Operational Turnaround & Restructuring
Structured, fast and effective: we stabilise companies, secure liquidity and create the basis for sustainable success.
Remain capable of acting before it is too late
We stabilise companies, secure liquidity and create the basis for profitable growth.
- Is your company losing market share or struggling with declining returns?
- Are costs, quality or delivery capacity out of control?
- Are payment difficulties or impending insolvency forcing you to act quickly?
An operational turnaround is necessary if the company is economically, structurally or strategically out of balance – and its continued existence is at risk.
T.A.S. FORCE assumes responsibility – with operational task forces and experienced interim CROs, COOs and CEOs who stabilize companies, implement reorganizations and realize a sustainable turnaround.
Typical reasons for a turnaround requirement
- Sharp decline in demand or loss of market share
- Yield and price erosion, insufficient price differentiation
- Increase in fixed costs and negative economies of scale
- Lack of strategic orientation & lack of resources
- Quality problems and customer complaints
- Liquidity bottlenecks, payment difficulties or impending insolvency
- Management succession vacancy
- Acquisition of new companies without an integration strategy
Our goals in the operational turnaround
- Reorganisation of structures and processes
- Restructuring of loss-making units & cost centres
- Securing liquidity and reducing capital commitment
- Optimisation of inventories & working capital
- Reduction of CAPEX & unnecessary complexity
- Ensuring delivery capability & customer relationships
- Reorganisation of individual locations or relocation
- Profitability through new alignment & focus on core competences
Our concrete approaches to turnaround management
Temporary leadership & interim management
- Use of experienced interim CROs, COOs or CEOs
- Assumption of operational responsibility in plant, business or group functions
- Line management or task force management - even under time and crisis pressure
- Coaching existing management teams for new roles and decision-making processes
- Moderation in difficult stakeholder constellations (e.g. customer, bank, investor, shareholder)
Strategic & operational realignment
- Definition of a strategic target picture for business model, portfolio & value creation
- Focus on profitable business areas & core competencies
- Location evaluation & consolidation decisions
- Evaluation of make-or-buy potential, supply chain strategy & customer structure
- Creation of a new operational management model with a clear focus on impact
Reorganization of structures & processes
- Analysis and redesign of the organizational and operational structure
- Reduction of duplicate structures & internal complexity
- Introduction of clear responsibilities, management spans and control channels
- Reduction of committees, meetings and bureaucracy
- Reorganization of interfaces to production, purchasing, logistics, sales and development
Cost optimization & margin increase
- Identification and realization of savings potential in OPEX & CAPEX
- Introduction of a cost and results-oriented controlling system
- Material cost optimization through dual sourcing, relocation & change of supplier
- Process optimization in production, SCM & administration
- Introduction of structured controlling of measures to manage results
Securing liquidity & working capital management
- Inventory optimization through realignment of demand & supply chain logic
- Reduction of throughput times & capital commitment
- Revision of payment targets, supplier strategies & inventory guidelines
- Improving planning quality and demand forecasts
- Establishment of a liquidity management and early warning system
Track record: turnarounds with a lasting effect
- Delivery capability in critical phase from 60% to 97% increased
- Reorganization of three plants and consolidation in a functioning location model
- Inventory reduction of 38%, liquidityrelease in the double-digit million range
- Fixed costs reduced by 22% with a simultaneous increase in performance
- Lost customer orders won back through proactive customer communication & performance improvement
FAQ - Frequently asked questions
"Why T.A.S. FORCE?" Your questions, our answers
Why T.A.S. FORCE for your turnaround?
- Immediately deployable task forces with operational experience in production, purchasing, logistics and finance
- Interim CROs, COOs and CEOs with automotive DNA – for plants, supply chains, locations and business units
- Proven turnaround approach for operational, structural and strategic crises
- Close dovetailing of stabilisation, measure management & communication with stakeholders
- We work with your team – on-site, practical, measurable and effective
When do you need operational turnaround management?
- The crisis is here – or is imminent
- Your company is losing its economic footing
- Customers or banks exert massive pressure
- Kunden oder Banken üben massiven Druck aus
- You need operational expertise immediately – not in 6 months