Operating Model and Processes

IPG’s deep expertise in Global Footprint & Operating Model redesign proved highly valuable. Another key success factor was the close integration with our organization, combined with a pragmatic, results-oriented approach. Within months, a clear roadmap was created and full management alignment was achieved.

DIGITAL FITNESS along our entire JOST value creation process is a key success factor for us. Together with IPG, we were able to uncover important efficiency potential in purchasing, supply chain and production and define valuable focal points for future digital solutions in company-wide JOST process management.

IPG’s expertise strongly supported the development of our integrated global Supply Chain & Procurement function aligned with the new Getinge Operating Model. Through a collaborative redesign process, IPG helped establish a new structure, governance model, and strong cross-functional alignment from the start.

IPG has helped a lot to focus on creating something really new instead of letting the same thing become more intense. Together with IPG, we have managed to design a fully connected & harmonized operating model and cross-regional shared functions to leverage both our size as well as our expertise. As key result we thereby substantially increased our sales efficiency and productivity.

IPG is one of the first addresses for supply chain transformation. For us, IPG is an ideal strategic partner not only as an initiator and pioneer, but also as a strategic implementation partner for innovative supply chain solutions and associated digital business models.

As recognized Thought Leader and Co-Creator for innovation with a long track record in the digital transformation of leading companies, IPG's expertise within the Swiss dialogue about digitalization and technology management (i.e. in the national INDUSTRIE 2025 initiative) especially with regards to the development of unique digital business models is highly appreciated!

On the way to our new order fulfillment organization, we harmonized the roles, tasks and competencies between the functions involved and established a common end-2-end process understanding. In the interplay between "thought ahead" and "agreed within the circle of stakeholders", the IPG approach has contributed decisively to our new setup and our collaborative approach.

On the path to our new strategy, we asked key questions about market trends, their pace of development, and how we wanted to position our future offering. Clear and pragmatic answers emerged through a collaborative process that combined forward-thinking ideas with broad organizational input. IPG’s approach, together with its senior consultants, made a decisive contribution to our development.

In the comprehensive exchange of knowledge and the global networking of know-how from different areas and perspectives, we see IPG with the relevant industry 4.0 competence as a valuable partner and impulse generator for the further development of Smart Factory solutions.