Cell-therapy manufacturing and patient supply
Build commercial scale around the patient pathway.
Where we come in
In cell therapy, capacity is the number of treatment slots you can reliably honour, and that is how we measure it. Simulation then shows where rooms, staff and quality control face competing demands, while decisions on launch, investment or expansion can still change.
On the leadership agenda
- Which roles stay in-house and which go to a CDMO, along with investment timing and cost of goods.
- Commercial readiness across operations, quality, regulatory affairs and supply.
- Patient-slot planning and release-to-treatment coordination, and the chains of identity and custody.
- Continuity of patient supply, including single-source dependencies, critical-material safety stock, cold-chain and cryogenic logistics, and contingency arrangements.
Planning a launch or capacity expansion?
Discuss cell-therapy scale-up with a senior person.
Medical-device manufacturing and industrialisation
Decide the manufacturing model before the design locks it in.
Where we come in
Which capabilities should you own, and what should you expect from manufacturing partners? We help leadership answer both by tracing product requirements through to yield, assembly workload and test capacity, and to the implications of regulated change.
On the leadership agenda
- Design transfer and the route from pilot assembly to commercial volume.
- Make-or-buy choices across precision parts, electronics and specialist processes.
- Supply readiness from initial installations or launch through routine commercial supply, in step with validation and change requirements.
Moving a device from pilot assembly to commercial volume?
Discuss design transfer and scale-up with a senior person.
Pharmaceutical manufacturing network strategy
Where the cost base can come down without putting supply at risk.
Where we come in
We link site roles, product allocation and inventory policy to the full release and supply path. The financial case for a network change can then be weighed next to what each site can technically do, the quality workload involved and the order in which the transition can happen.
On the leadership agenda
- Network and site strategy, including internal and external manufacturing.
- Portfolio complexity and campaign policy, and how much market-ready inventory to hold.
- Cost transformation with quality capacity and supply continuity built in.
Weighing a site transfer or network change?
Talk the network options through with someone senior.
Chemicals production and portfolio economics
The portfolio should run on the plant's true economics.
Where we come in
Procurement, production and commercial planning each see part of the plant's economics. We put them into one assessment, and judge product and sourcing choices, campaign policy, inventory and asset use by their effect on the margin and responsiveness of the whole plant.
On the leadership agenda
- Feedstock and supplier choices assessed against total conversion economics.
- Product mix and campaign sequencing, and downstream capacity.
- Working capital and service commitments across volatile demand cycles.
Reviewing product mix or feedstock options?
Start a conversation about plant and portfolio economics.
Aerospace and defence manufacturing capacity
Qualified, dependable capacity for the programme demand you take on.
Where we come in
For aerospace and defence suppliers, we set programme demand against process routes, critical skills and qualified external capacity, which shows leaders where an expansion is executable.
On the leadership agenda
- Programme commitments that process and supplier capacity can meet, with qualification lead times counted in investment and sourcing choices.
- Exposure on critical skills and materials, and the cash tied up in work in progress.
Taking on a larger programme?
Ask a senior person about capacity and qualified sourcing.
Industrial and engineered-to-order equipment
Grow the order book and stay in control of delivery, margin and cash.
Where we come in
A promise made at order acceptance has to hold through engineering release, sourcing, assembly and commissioning. We line those stages up with the operating model needed to deliver what was sold.
On the leadership agenda
- The boundary between standard platforms, configuration and custom engineering.
- Order commitments matched to engineering and manufacturing capacity.
- Design changes, long-lead purchases and acceptance-linked cash flow.
Is your engineered-to-order backlog growing?
Discuss delivery, margin and cash with a senior person.
Electronics manufacturing and component supply
Design supply resilience into the product.
Where we come in
To make the choice between holding inventory, adding a source and changing the design explicit, we put engineering readiness next to sourcing and contract-manufacturing economics and weigh partner responsibilities, qualification effort and lifecycle exposure together.
On the leadership agenda
- Component lifecycle, approved alternatives and redesign timing.
- What the manufacturing partner costs, what it can test and which inventory it is responsible for.
- Getting yield, materials and test capacity ready for a new-product ramp-up.
Facing component obsolescence or a partner change?
Talk to us about supply resilience in electronics.