TCO Pilote
Steering of industrial projects and investments
You are carrying an industrial investment or a transformation project : a new line, automation, an IS deployment (WMS, MES, SAP), a post-acquisition integration, a plant start-up.
The steerer the committee likes isn’t enough. You need the one the shop floor listens to.
37 years on the industrial floor, including 12 years steering IS and CAPEX projects. SEVESO II DOI clearance.
Operational steering of complex industrial projects : SAP WM deployment with RFID (€800K of gains in year one), SAP APO in finite-capacity scheduling, DCS / SAP PP interface via Oracle middleware (600 recipes, 100,000 T/year, 3,600 batches). On the investment side, €3.3M of CAPEX steered in SEVESO II : first automated DDU in France (€760K, 18-month ROI), automation of the manufacturing tanks (€1.8M, 3-year ROI), automated scraping (€150K), first robot for unloading empty drums. Active SEVESO II DOI clearance, crisis management after the 2019 fire, coordination of industrial contractors (Artelia, Hisa, Eiffage, Equans, Actemium, Spie). The method is also used on the Procurement side (Ariba in 9 European countries, Sirion CLM, 1,000+ contracts).
Twelve levers, from the business case to commissioning
Proving the investment before the vote
Business case
Building the business case: cost-benefit analysis, ROI, payback, IRR, sensitivity analysis, risk identification and costing. Defending it in the investment committee.
Supplier qualification
Sourcing and qualifying industrial suppliers: engineering firms, system integrators, automation specialists, integrators. Reference visits, capability audits, contract negotiation.
Budget scoping
Breaking the budget into work packages, identifying contingencies and required reserves, setting contractual guarantees, organizing financial monitoring.
Commitment tracking
Setting up CAPEX reporting: tracking commitments vs budget, early alerts, handling amendments, financial committee, escalation to leadership.
Steering the project through to start-up
Project scoping
A structured initial scoping: project scope, macro milestones, target budget, project organization (RACI), communication plan, initial risk management.
Project governance
Setting up governance: steering committees, operational committees, reporting to management / Exec Committee, escalation process, supplier committee structure.
Industrial IS deployment
End-to-end steering of an industrial IS project: module scoping, integrator sourcing, deployment tracking, acceptance testing, user training, adoption support.
Post-acquisition integration
Steering the integration of an acquired site or entity: IS convergence, harmonization of industrial processes, identifying synergies, change management.
Plant start-up
Start-up steering: multi-trade coordination (new works, automation, IS, process), commissioning, ramp-up, contingency management.
Change management
Structured change management: impact analysis, communication, training, adoption support, buy-in measurement, continuous adjustment.
Holding on when it slips
Crisis management
Steering project crises: technical contingencies, accidents, budget overruns, supplier failure. Recovery plan, internal and external communication, operational continuity.
Lessons learned
Running the post-go-live review: capturing good practices, identifying overruns, recommendations for future projects, durable documentation.
Steering an industrial project isn’t delivering a schedule. It’s delivering a project that starts.
Let’s talk about your context.
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