Faircom Industry Solutions GmbH offers in cooperation with partner companies turnkey solutions based on first-class planning and execution. Get informed about the details and the projects we have accomplished out so far by contacting us.
- Relocating production or setting up a business abroad can be a worthwhile undertaking, especially for medium-sized companies. It involves the commitment of numerous human resources and contains incalculable risks.
- The commissioning of external companies requires both great trusts in the performance of the partner as well as close and smooth cooperation.
- Already in the preliminary stages, the finding and selection process must be supported and secured by absolute transparency, respectable references and “waterproof” legal contracts. Faircom offers you this possibility.
Are you looking for a competent partner in the form of a general contractor who has sufficient experience and the appropriate contacts?
In addition to tailor-made individual solutions, Faircom Industry Solutions GmbH also offers integrated turnkey solutions.
Performance profile turnkey solutions:
- Neutral risk analysis and feasibility study
- Comprehensive consultation + planning
- Interface Management
- Site preparation
- Equipment and tools, site containers, operating materials
- Infrastructure and accommodation
- Visa support, briefing and translators
- Monitoring and security
- Installation Management
- Experienced personnel: engineers, mechanics and electricians
- Support in the coordination of involved services and authorities
- Existing supply chain, transfer consumables and accessories
- Fluid management and import of required components/materials
- Key interface functionOverall project management with transparent reporting
- Project and site management
- Installation and commissioning
- Quality assurance
Our services are carefully coordinated with the customer and individually tailored as required. Our services can also be retrieved and integrated on a modular basis.
The turnkey solution as an elegant method
Relocating a production line is a complex venture in itself. This is all the more true when it involves a turnkey relocation abroad. With regard to legislation and permits, supply chains, infrastructure, language, culture and especially the local personnel management, the number of factors to be taken into account increases immeasurably.
Building up and coordinating the necessary knowledge, data and contacts in a manageable period of time is an ambitious project. It has been shown that above all the temptation to carelessly reduce the immense complexity is a typical pitfall that causes such a relocation to fail at an early stage. Well, it is sometimes said afterwards, at least not so much money has been wasted.
While the careless rush ahead characterizes many aspiring young managers, the cynical reaction to it is found among certain old hands who have already experienced failure too often. However, both attitudes often describe the situation in a well-established company that is successfully mastering the status quo with manageable and slow growth.
However, relocating production abroad turns this status quo upside down. Such a project can overtax young forces and provoke the typical resistance of the middle management. For this reason, the change management within the company required for a relocation is also an ambitious venture in itself, which cannot be achieved with top-down decisions alone.
Two complex systems side by side
One promising method for the absolutely necessary reduction of complexity is to outsource the relocation to a service provider. Provided that the service provider has all the competencies outlined above on this page, the complexity is condensed to the crucial interface between internal and external management in the event of commissioning. With a turnkey solution, this kind of relocation takes on almost elegant features.
While a team of future expatriates is trained in the company with change management and special coaching, the new production line is created with support from the local authorities including the required infrastructure. For this purpose, the decisive supply chains are formed and the build-up of the required staff is proceeding satisfactorily. In a manageable time frame, the export and to be approved import of the equipment, machinery and the whole periphery takes place.
Important conditions for success
Of course, this is easy enough to say. Hiring a service provider brings up a large package of new issues that want to be resolved well before the actual start of the project. An entire phase has been added to the major project: Testing and trust-building. To what extent does the service provider actually have the competencies, the experts and the connections needed for a relocation abroad? What real experience is available with turnkey solutions?
Are reputation and references transferable to a project with these special objectives? Do the basic views and procedures in a project management match to such an extent that everyone speaks more or less “the same language“? Last but not least, as always, it is also about chemistry. If important decisions have to be made at a later stage, perhaps on the basis of a few quick statements, no amount of profound data or virtual analysis from the digital twin will help. Only trust can make it work.
Trust-building measures – many experienced managers rightly flinch at this term alone. Trust arises at work – if it is pushed, it does not arise. Prescribed trust makes people distrustful and inhibits fast thinking in flow. It doesn’t work. The world’s major consulting firms are teeming with smart-acting consultants who have mastered all the tools of data calculation, data presentation, and trained persuasion. Every now and then, real figures from such large-scale projects leak out behind closed doors. In our experience at Faircom, we’d like to prefer a somewhat bumpy start.
In this case, the people involved get together briefly and intensively and then develop a common passion for the big project. Consequently, this means talking turkey. Right from the start. Every turnkey solution begins and ends with a discussion between those responsible. In between are the individual project phases. The irreversible decisions should be scheduled for as much time as possible. Likewise, each individual project phase should be structured in such a way that it is also as profitable as possible for the company on its own.
Each phase in the absolute interest of the customer
We have illustrated the possible individual phases of a turnkey solution at the top of the page. Of course, this is only a scheme that never occurs in reality. When projecting, we design the probable phases of a turnkey solution in such a way that each phase is considered as an individual project. In the first phase of consulting, exploration and analysis, the course is set. This course is as much about the possible course of the entire relocation as it is about the possibility of cooperation in the first place.
The order for a feasibility study includes, as a second phase, just as much a weighing of all opportunities and risks under the given circumstances as it does include a fallback scenario. At Faircom, we prefer to advise against three risky projects in a row before failing as a general contractor with a turnkey solution. Get in touch. Let’s start with the first conversation!