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PA’s cost reduction experience of more than 250 projects has identified an average 27% saving opportunity – in a single instance up to 40% – across commercial, value stream and technical areas and converted the opportunities identified into actual savings with a success rate of 60%.

Catch 22 in cost cutting

Avoiding millions of product and production cost

Companies are in a catch 22 situation – an immediate need to cut costs yet could either result in imminent damage or simply provide short term benefit coupled with longer term consequences. Customers’ expectations of innovative product design and quality are rising and consumers are often not willing to purchase at a higher price. In an effort to take advantage of globalisation as well as to support customers entering new markets, companies have extended their presence.

Now global growth has slowed, declined or disappeared, companies have become exposed to the high costs of sustaining this network. Their landed cost, global supply chain networks and processes have all come under economic pressure and may be close to failure.

Companies need to gain cost transparency to improve their leverage and competitive advantage. Otherwise companies will not know whether their actions will lead to a quick death or have short-term benefit but with subsequent long-term damage. Companies cannot progress securely without gaining a deep, fact-based understanding of the actual product, tooling and development cost drivers.

From FMCG to automotive, from aerospace to off-highway, PA’s experience of employing these techniques to strengthen client environments has delivered huge financial benefits, initially through

  • ‘Stop the bleeding’ – highlight costs bottom-up: identify and prioritise opportunities using a ‘bottom-up’ costing approach for each component, its tooling and system, which clearly documents actual costs across the value chain. This enables a better view on where to focus efforts and is contrary to a ‘top-down’ approach which attempts to squeeze costs down

  • Make it stick – implementation is king: experience shows that once initial cost reduction actions are taken, implementation of longer-term policies to systematically reduce total costs are given a lower priority. However, sustaining the benefits of a bottom-up analysis can lead to sustainable reduction of total cost while ensuring the viability of the supply chain

  • Create a sustainable advantage: A balance between strategic cost advantage for the benefit of the manufacturer and over-dominance of suppliers, keen not to lose that strategic advantage, creates a sustainable network of suppliers serving the industry and contributing research and innovation into future products. This ‘network view’ will ensure flexibility and agility supported by collaboration between manufacturers and suppliers.

PA combines insights and experience for automotive companies such as Fiat and Magna or an off-highway project with Terex. The bottom-up process defines the actual costs, provides a valid and transparent indication of cost reduction potential, and realises the identified savings - focused on project and product costs and based on continuously updated databases.

To discuss your cost-saving potentials, please contact us now.