Logistics of the Future: Enhancing Efficiency, Building Resilience.
Air, sea, rail, and road: The routes remain the same, but the conditions are new. As global supply chains are more fragile than ever – complex, severed, and threatened – the online commerce and freight business are booming. External shocks and technological advancements are currently exerting significant pressure on transportation, logistics, and warehouse management.
Major geopolitical tensions meet just-in-time and same-day delivery. Fast, reliable, and transparent in real time: Customer expectations for e-commerce have risen further. However, needs run contrary to resources: Concurrently, freight costs and interest rates are rising, and there is a shortage of labor and regulatory requirements.
The logistics of the future need innovation, resources, expertise and capitalDr. Stefan Frings, Partner and Head of the Cologne Office View Dr. Stefan Frings Profile
Many companies are responding with structural transformations and the use of cutting-edge technology. With automation and robotics against the shortage of skilled workers. With AI for a digital supply chain. With business intelligence tools for sustainable delivery concepts and smart inventory management.
For the logistics of the future – fast and efficient, yet also resilient and sustainable – innovation is essential. It requires resources, expertise, and capital.
Our consulting team consists of experienced generalists, skilled industry experts, science and data analytics talents. We provide comprehensive advice: with specific know-how on digitalization and AI to the development of individual dynamic BI tools. Additionally, our capital-side expertise and networking contribute.
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.
We support companies, shareholders, and investors in acquisitions, divestitures, succession planning, and carve-outs—from deal readiness and transaction strategy through valuation and due diligence to negotiations, closing, and integration. In this way, we enhance transaction certainty and create the conditions necessary to realize the targeted value through operational performance.
We support companies, shareholders, and investors in acquisitions, divestitures, succession planning, and carve-outs—from deal readiness and transaction strategy through valuation and due diligence to negotiations, closing, and integration. In this way, we enhance transaction certainty and lay the groundwork for realizing the targeted value through operational performance.
We fill C-level and business-critical leadership roles during periods of transformation, growth, and restructuring—whether on a permanent, interim, or hybrid basis. In doing so, we combine executive search with a deep understanding of the strategic and operational context. This ensures that the candidate’s personality, the assignment, and the role are a good fit, and that companies remain capable of taking action.
We align strategic goals with digital business models, high-performing processes, and clear technological priorities. Together, we identify business-relevant use cases, create scalable structures, and support implementation—so that digital transformation and AI can boost productivity, unlock new growth potential, and secure competitive advantages.
We support developers, investors, and financing partners throughout the entire project lifecycle—from feasibility and risk analyses to financing and project management, all the way through to strategic realignment in challenging situations. In doing so, we integrate real estate, financial, and operational perspectives to stabilize projects, support decision-making, and realize value potential.
We support companies through strategic realignment, operational transformation, and financial restructuring. Together, we create transparency, stabilize earnings and liquidity, realign business models and organizational structures, and consistently implement measures—with clear governance, measurable progress, and accountability—until the impact is evident in day-to-day operations.
We develop sustainable capital structures for growth, transformation, and special situations—from growth financing and refinancing to debt restructuring. Together, we create transparency regarding liquidity and capital requirements, evaluate financing options, and manage negotiations with banks and other lenders through to the finalization of binding agreements.
Volatile demand, intensified competition from China, regulatory uncertainty, and high investment requirements are forcing OEMs and suppliers to realign their portfolios, locations, and capital. We create a solid foundation for decision-making, strengthen cost efficiency and performance, and manage the implementation process in collaboration with customers, financing partners, and employee representatives.
Cautious investment, rising location costs, and trade policy risks are weighing on capacity utilization and margins. At the same time, customers expect shorter payback periods, reliable delivery capabilities, and digital services. We are sharpening our market positioning and portfolio, improving project margins and working capital, and translating technology and service potential into robust earnings contributions.
Fluctuating freight demand is compounded by rising labor, energy, and toll costs, infrastructure bottlenecks, and geopolitical reroutes. Shippers nevertheless expect reliable capacity, transparent shipment data, and measurable progress toward decarbonization. We optimize networks and cost structures, improve planning and management using data and AI, and consistently implement operational improvements.
