by demo3 | Dec 16, 2025
A Fortune 50 manufacturer of large, highly engineered durable goods operated a complex global manufacturing network spanning dozens of facilities. The company had already been transitioning to a modular product architecture, but leadership recognized that the full strategic value of modularity had not yet been realized. They sought to determine how modular design could be more deliberately leveraged to improve cost, efficiency, flexibility, quality, and risk across their global manufacturing footprint.
We partnered closely with senior executives and a cross-functional operational core team to re-think the manufacturing network from first principles. We defined the critical tradeoffs the network needed to balance—cost, quality, risk, and flexibility—and translated those into a rigorous, fact-based decision framework. We then assembled and validated a comprehensive set of global inputs, including product structures, labor and production costs, tariffs, exchange rates, logistics costs, and component and raw material supply economics.
Using this foundation, we designed and built a multi-variant optimization model capable of evaluating a wide range of manufacturing network configurations. We developed and iteratively refined a set of target scenarios, modeling both the financial outcomes and the broader operational implications of each option. This analysis enabled leadership to clearly understand the consequences of alternative network designs, including the role of deeper modularization and shifts in plant responsibilities and geographic footprint.
The work culminated in a recommended global manufacturing network configuration which balanced cost and flexibility, and a pragmatic roadmap for implementation, including identification of specific modules to pilot as the first wave of change.
The resulting manufacturing strategy—now being implemented—is projected to save over a hundred million dollars in annual operating costs, while significantly increasing network flexibility and reducing operational risk. The optimization model itself has since been adopted by other business lines, extending the impact of the work well beyond the original scope.
by demo3 | Dec 21, 2025
Following the formation of a joint venture in China between two leading emissions controls manufacturers—established based on a prior eos consulting recommendation—the combined organization faced a critical integration challenge. While the joint venture created significant strategic and cost advantages, the engineering teams from both companies needed to rapidly harmonize their product development efforts and learn how to effectively leverage each organization’s distinct capabilities, technologies, and cost structures.
We worked closely with engineering leaders and executive teams from both companies to establish a clear and practical foundation for collaboration. The engagement began by defining a shared vision for how the two organizations would co-develop products, clarifying where joint development would create the most value and how responsibilities should be divided to capitalize on each partner’s strengths.
To translate that vision into day-to-day execution, we designed a comprehensive governance model for the engineering relationship. This included defining the organizational structure, establishing key operating processes, and clearly articulating decision rights—explicitly answering “who does what, when, and how.” In parallel, we assessed the cost, return on investment, and staffing implications associated with the new operating model to ensure the approach was both economically sound and organizationally sustainable.
Finally, we developed a high-level transition and implementation roadmap that outlined the actions required to move from the current state to the target model, identified potential roadblocks, and established clear budgets and milestones.
The result was a set of engaged, aligned, and highly collaborative engineering teams operating as a unified organization. This enabled the joint venture to deliver cost-effective, market-leading products and laid the foundation for a successful and durable partnership in the Chinese market.
by demo3 | Dec 18, 2025
The $5 billion Crop Harvesting division of a Fortune 100 global manufacturer was struggling to meet its revenue and profitability targets amid an overload of competing priorities. Development resources were spread too thin across geographies and programs, making it difficult for leadership to focus major investments or clearly explain strategic choices. The division engaged us to develop a unified global business strategy that would align regions, product development, and manufacturing decisions around a single, coherent vision.
We needed to specify – in detail — where the business should compete and how it will win in those chosen markets. We mapped the market by product and application and crafted a global market segmentation covering 3 crop types, 3 farm types, and six types of equipment in the product line. Each segment was then assessed in depth for attractiveness, competitive dynamics, and fit with the company’s capabilities, enabling clear prioritization and the definition of appropriate business models. This segment prioritization helped the client decide which development programs to accelerate or curtail; and a new, smaller product aimed at smaller farms and emerging markets was subsequently developed and brought to market.
