H&Z

Synchronize strategy & performance

Companies must adapt to the new dynamics and flexibility of everchanging markets. From business model to product to management, there is no area that hasn’t been impacted in recent years due to new technologies or social dynamics. Turnaround cycles have become much shorter, thorough analyses are outdated before being synthesized. This means that traditional approaches are in danger of becoming obsolete.

A guiding strategy and effective operations

Strategic topics such as growth, M&A and the alignment of the value chain or operational topics such as PLM or digitization often trigger an entire chain of consequences. Companies increasingly need to recognize performance as an achievement of multiple parts. We know that execution is the critical and difficult part of any strategy process. We accompany companies that are ready to implement their strategy in a high-performance manner with the following offers.

Our expertise for these industries

Luft- & Raumfahrt

Aviation, Security & Space

In aviation, economic and environmental interests go hand in hand.
Find out more
Maschinen- und Anlagenbau

Special Machinery

Innovation management is the driving force for a future place in the global economy.
Find out more
Schienenfahrzeuge und Bahnindustrie

Rail

Railway - stay on track with solutions from H&Z
Find out more
Michael Santo
Managing Partner
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We have lift off.

Interest in space has never been higher than it is today and the hardware we continue to put into orbit plays an integral part of the daily lives of billions of people. Read here our latest whitepaper.

The present value of the

space economy

is estimated at around

€300 billion.

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End-to-End Process Optimization
The order flow or order management can be considered the main artery of every company. From order initiation to product development to delivery and service - there are countless points in this chain where challenges can arise. Is the order definition complete and understandable? Does the development always have to be set up anew? Was product management sufficiently involved? Do the plants and suppliers have sufficient capacity? Have costs for customer changes or follow-up support been planned for?

Claim vs. reality vs. customer demand?


Sometimes, one's own ambitions on production and performance are a good reason to take a close look at end-to-end processes (E2E processes). Everyone defines success differently: Does it pay to be even faster? Can I control my materials more efficiently? Is there a lever that will make the company even happier? While for one person the goal is to prepare his own company well for the future in a changed competitive environment, the next wants to open up to a broader customer base or push ahead with modularization. We support you in identifying the bottlenecks and finding your focus.

Analyze and optimize processes end-to-end


From sales planning to the material flow in production and supply chain (S&OP) to the interfaces of multiple functions and locations, there is a lot of potential for efficiency and speed. To find these, we take a detailed look at the order flow with our customers in a value stream. Where we encounter bottlenecks, we make a comprehensive analysis and identify the causes. We develop the right solutions for a company together with the involved employees and functions - so that everyone supports the path going forward. From our experience, this is the only way to sustainably improve processes. Thanks to our in-depth knowledge of the industry, we provide practical advice and best practices. That's why we accompany our clients throughout the entire process and stay with them until the goal is achieved. Together, we ensure that the result addresses your specific challenges and improves your business in the long term.
Sandra Stoll
Organic growth strategies
Where do growth potentials lie in your company? Are all sales opportunities already saturated? Does the product portfolio show unused potential? In addition to the operative business, most customers lack the time and the impartial view to recognize weak points early on. Today, more than ever, it is important to catch opportunities effectively and with speed.

Added value through organic growth


What opportunities have already been exploited in digital sales? Is a product falling short of expectations? Are there opportunities to focus the product portfolio? Your organization has certainly answered many of these questions. For us, customer-centric approaches that are in harmony with your strengths have proven most effective. The digitalization of B2B sales is increasingly one of the driving forces.

Identifying sustainable growth potential


Every sustainable growth is based on individual strengths. Using our in-depth industry knowledge and proven analysis tools, we show our clients where their organization stands and where the competition is heading. On this basis, we work together to identify concrete growth potential and help the company to actually realize it. Whether it is the development of digital sales, the integration of platform business models and new markets or a classic performance improvement - we deliver tailor-made growth projects.
Steffen Wenzel
M&A for corporations
Does a business unit no longer fit in with the rest of the company? Does it make sense to merge with a supplier or to integrate a forward-looking technology into your own organization via a startup? Can a market entry strategy be implemented through an acquisition? There are many situations in which an M&A transaction can strengthen one's own position. However, finding the right target or a trustworthy buyer is a difficult task.

Due diligence in corporate acquisitions


In many industries, there has been fierce competition for potential investment targets for a few years now. Not least because the number of investors has risen steadily. At the same time, suitable targets are difficult to identify. For many competitors, finding and approaching a buyer can be a complex task. Those who do not want to sell their own assets under value also face the challenge of carrying out an effective evaluation and market analysis. Anyone who wants to successfully conclude an M&A deal must overcome many hurdles. Our deep industry knowledge enables us to carefully evaluate a business unit or company from all classic industries. Our broad network enables us to identify potential buyers at an early stage and to establish a trusting contact. We offer comprehensive due diligence for acquisitions and support both industrial and private equity clients in target identification.

Business Excellence: Identifying potential for cost reduction


Our expertise in the area of business excellence enables us to identify potential for cost reductions as early as the transaction phase, which increases the value of the company's assets and thus enables higher margins. Our industry expertise also allows us to act very quickly to help clients reach their goals in a dynamic environment without making rash decisions. Because whether selling a company or making an acquisition - our goal is to manage the process for our clients with prudence and to conclude it with the desired increase in value.
Markus Contzen
Portfolio und Lifecycle Management
When development projects are repeatedly delayed and the R&D department becomes the bottleneck in value creation companies often have the feeling that they are drowning in their own efforts. And while everyone is shifting their development model to agile development, many are faced with the problem of how to make this work for "hardware". There are many situations in which existing structures slow down a company.

