Together with the supplier, PwC's financial restructuring team first looked at the company's annual plans and calculated whether achieving the forecasts was still possible under the prevailing circumstances. Decisive aspects here were the arrangements the company had made with its suppliers and customers regarding the time frames for the prices. Were these still fixed for a certain period or were they (partly) variable? We also used data analysis tools, among other things, to update the company's pricing strategy.
By taking a careful look at the market and talking to customers of the company, we came to the conclusion that it would be possible to pass on a large proportion of the price increases. Additional funds were needed, however, to make the supplier better able to meet its day-to-day financial obligations and to absorb future setbacks. Among other things, a new structure for financing working capital was the solution.
In challenging economic conditions, keeping operations healthy is quite difficult. How do you transform into a resilient organisation?
The current unpredictability requires companies to be able to switch quickly in their supply chains to optimise their production to maintain.
Creating more resilience in your workforce requires a broad perspective. Organisational savings are no longer enough.