The analysis begins with an audit of existing flows in each subsidiary, followed by identifying bottlenecks and areas for improvement. Our team collaborates with local managers to map processes and set priorities.
Analysis and optimization
The groups of companies we collaborate with constantly evaluate our ability to synchronize supply chains and streamline operational processes.
Clear answers to the most common questions about integrating and streamlining operations in groups of companies.
The analysis begins with an audit of existing flows in each subsidiary, followed by identifying bottlenecks and areas for improvement. Our team collaborates with local managers to map processes and set priorities.
Data on current inventory, delivery times, logistics costs, and historical demand are required. Based on this, we model alternative flows and simulate scenarios to reduce costs and improve synchronization between units.
The duration depends on the complexity of operations and the number of subsidiaries involved. Typically, the analysis phase lasts 4-6 weeks, and the actual implementation can take between 3 and 6 months, with periodic updates.
Through joint workshops and establishing central performance indicators that reflect both local and group objectives. We use strategic plan synchronization tools and periodic reporting to maintain cohesion.
Costs vary depending on the scope of the analysis and the number of processes targeted. We offer a personalized estimate after a preliminary discussion, with no obligation. Contact us for a free initial assessment.
We provide ongoing support through indicator monitoring and periodic adjustments. You can also request follow-up audits to verify sustained efficiency and identify new optimization opportunities.
Specifications that eliminate divergent interpretations in process analysis and optimization.
By "group of companies with diversified operations" we mean a set of distinct legal entities that operate in different industrial or commercial fields, but which are coordinated at a strategic and operational level by a central entity. This definition excludes passive holdings or groups with strictly identical activities.
Optimization is quantified through indicators such as reduction of cycle times, decrease in operational costs per unit of product or service, increase in the utilization rate of production capacities, and improvement of the on-time delivery rate. Reducing staff without restructuring workflows is not considered optimization.
Integration of production lines involves unifying technological standards, planning systems, and quality control methods across the group's manufacturing units. It does not include the simple physical connection of machinery or sharing the same ERP without adapting processes.
Supply chain optimization refers to the logistics and procurement flows between subsidiaries and external partners, while synchronizing management strategies aims to align objectives, investment plans, and human resources policies at the group level. The two are complementary but not interchangeable.
An analysis is relevant if it starts from real operational data (not general estimates), identifies the root causes of inefficiencies, and proposes measures with clear deadlines and responsibilities. Simply listing problems without quantifiable solutions is not considered an analysis according to the Ozturkgroup methodology.