Strengthen product portfolio and innovative strength

The reasons are usually obvious: technologically demanding products, evolved architectures, a large, complex installed base. In contrast, it often remains hidden in everyday life how the causes can be quickly remedied. Making products less technological? Hardly. Rebuild the evolved architecture, reduce the technical debt? Hardly worth paying for. Reduce complexity in the installed base? You have obligations to the customer. Unfortunately, there is no secret recipe, but there are ways in which large and small organisations can breathe again and make the most of their innovative power. Together we find the right way out of these blockades. The special thing about our approach: We do this together with the employees. It's hard to believe, but: This is fun - for the decision-makers, the staff and for us.

Product Life Cycle Analysis

To ensure that the efforts are worthwhile even in the short term, we look at the product life cycle as a whole and ensure that the company shines in the medium and long term. In addition, we look at the areas within the product lifecycle - concept, development, portfolio management, maintenance, etc. - in order to solve existing problems. Is there a vicious cycle of firefighting and building up technical debt that we need to break? Are there one or more root causes that need to be addressed? We identify the root causes and set the course for the future.
Roman Bauer
Digitization of the value chain
Digitized value chains open up many options - significantly faster throughput times, optimized production ramp-up, distributed manufacturing or spare parts "on demand". In addition to the introduction of digital tools in development, manufacturing and logistics, their intelligent linking and the collection and evaluation of relevant data, the introduction of digital manufacturing technologies such as 3D printing is crucial.
But the use of industrial 3D printing, also called additive manufacturing, often raises questions at the beginning, the answers to which require appropriate expertise and application know-how. For which products in the portfolio is the change worthwhile? To what extent must the design be adapted in order to exploit the full potential of the process? How is the new manufacturing process validated? Does it make sense to have an in-house 3D printer or to involve a specialized contract manufacturer?

Additive manufacturing is redefining the supply chain


In the last few quarters, companies have learned one thing - centralized mega-factories from which the world is supplied with components or products have had their day. Decentralized, close to the customer, flexible and logistics-optimized - that's what the factories of the future should look like. "Distributed manufacturing" is the key word. It is not the product or the component that is to be shipped, but the digital data file that is sent to the factory near the customer and produced there. To achieve this, factories, but above all the manufacturing technology installed there, must be digitized. Industrial 3D printing is predestined for this. The highly flexible, tool-free manufacturing process allows fast set-up times and production ramp-ups. Small and medium batch sizes are ideal for the technology. The cost-efficient production of individualized components and products is also feasible, which is interesting for industries such as medical technology. Thus, 3D printing has the potential to redefine supply chains, to increasingly manufacture locally and to significantly increase the resilience of a supply chain.

Digital inventory - reduced complexity of the supply chain


Converting a physical warehouse with large halls - with thousands of spare parts stored for years - to a digital inventory on a server is another way to become more efficient. But if you want to send data from spare parts by computer command to a 3D printer abroad at the customer's site, you have to digitize your product portfolio and structure the ordering, manufacturing, quality assurance and delivery process differently. It's a challenging project, but one that pays off because in the end the complexity of the supply chain is reduced and material, transport, storage and personnel costs are significantly lowered. Regardless of where digitization of the value chain begins, it requires smart planning for sustainable implementation.

From a simple question to a strategic project


It is undisputed - the potential of additive manufacturing is enormous for many companies. But very often it is unclear how to approach such a supposedly multi-layered topic. Our answer: "Slice the elephant": Start with a manageable project, a problem that concerns your company and/or your customers. A complex part to manufacture, more customer intimacy in the development process, manufacturing spare parts for which there are no more tools or blueprints. Look for a technology partner who accompanies and supports you. In this way, you build up experience, gain trust and initial success stories that help you to initiate a comprehensive digitization of the value chain. Digital manufacturing must be positioned as a strategic topic that is embedded in the overall corporate strategy with a view to business drivers and clearly formulated goals and milestones. This requires a holistic view, which we at H&Z have been successfully bringing to our customers' digitalization projects for years. In a joint assessment, we determine the maturity level of a company and deduce at which point in the value chain the use of digital innovations makes sense. From there, we accompany our customers in the transformation to a digital organization - from the first step to the final form.
Patrik Soltendieck
Strategy: Positioning and corporate development
Is there a concrete goal or at least an ambition for the further development of your own company? Is the way there clearly outlined? Is the next strategy cycle on the horizon? Or is the organization already in the middle of implementing a plan - but so much has changed recently that an overview with fresh market analysis is needed? There are many good reasons for a strategic realignment. But developing the right corporate strategy and implementing it successfully is and remains a complex task.

Identifying future-proof business models and adding value


Let's take a look at current trends: Circular Economy, digitalization or resilience are profound developments. They are all happening at the same time and have an impact on the industry, customers, suppliers and thus the entire company. Often there is no time in everyday life to keep an eye on all the changes and to make accurate decisions. Which business model positions you for the future? How do you create added value? Which trend should you react to?

Support and monitoring of the strategy process


To develop the right strategy, we provide our clients with a comprehensive overview of their own maturity level and the developments around them. We put them in a position to consciously make good decisions. Decision makers bring the entrepreneurial instinct, we bring our deep industry knowledge and our comprehensive know-how about the impact of all developments on companies. From this, together we develop bold goals and concrete steps that actually get the organization there. Not a rigid plan that follows a blueprint, but a flexible strategy that is multi-layered, intelligent and individual - just like the company itself. No matter what the path looks like, one thing matters most to us: implementability. This is the difficult but crucial part of any strategy process. That's why we don't leave our clients with a strategy concept on paper but support them and their organization on site throughout the entire process – with head, heart and hand.
Steffen Wenzel
Headquarters
Max-Joseph-Straße 6
80333 Munich
Carbon Neutral Company
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