SCOPEIN has developed specific consulting products that allow our customers to realize immediate and sustainable advantages in competition. These products are constantly refined based international project experience.
Strategy defining and refinement is a permanent process that builds the basis for a particular company‘s success. Without strategy, no company guidelines can be established, no organization can be developed and no investment decisions can be made.
Especially in today’s international, rapidly changing competitive environment, strategies last shorter and shorter amounts of time and have to be repeatedly tested and reevaluated.
Concentration on New Challenges
SCOPEIN Project Management Consultancy has developed a method that quickly, but thoroughly helps the customer to analyze and reassess his initial strategic situation.
Together with the customer, the initial internal and external situations are surveyed, along with future developments, and the proper competitive strategy is deduced.
The aspiration of SCOPEIN is that our customers be among the leading companies in their field and gain steady, long-lasting competitive advantages.
Trimming Organization to the Highest Efficiency
Organizing is the defining of the structural organization and configuring the corporate processes agreed upon. SCOPEIN Project Management Consultancy helps its customers to establish and refine a productive organization.
At the end of SCOPEIN consulting projects, the resulting organizational structures make the most important process and value drivers transparent to the management. The management can then concentrate on its real work: developing visions, setting goals, steering employees and making decisions.
Tool-Supported Organizational Development
An integral component of the consulting work of SCOPEIN is a customer-specific tool that is left with the customer even after the conclusion of the project, in order to promote the organizational development in the long term.
Research and share prices indicate: in many cases, planned synergies fail to materialize after a merger. SCOPEIN Project Management Consultancy has successfully organized the management of synergies in various consultation projects.
The anticipated synergies are realized, the corporate cultures united, and the top management oriented towards a common strategy and vision.
Success Factors of post merger projects are:
- Early designation of the first and second management levels
- Tight and strict schedules
- Validation and controlling of the synergy goals
- Intensive client manager involvement as coordinators
- Intelligent incentive models as process facilitators
- Continual involvement of decision makers
It is essential that all of these success factors are incorporated in professional, internal and external communication. Neglectfulness with these often international integration projects can cause long-lasting damage to the entire company value.
Core elements of SCOPEIN consultatingin the area of post merger integration, in addition to a synergy tracking tool (STT), are numerous additional project tools for a professional management integration and anexperienced project manager.
Services such as human resource management, bookkeeping and accounting or information technology are necessary for the smooth functioning of a company. They are generally provided by different internal divisions, among which can be corporate management, central departments and business divisions, as well as by external service providers. Oftentimes, the understanding of service is poorly formed in the centralized or decentralized service areas and lacks cost transparency.
As alternatives to the classic central divisions and to small, decentralized service units are the competitive and transparent shared services. SCOPEIN Project Management Consultancy supports companies in the development of shared services concepts. their implementation as well as their optimization.
The expertise of SCOPEIN in the preparation and realization of organizational solutions in the service area is based on multiple projects with renowned international companies and comprises both regional and transregional concepts.
The experience in the projects has shown that through implementation of shared services, the transparency of costs and rendered services is considerably enhanced. This is the groundwork for a permanent optimization of the service, also beyond the conclusion of the project and the implementation of the service units. The quality of the service is increased through the harmonized processes, which surveys before and after the reorganization support. The rule of thumb is that in addition to the qualitative improvements, a cost saving of 20-25% can be anticipated through implementation of shared services.
The conceptual design of shared services is essentially based on five principles:
- Distinct understanding of service
- Transparent cost allocation according to service, not expense
- Services are offered at normal market conditions
- No double responsibilities for the same service in the company
- Comprehensible and transparent invoicing of services
Processes as the Basis of Business Activity
The business activity of companies is based on a multitude of processes that historically have mostly developed over many years. Oftentimes, these processes are more complex and expensive than actually necessary, which results in time and cost disadvantages for the company. SCOPEIN creates transparency in the processes and supports companies to optimize interfaces and configure task processing more efficiently.
Goal-Oriented Realization as a Success Factor
In the analysis phase, the current processes are surveyed, and interfaces such as system gaps are identified. Afterwards, the development of target processes – in coordination with the company goals – takes place in the conversion phase. These are consequently realized in the implementation phase.
Using Methods and Tools Properly
In each project phase, SCOPEIN engages in a close dialogue with the collaborators and draws on a tested method and tool catalog (e.g. Process Mapping, RTT). This ultimately results in efficient and transparent processes that secure lasting competitive advantages for the company and allow room for new challenges.
Companies need to adapt to continuously changing market conditions and further develop in order to be successful in the market in the long term.
These changes, however, are not carried out by process optimization, changing of organizational structure or assignment of new roles, but by the employees that promote the corporate organization and the changes at hand.
SCOPEIN advises and supports throughout all phases of the management transformation, from the defining of the target state, through the awakening and strengthening of the transforming forces and integration of the resistance, to the stabilization of the new structures. SCOPEIN pays special attention to the reduction of employee uncertainty through targeted communication and interaction.
Profiting from Experience
SCOPEIN possesses experience in defining cultural visions and in guiding changes in culture and values, as well as in creating target-oriented incentive systems. Supported by the knowledge that a change of the company cannot take place without the employees, all our projects are flanked by change management measures.
Furthermore, in conjunction with the preparation for changes in SCOPEIN management review, we also offer the evaluation of the strategic and social competencies of the top management. In order to prevent wrong decisions in the acquisition of management personnel, SCOPEIN developed a management personnel screening tool that can impartially evaluate the potential new members based on fact.
Through its direct influence on the service level, costs and net operating results, an effective supply chain is considered as the central gear for the improvement of competitive position.
Through a systematic optimization of the supply chain and its organization, all essential value drivers (transaction volume, costs, working capital, capital assets) are influenced. The goal of supply chain management is a market-driven supply chain performance (delivery time, delivery dependability, etc.) with minimal supply chain costs (process costs, carrying costs, etc.). These optimal operating points provide a maximum contribution to the increase of the company value. The knowledge and achievement of these operating points make a supply chain very efficient.
Globalization, Cost Pressure and Customer Requirements
The trends and drivers in supply chain management are not fundamentally new, but in particular, they have sharpened substantially over the last years:
- Re-nationalization of supply chains and increasing buffers and redundancies as a result of the corona crisisGrowth alteration of the markets
- Focusing on core competencies
- Increasing cost and competition pressure
- Development of information and communication systems
- Increasing customer requirements for products and services
- Strictest customer requirements for supply chain performance
The result is an increase in supply relationship complexity, combined with increasingly higher company and customer claims. These developments mean that logistics may no longer be limited to the traditional, physical logistics tasks (transportation and storage), but instead have to encompass the integrated organization of the flow of information, material and finances from the customer to the supplier and back to the customer.
Consequences and major optimization tasks resulting from these described trends can be summarized as follows:
- Strategic positioning in the network
- Alignment of the supply chain with customer requirements
- Mastery of the network complexity
- Close collaboration or partnership with chosen suppliers and purchasers
- New options for supply chain planning
- Mastery of the product complexity along the supply chain