To ensure strategic choices were economically sound, we built integrated financial models that quantified expected revenue growth, cost structures, and profitability by segment. These insights informed decisions about the optimal global manufacturing footprint and clarified which development programs should be prioritized in specific geographies to support the highest-value opportunities. The work culminated in a clearly articulated vision, strategy, and set of strategic pillars that translated analytical insight into actionable direction.
By focusing on each region (but in global context), we identified opportunities to bring to market particular products well-suited to fast-growing emerging markets (such as Brazil, Argentina). This strategic emphasis on emerging markets was instrumental in bolstering global market share while maintaining leading share in N. America. Diversification into emerging markets also provided a buffer against subsequent market downturns in developed regions, and delivered leading market share worldwide by 2018.
by demo3 | Dec 19, 2025
An industrial company experiencing explosive growth faced an urgent capacity challenge. Market demand was accelerating faster than the existing manufacturing network could support, requiring leadership to make critical decisions about where to expand and which products and components should be manufactured in each location.
These decisions needed to account for a wide range of factors, including regional demand patterns, the location and capabilities of current facilities, labor availability and cost, geopolitical stability, infrastructure, and supply chain considerations.
We worked closely with senior executives and a cross-functional operational core team to structure and guide this complex set of decisions. The engagement began by defining a clear decision framework and objectives that were aligned with the company’s aggressive growth strategy. From there, we identified and quantified the full set of financial and operational factors that would influence manufacturing location and capacity choices and used them to develop a set of viable expansion scenarios.
Each scenario was rigorously evaluated through financial modeling and a structured assessment of non-financial considerations such as risk, flexibility, and operational resilience. This enabled leadership to understand the tradeoffs inherent in different network configurations and to compare alternatives on a consistent, fact-based basis. The analysis culminated in the selection of an optimal manufacturing footprint, along with defined variants and a clear strategy addressing costs, risks, and the critical success factors required for execution.
The resulting strategy was implemented across Europe and Asia and played a central role in supporting the company’s rapid growth. Within two years, the business achieved record financial results, demonstrating the effectiveness of a disciplined, analytically driven approach to global capacity expansion.
by demo3 | Dec 18, 2025
The Power Systems division of a Fortune 100 industrial company had reached a point of stagnation, with growth constrained by an unclear and insufficiently actionable go-to-market strategy. Leadership lacked a fact-based way to determine which products and services should be sold to which customer segments, in which regions, to drive profitable growth. Just as importantly, any strategy developed needed to translate directly into practical guidance for Marketing and Sales.
We worked closely with the executive team to build a clear, actionable growth strategy grounded in a deep understanding of the customer base and market dynamics. The effort began with a rigorous segmentation of customers and markets, combining internal insights with external market data to define where the most attractive opportunities truly existed. Each segment was then evaluated for its growth potential and fit with the company’s capabilities and competitive strengths.
To ensure strategic focus and financial discipline, we developed growth models based on detailed financial forecasts, enabling leadership to understand the revenue and profitability implications of different go-to-market choices.
These insights informed decisions about the appropriate manufacturing footprint and clarified which products and services should be offered to each target segment to maximize value creation.
The resulting strategy brought sharp focus to a set of priority markets and customer segments and provided clear direction for Marketing and Sales execution. Product and service offerings were deliberately aligned to the needs and economics of each segment, improving sales effectiveness and consistency across regions.
As the strategy was executed, the division achieved renewed momentum, with meaningful gains in revenue growth and profitability and greater confidence in go-to-market decision-making across the organization.
An industrial company experiencing explosive growth faced an urgent capacity challenge. Market demand was accelerating faster than the existing manufacturing network could support, requiring leadership to make critical decisions about where to expand and which products and components should be manufactured in each location.
The Power Systems division of a Fortune 100 industrial company had reached a point of stagnation, with growth constrained by an unclear and insufficiently actionable go-to-market strategy. Leadership lacked a fact-based way to determine which products and services should be sold to which customer segments, in which regions, to drive profitable growth. Just as importantly, any strategy developed needed to translate directly into practical guidance for Marketing and Sales.