Alupro™, the leader of aluminum profiles, hired Strategic’s experts to implement process-based management and team development

Alupro™ is a leader in the design, manufacture and supply of aluminum profiles. With 20 years of experience and expertise in designing and manufacturing the original profile to the delivery of finished products, the company has proven itself as a reliable and stable partner. The manufacturable product line includes a list of over 10,000 items.

The team of Alupro professionals can adequately accept the challenge of any complexity while never stopping in development, constantly improving their skills and mastering the latest technologies. Mainly when the market is continuously influenced by both national characteristics and global trends.

Alupro hired Strategic’s experts to ensure competitiveness and find new levers in the company’s development.

Joint results and main achievements of the project:

1. We formed the strategic focus and goals of the Company, outlined the gaps and approaches/tools for their closure
2. We created the target operating model of business processes and the implementation plan for achieving goals
3. We strengthened the team and the company’s position in the context of the global crisis. We formed Alupro’s code of ethics and a model of competences
4. We formed the flat management structure, created profiles of roles of top managers, and developed individual development plans

The following are the main solutions found for the company’s development:

1. Impact on the sale
   • The strategic focus was identified
   • The profile of the target customer was created, with the definition of the value proposition/sales channels, with adaptation to the current context, but with a long-term perspective
   • The sales model was clearly structured for each type of customer according to the strategic focus. The sales department was restructured respectively
   • The model of work organization was found in updating the range of products for offers 
2. Impact on the margin
   • The current range of products for each channel was revised entirely. The feasibility of doing it in Ukraine was assessed: market potential and economies throughout the supply chain and redistribution by own/outsourced forces. Focus product was selected
3. Impact on costs
   • The production model was rebuilt, which increased customer focus and flexibility, reduced the need for investment in capex, optimized costs, reduced the temporary production cycle
   • The logistics process was redesigned with the time cycle halved
   • Changes simulated in business processes became the basis for the technical specifications concerning implementation: 1C (in terms of supply chain management)
   • The model of production of the pressing tool was changed, which significantly affected the quality and productivity of the production process, finished products
   • Sources to reduce overhead costs were found (through processes)
4. Impact on the creation of new products/bringing them to market
   • Target models of end-to-end business processes for the launch of a new product were designed in detail: solutions that reduce the time of the process were found
5. Impact on the manageability and sustainability of the business
   • By building a target model of business processes, the model of interaction within the structure was changed: from product idea, order receipt, production and customer relationship management
   • KPIs were outlined as a coordinate system for the entire system, and the whole documentary part for the implementation according to the change implementation plan was formed
   • The team was reshaped to include those who can already work effectively. The basis for managing the company’s potential was laid through the competency model and development plans

Solution: Implementation of process-based management