Financing costs, volatile valuations, construction costs, and regulations are putting pressure on project developers, property owners, construction companies, and financiers. Changing usage requirements and ESG guidelines are increasingly determining the profitability of locations and portfolios. We provide transparency regarding values and risks, develop viable strategies, and consistently execute financing, transformation, and transactions.
Chemical companies face significant energy and cost pressures; pharmaceutical companies face development risks, price pressures, and regulatory challenges. Customers, government agencies, payers, and patients expect security of supply, sustainability, and transparency. We refine investment and portfolio decisions, strengthen operational performance, and consistently implement changes.
Chemical companies must reassess their energy-intensive capacities and portfolios; pharmaceutical companies face high development risks, pricing and reimbursement pressures, and stringent regulation. At the same time, customers, regulatory agencies, payers, and patients have increasingly high expectations regarding supply security, sustainability, and transparency. We refine investment decisions, enhance operational performance, and consistently implement changes throughout the value chain.
Pressure for reform, a shortage of skilled workers, the shift toward outpatient care, and the need for digital investment are increasing the pressure for change on hospitals, long-term care providers, and other healthcare organizations. Patients and employees expect quality and reliability; payers, owners, and policymakers expect both transparency and cost-effectiveness. We create a solid foundation for decision-making, develop sustainable care and operational models, and consistently implement restructuring and transformation.
Volatile demand, high price sensitivity, rising costs, and complex supply chains are putting pressure on margins. At the same time, platforms, private labels, and data-driven business models are shifting the balance of power between manufacturers, retailers, and consumers. We refine positioning and portfolios, optimize pricing, sales, and value creation, and scale digital and AI-driven processes.
Generative AI is accelerating innovation cycles and transforming search, distribution, and monetization. Media companies are competing on platforms for reach, willingness to pay, and user retention; technology providers must simultaneously master scaling, differentiation, regulation, and cybersecurity. We refine portfolios and business models, prioritize investments, and consistently align data, technology, and organization toward profitable growth.
Volatile demand, a shortage of skilled workers, rising operating costs, and significant investment needs are putting pressure on margins. Guests expect seamless digital services, compelling experiences, and a good value for money; owners and investors expect a robust economic outlook. We are refining our positioning and portfolio of offerings, optimizing revenue management and cost structures, and consistently implementing changes.
Outsourcing warehouse logistics is an important lever for improving efficiency. Although the potential is enormous, only a few companies have ventured into this topic.
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.
Strategy & Corporate Performance
The German Supply Chain Act and a European on top of that - the vote that was torpedoed by the FDP at the last minute. Was it helpful or not? Dr. Tim Bauer himself comes from a family of entrepreneurs. He believes that the EU Parliament lacks an eye for SMEs. "They unduly back the perspective of corporations and large companies." Although an important topic in terms of content, the extension of the Supply Chain Directive to small and medium-sized enterprises - as stipulated by the EU - is a burden for SMEs in Germany. But now, regardless of the political discord, regardless of the availability or lack of resources and the factor of time, the question remains: what decisions should companies make about their supply chains from now on and why? What could a quick check look like? A conversation with our new partner in Stuttgart.
Strategy & Corporate Performance
“There are three methods to gain wisdom,” Confucius once taught. “First, by reflection, which is noblest; second, by imitation, which is easiest; and third, by experience, which is the bitterest.” Is China taking the easy path? And will it prove bitter for Germany? How economic policy and the Mittelstand might respond to China's economic trajectory — Christian Zeller, Partner at enomyc, discusses this in the current interview.
Strategy & Corporate Performance
Alexandra Becker and Carla Dausend provide an overview of what companies need to prepare for, which mistakes to avoid, and how ESG can increase company value.
Strategy & Corporate Performance
Reduce, reuse, recycle: How can the shift to a circular economy succeed? And who is already getting it right? An interview with Dr. Stefan Frings.
Strategy & Corporate Performance
Sustainable corporate governance, also known by the abbreviation ESG, at first seemed to be a topic that mainly concerned large corporations. However, it has been clear for some time that, beginning in 2025, many medium-sized companies will also have to report on sustainability in accordance with the requirements of the so-called Corporate Sustainability Reporting Directive, or CSRD for short. What exactly will be expected of companies then? Can sustainability be measured at all, and if so, in what form? The enomyc ESG experts Jennifer Höpfner and Carla Dausend answer the most important questions and show how a company‘s ESG conformity can be checked using an example from consulting practice.
