The transformation of the automotive industry towards electromobility is driven by technological advancements, regulatory initiatives, increasing environmental awareness, and changing consumer preferences. The shift from internal combustion engines to electric drivetrains aims to reduce emissions and lessen environmental impact.
The transition of the entire industry requires profound structural changes in the value chain, which poses significant challenges to suppliers, as the entire operating model needs to be adapted.

A specialized automotive precision compound molding supplier wanted to create a new strategy and business plan for the development and delivery of components for electric and electrified vehicles after hiring a new CEO. Moreover, Vindelici was asked to introduce senior management to agile methods throughout the course of the project.

To define the new corporate strategy, a solid and reliable decision-making foundation was established within three months. In the first phase of the project, Vindelici conducted a market analysis to assess how markets for combustion, hybrid, and electric vehicles are evolving in all target markets and what implications this has for the company’s business model. In the second phase, Vindelici supported the senior management in conceiving and evaluating technology-based innovation initiatives aligned with the strategic realignment. In the final phase, the senior management implemented the strategic recommendations regarding corporate structure, technologies, and product portfolio.

Based on Vindelici’s recommendations, a three-pronged strategy was implemented, encompassing short-, medium-, and long-term measures. In the short term, among other actions, unprofitable products were removed from the product portfolio, enabling an internal restructuring towards more efficient production processes. Simultaneously, the research and development department were expanded, and a dedicated “Chief Innovation Officer” was hired. Additionally, the sales team was expanded to facilitate participation in international trade fairs, conclude ongoing sales discussions, and generate new sales leads. As a result, all short-term objectives were achieved, and the new corporate strategy laid the foundation for the company’s transformation.

The transformation of the automotive industry towards electromobility is driven by technological advancements, regulatory initiatives, increasing environmental awareness, and changing consumer preferences. The shift from internal combustion engines to electric drivetrains aims to reduce emissions and lessen environmental impact.
The transition of the entire industry requires profound structural changes in the value chain, which poses significant challenges to suppliers, as the entire operating model needs to be adapted.

A specialized automotive precision compound molding supplier wanted to create a new strategy and business plan for the development and delivery of components for electric and electrified vehicles after hiring a new CEO. Moreover, Vindelici was asked to introduce senior management to agile methods throughout the course of the project.

To define the new corporate strategy, a solid and reliable decision-making foundation was established within three months. In the first phase of the project, Vindelici conducted a market analysis to assess how markets for combustion, hybrid, and electric vehicles are evolving in all target markets and what implications this has for the company’s business model. In the second phase, Vindelici supported the senior management in conceiving and evaluating technology-based innovation initiatives aligned with the strategic realignment. In the final phase, the senior management implemented the strategic recommendations regarding corporate structure, technologies, and product portfolio.

Based on Vindelici’s recommendations, a three-pronged strategy was implemented, encompassing short-, medium-, and long-term measures. In the short term, among other actions, unprofitable products were removed from the product portfolio, enabling an internal restructuring towards more efficient production processes. Simultaneously, the research and development department were expanded, and a dedicated “Chief Innovation Officer” was hired. Additionally, the sales team was expanded to facilitate participation in international trade fairs, conclude ongoing sales discussions, and generate new sales leads. As a result, all short-term objectives were achieved, and the new corporate strategy laid the foundation for the company’s transformation.