Opportunities Through Technological Innovation and Sustainable Strategies.
Few industries are as internationally connected as machinery and plant engineering. Competing globally demands excellence in innovation, performance, and efficiency.
The operating environment has changed fundamentally in just a few years. Digital and technological transformation, shorter innovation cycles, and rising costs are putting companies under increasing pressure. At the same time, German manufacturers risk losing ground as investment declines. Supply chain uncertainty, growing regulatory requirements, including ESG, and a shortage of skilled workers add to the challenge.
Companies need to grow revenue and reduce operating and material costs to protect profitability. This is particularly pressing for mid-sized manufacturers, which face increasing difficulty securing external financing.
The industry is undergoing profound change. Digital transformation, Industry 4.0, and sustainability create significant opportunities alongside the challenges. To remain competitive, companies must continually improve their products and processes. Automation, connected systems, and decisions informed by data are central to that effort.
China takes a long-term strategic approach and sets clear priorities for economic development, as initiatives such as the Belt and Road Initiative demonstrate. German companies can learn from its openness to technology, pace of change, and long-term perspective. They must also respond to intensifying competition and the risk of their technologies being replicated.
As enomyc Partner Christian Zeller notes in an interview : “China has taken a long-term strategic approach and used it to shape its economy.” For Germany, a clear long-term strategy and the ability to innovate at pace will be critical to remaining competitive.
A clear, long-term, and dynamic capacity for innovation is crucial.Christian Zeller, Partner und Head of Operations View Christian Zeller´s Profile
We help companies act on these opportunities through tailored business analyses, cost reduction programs, and performance improvement initiatives. We optimize operations and strengthen sales effectiveness and margins to improve market performance.
Our work also covers service strategies, procurement optimization, and material cost reduction. When needed, our experts take on interim leadership roles, including CFO, Head of Procurement, or Plant Manager. Our financial advisory team helps strengthen financial stability and supports carve-outs, M&A transactions, and post-merger integration.
We help you refine your strategic priorities, tap into growth potential, and boost profitability and operational performance. Together, we create a solid foundation for decision-making, translate it into clear actions, and consistently implement changes in your organization, processes, and management systems.
Transformation & Restructuring
The production networks of most medium-sized companies have evolved over time. What may have been sensible and efficient years ago often no longer serves its purpose in an era of volatile demand, fluctuating customer orders, and short product life cycles. For example, if one plant is operating at full capacity while others are underutilized, alarm bells should be ringing in the executive suite. Christian Zeller and Max Stehr explain what companies can do in such situations, when certain measures make sense, and how the production footprint becomes a competitive advantage.
Relocation, reshoring, offshoring, and rebuilding: The geographical shifts of internationally producing companies resemble a busy puzzle. While BASF closes facilities at its German headquarters and invests $10 billion in constructing a mega factory off the coast of southern China, Tesla explores alternatives to production sites in China and Taiwan. Meanwhile, Stellantis plans to scale down its electric vehicle production in China, and Neura Robotics is returning to its German headquarters from China this year. The reasons for these production relocations vary by industry, from high factor costs and geopolitical risks to tariff avoidance. Moving away from Germany, where are manufacturing companies heading? Will factory relocations increase? And what are the dos and don’ts in the relocation process itself? An expert discussion with Christian Zeller and Thorsten Holl.
„Der Mensch hat drei Wege, klug zu handeln,” lehrte einst Konfuzius. “Erstens durch Nachdenken: Das ist der edelste. Zweitens durch Nachahmen: Das ist der leichteste. Drittens durch Erfahrung: Das ist der bitterste.“ Macht es sich China leicht? Und wird es für Deutschland bitter? Wie Wirtschaftspolitik und Mittelstand auf Chinas Wirtschaftskurs reagieren könnten: Darüber spricht Christian Zeller, Partner bei enomyc, im aktuellen Interview.
Strategy & Corporate Performance
Casting from China, assembly in Eastern Europe: German industry has long sought international business relationships in the course of globalization. Factor cost differences had to be exploited for this, while on the other hand local sourcing, seemed to be on the decline. In fact, it was even pushed aside as stuffy or "old school". This was all before pandemics and lockdowns cut supply chains, a hurricane hit Texas and a freighter got itself stuck in the Suez Canal. It suddenly became very clear how vulnerable - and also dependent - German industry is on certain basic materials. What's more: ESG requirements and climate targets are currently forcing industry to rethink its supply chains more than ever. Long transport routes and international business relationships with "best cost countries" are increasingly being questioned. What will the logistics of the future look like – and what’s more have to look like? How can the German economy circumvent raw material shortages and fragile supply chains? Where is the innovation potential of the future? And: Will steeple sourcing become a trend again? An outlook with Dr. Stefan Frings, Partner at enomyc.
Mergers & Acquisitions
Succession, more expensive capital and more selective valuations are increasing the number of complex ownership situations in Germany's industrial Mittelstand. The advantage goes to those who select targets early, finance them through the downside, and create value after closing.
Strategy & Corporate Performance
Es führt kein Weg daran vorbei: Die Wirtschaft muss nachhaltiger werden. Schluss mit Überproduktionen, Schluss mit kurzlebigen Produkten, Schluss mit Elektro- und anderem Schrott. Her mit Produkten, die recycelt und länger haltbar sind. Her mit dem “ Recht auf Reparatur ”, her mit der Kreislaufwirtschaft!
Gerade Krisenzeiten bieten ideale Voraussetzungen für eine Verbesserung der Kostenposition. Das „Schlachten heiliger Kühe“ ist in schwierigen Zeiten naturgemäß einfacher umzusetzen als in Zeiten, in denen die Goldbarren förmlich „aus dem Fenster geworfen“ wurden. In früheren Krisen, wie z. B. in der Finanz- und Wirtschaftskrise im Jahr 2009, wurden vor allem die Overheadbereiche kräftig verschlankt. Mittlerweile wurde auch hier wieder Speck angesetzt, der dringend einer Diät unterzogen werden sollte.
Strategy & Corporate Performance
Large OEMs have to do it, as do medium-sized companies whose plants in one region are underutilized while customers in another market cannot be supplied quickly enough. Whether large or small, virtually all companies have to continuously adapt their production capacities to changing requirements. In a world where what seemed like an ironclad rule yesterday may no longer apply tomorrow, this is no easy task. In their article, enomyc experts Max Stehr and Christian Zeller explain what companies should pay attention to and why involving an experienced partner at an early stage can avoid a lot of unrest, friction losses, and often also costs.
