consulting

consulting profile from Dr. Andreas M. Stockert

intensive consulting experience

  • 5 ½ years managing director and partner of the globally active KSA Kurt Salmon Associates (1.200 consultants focused on fashion, consumer goods and FMCG)
  • 5 years managing director at Roland Berger Strategy Consultants (local consultancy focused on strategic positioning and restructuring)
  • 3 ½ years consultant and member of the management board at Kienbaum Unternehmensberatung (strategy and organization consulting for small and medium-sized companies)
  • more than 5 years consulting of top clients in consumer goods in Europe, Asia and the USA with the own developed consulting company AS Efficiency Management
  • additional 9 years of experience as C-level manager at executive boards of Charles Vögele, Kühne+Nagel und Hugo Boss

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consultancy subjects

  • optimization of business models
  • development and implementation of structural and process organizations
  • design of supply chain management spec. process optimization
  • redesign of retail processes
  • selection and implementation of process related IT tools and software (e.g. award winner of the  RFID Journal Awards for the best RFID Implementation globally)
  • execution of change management

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general framework 

  • intercultural leadership in 4 continents
  • deep experience in collaboration with labor representatives, unions, authorities, banks and politics

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Strategy Development and Marketing

  • company and market analysis
  • strategy development and business cases
  • development of business models
  • definition of strategic Orientation for brands 
  • definition of target groups
  • market.price-performance definition
  • development of a concrete brand story (brand personality)
  • product and service development
  • sales and distribution planning
  • identification of sales partners, internationalization 
  • pricing and margin management
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Supply Chain and Logistics

  • process development (requirement profile) and design
  • process simulation as well as KPI-development, -definition and determination
  • Integration of KPIs in planning and controlling modules
  • realization and implementation incl. change management
  • management of mergers
  • outsourcing of company functions and interface management 
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Organisation and IT

  • complete company structure
  • organization and personnel identification
  • management assessment
  • Implementation of budget, controlling and auditing instruments
  • organization of competitors
  • IT-tenders and selection process
  • IT-implementation and monitoring (project office)
  • installation of regular review processes
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Turnaround Management

  • development of restructuring plans incl. financing, personnel, etc.
  • analysis of company internal and external conditions
  • assessment and development of business plans and efficiency programs 
  • implementation plan and commitment of all stakeholder incl. milestones, critical path, etc.
  • active implementation management (interim management)
  • identification of potential investors and financing  ___________________________________________________________
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