implemented.
Results: Significant cost savings were achieved through optimized and adapted processes.
Global Supply Chain: Set-up a 2nd source in USA:
The Principal for the set-up of a 2nd source program in USA, was a member of the board of directors of a pharmaceutical company.
Task: To minimize risk, a program was to be implemented to establish a 2nd-source for the production of a medical technology product in the USA.
Approach: An evaluation of the technical and quality requirements for the current product was executed in collaboration with the customer.
A market analysis and evaluation of the potential suppliers and their sub-suppliers in USA was carried out.
Results: A second cost-efficient and high-quality supply chain was established in USA for production.
Global Supply Chain: Establishing a supply chain in Asia:
The Principal for the program to build a supply chain in Asia was a member of the board of directors of a pharmaceutical company.
Task: For the production of a new product for the global market, a new setup of a complete supply chain needed to be established.
Approach: The technical and quality requirements for the purchased components were defined in cooperation with the customer. A market analysis and evaluation of suppliers was performed. To clarify the technical, qualitative and commercial challenges to the supplier, on-site meetings were held. The delivery of samples by the respective supplier was organized. The customer was assisted in making the final decision.
The quantities to be delivered were determined per supplier. The fulfillment of the supplier requirement such as contracts, audits, etc. was ensured. The subcontracting for the start of production at the customer's plant was ensured and supported.
Results: A cost-efficient and high-quality supply chain was established for the customer's production in Asia.
The Principal of the supplier product quality improvement program was the CEO of a medical device company.
Task: The task was to improve the reliability of the suppliers and thus the product quality of a medical device of the customer.
Approach: Through an analysis of the problems, the goal regarding product and implementation were defined with the customer. All existing documentation was evaluated and a gap analysis was performed. An action-plan was created to fix the problems, taking into account all interfaces and suppliers.
In intensive discussions with all parties involved, the processes and accordingly the documentation were adapted. The necessary optimizations to be carried out were contractually fixed.
Results: The problems were identified and eliminated. Prices and quality were sustainably secured.
Marketing, Sales & Innovation Management: Business Development Program:
The Principal in this business development program, was the CEO / Sales Executive of a leading manufacturer of sheet metal processing machines.
Task: 50 target customers from the areas of 1. lost customers or lost orders, 2. own target customers, 3. current customers of the competitor were to be approached and, if possible, won.
Approach: Customers were contacted by CPS, and negotiations were conducted by CPS at the board level. New business opportunities were discussed with these customers at decision-maker level by CPS.
New customer potentials were discussed and defined in an opportunity workshop and an individual approach was developed. The subsequent implementation was actively accompanied and moderated by CPS.
Result: A 25% increase in sales was achieved in the defined product segment.
The Principal for the creation of a global sourcing strategy program, was a member of the board of directors of a medical device company.
Task: A global procurement strategy was to be created within the context of a new product category established in the company.
Approach: Together with the customer, an analysis of the current situation was performed and the requirements were redefined. In order to consider all important aspects in the selection process, all relevant interfaces were involved.
An analysis of the world market was carried out and a longlist of potential suppliers was defined. A questionnaire was developed to obtain detailed information as a basis for the final selection. The completed questionnaires were evaluated in detail and extensive interviews were conducted with the selected suppliers. Invitations to quote were requested in order to obtain a clear picture of the performance of the individual suppliers. The execution of the necessary on-site audits as well as the negotiation of all necessary contracts was accompanied until their conclusion. A complete supplier strategy was visualized and created. Preparation of RFQs and current topics to get a clear picture of the supplier's operations. Supervising the execution of the necessary on-site audits and negotiating all necessary contracts to completion. Compiling and visualizing the overall supplier strategy.
Results: A global strategy for sustainable business success was developed and implemented using new technology to meet the needs of all involved.
Marketing, Sales & Innovation Management: Business Acceleration Program:
The Principal in this business acceleration program was member of the board of directors of a leading European IT company, in the business segment „Industry, Trade and Services“.
Task: 100 target customers from the areas of 1. lost customers or lost orders, 2. current customers of the competitor, 3. defined target customers with annual sales of > € 250 million, were to be approached and won if possible.
Approach: Customers were contacted by CPS, and negotiations were conducted by CPS at the board level. New business opportunities were discussed with these customers at decision-maker level.
In an opportunity workshop, the new customer potentials were evaluated and defined and an individual approach was developed. The subsequent implementation was actively accompanied and moderated by CPS.
Results: An increase in sales of 10% in the defined market segment, was realized.
The Principal in this product sale control program was the CEO of a leading European Supplier of Retail, in the segment electronics specialty.
Task: In order to reduce the impairment costs and increase the inventory turnover rate, a suitable method should be developed.
Approach: The "Product Sale Control" methodology was developed by CPS. The methodology "Product Sale Control" was introduced within Europe by CPS. The methodology of active "Sales & Field Marketing" was defined and integrated in terms of processes by CPS.
The necessary requirements for the IT and accounting processes were defined by CPS. The "Sales & Field Marketing" methodology was introduced and monitored within Europe by CPS.
Results: Significant reduction in "inventory value adjustment" costs for customers. The inventory turnover rate was increased disproportionately.
Marketing, Sales & Innovation Management: Customer Relationship Management Program:
The Principal in this customer relationship management program was the CSO – Chief Sales Officer of a leading European IT company.
Task: A significant improvement in data quality should be achieved. An analysis of all processes and input routines should be carried out.
Approach: New processes were defined by CPS, together with the responsible management, and input routines and patterns were introduced. The necessary corporate IT requirements and account management processes were defined by CPS.
The approval of all involved, future users, was achieved by CPS. The entire change process was accompanied and monitored by CPS.
Results: A significant improvement in data quality and a significant increase in process efficiency were achieved.
The Principal in this digital management cockpit program was the Chairman of the Supervisory Board of a leading European Supplier of Retail, in the segment electronics specialty.
Task: A digital management cockpit was to be developed and established. This should significantly increase the speed of business processes.
Approach: A planning and control tool with evaluation of the competition by CPS was introduced. The entire processes and procedures were analyzed by CPS.
Process requirements for IT and business processes were defined by CPS. The opportunity process was trained and monitored by CPS.
A condition controlling & monitoring system was defined by CPS and the implementation was accompanied. The impact of a planned deal was displayed in real time using the Customer´s Contribution Margin III with output to a laptop or the smartphone.
Results: Increased sales and profits were realized while reducing costs. The speed and transparency of the company's processes were significantly increase.