The client was a well-known company in the solar industry with around 6000 employees at the time, 80% of whom were based in northern Hesse. The new COO found a very nationally organized operations unit with a disparate supply chain. This included 4 purchasing departments, some of which overlapped, and a more static production. The aim was to turn these units into dynamic, internationally oriented teams.
The project had three main focuses:
- Analysis and optimization of the supply chain
- Merging the purchasing departments and focusing on an international purchasing market
- Making production more flexible.
The HR interim manager worked very closely with the COO and the three main department heads. The HR team based at the site had been reduced by 60% in the previous year. With this capacity, the team could only take care of the day-to-day business.
Analysis and optimization of the supply chain
In the supply chain, the HR interim manager pushed for the implementation of an interim manager to analyze the processes. In addition, the HR interim manager developed solutions for interface problems in workshops with the employees. The further analysis revealed that the personnel resources needed to be supplemented in order to optimize the supply chain. Together with the head of department, the interim manager developed target profiles and an organizational structure for these personnel requirements. Recruitment was also carried out together with the manager.
Flexibilization of production
The number of staff in production was reduced by 10%. In particular, temporary contracts were reduced and fixed-term contracts were not extended. At the same time, quality assurance was increased and reported directly to the COO. The HR interim manager conducted the associated negotiations with the works council.
Optimization in purchasing
Internal assessment centers were set up for purchasing. Here, job holders were able to apply internally for advertised new positions. They were then asked to prepare a paper on an international purchasing topic and present it to a panel. CVs and experience were also taken into account in the assessment. A positive aspect that struck everyone involved was that the buyers had far more experience in an international environment than was apparent in day-to-day business. Language skills also came to light that had previously been "lying dormant". From four very similar purchasing departments, the restructuring team formed 3 clearly aligned departments under the moderation of the HR interim manager. As 30% of the purchasing department was staffed with interim managers, these contracts could be terminated and a reduction in permanent staff was averted
