Client Results & Business cases

EFESO conducted a feasibility study for a new 10,000-pallet automated warehouse in Romania, optimizing logistics design, layout, and CAPEX to enable scalable, efficient pharmaceutical distribution.

Mapped end-to-end jewelry supply chain, eliminated waste across suppliers, delivering 39% lower inventory coverage.

Deployed global OpEx program across 25 plants, standardizing waste reduction practices to deliver €40M savings and 4.5M tons CO₂ reduction.

Deployed World Class Manufacturing pilot across cosmetics plants, driving OEE from 55% to 70% through standardization.

Redesigned distribution network from centralized to decentralized model, delivering €11.4M savings and improved service reliability.

EFESO supported KME Group in integrating Sales & Operations Planning (S&OP) with its broader supply chain, driving strategic alignment, improving delivery performance by 15%, and reducing metal stock by 33%, resulting in a €100 million financial impact.

A global chemical company launched a joint performance improvement initiative with EFESO across twelve plants on four continents. Significant improvements in cost drivers and margins were achieved.

Industrial machinery manufacturer faced complexity in custom equipment production. We implemented modular design principles, standardized components, and optimized project management, reducing lead times by 40%.

Automotive supplier needed profitability improvement for complex drive components. We established end-to-end value optimization, supplier collaboration, and cost engineering, improving margins across entire value chain.

Luxury automaker sought competitive advantage in EV battery systems. We analyzed technology landscape, optimized costs, and developed innovation roadmap, achieving 22% cost reduction potential.

Global aerospace manufacturer struggled with 180-site real estate complexity. We established centralized intelligence service, data-driven governance, and sustainability tracking, guiding €7 billion in asset decisions.

Aerospace corporation faced fragmented digital infrastructure across divisions. We launched enterprise-wide transformation, integrated systems, and drove operational excellence, reducing operational costs by 10%.

Packaging machinery group needed lead time and inventory optimization. We conducted comprehensive value stream analysis, identified bottlenecks, and developed transformation roadmap, targeting 40% reduction potential.

Food ingredients supplier required rapid turnaround after quality issues. We stabilized operations, rebuilt quality systems, and restored customer confidence, returning to full production within 6 months.

Window manufacturer required operational turnaround amid market pressures. We restructured production, implemented lean manufacturing, and optimized supply chain, reducing costs by 30%.

Following assessment, Coesia required execution of transformation program. We implemented lean processes, optimized inventory management, and reduced lead times, achieving 35% working capital reduction.

Specialty chemicals leader faced cost and reliability operational challenges. We harmonized processes, implemented enterprise standard work, and optimized operations, delivering $25M in annual savings.

Automotive supplier with 21 sites faced declining EBITDA margins. We designed holistic lean transformation, deployed continuous improvement, and aligned global operations, delivering €30M in sustained savings.

Petrochemical manufacturer needed operational excellence across multiple plants. We standardized best practices, implemented digital solutions, and optimized energy usage, reducing operating costs by 15%.

Battery manufacturer needed rapid global scaling while maintaining quality. We implemented lean production, digital integration, and workforce development, supporting expansion to €60B market valuation.

Construction equipment manufacturer required production efficiency transformation. We optimized assembly processes, implemented lean manufacturing, and enhanced supply chain coordination, increasing productivity by 30%.

Investment fund required battery manufacturing joint venture assessment. We conducted technical due diligence, operational analysis, and risk evaluation, identifying 35% downside risk and 15% EBITDA upside.

Scientific instruments manufacturer faced production bottlenecks and quality challenges. We redesigned manufacturing flow, implemented lean principles, and enhanced testing protocols, improving on-time delivery to 95%.

Metropolitan transit authority needed reliability improvement and cost optimization. We enhanced maintenance programs, optimized scheduling, and improved asset utilization, achieving 98% service availability.