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 for certain products is a complex undertaking in itself. This is even more true when it involves a relocation abroad. The number of factors to be taken into account increases immeasurably. Just think of legislation and permits, supply chains, infrastructure, language, culture and, above all, local personnel management.
The development and coordinated use of the necessary knowledge, data and contacts in a manageable period of time is an ambitious project in itself. It has been shown that 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, then at least not so much money has been burned.
While the careless rush ahead characterizes many an aspiring young manager, the cynical reaction to it is often 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 level of management. For this reason, the change management processes within the company required for a relocation is also an ambitious project in itself. These aims cannot be achieved with top-down decisions alone. Only direct and intensive contact between all those involved can help here.
Two complex systems side by side
One promising method of reducing the complexity is to outsource the relocation to a service provider with a full-service offering. 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. With a turnkey solution and the associated services, the relocation takes on almost elegant features.
While a team of future expatriates grows up in the company with change management and special training, the new production line abroad is created with support from the 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 the import of the equipment, machinery, products and the whole periphery to be approved takes place.
Important conditions for success
Of course, this is easy to say. Hiring a service provider brings up a large package of new issues that want to be resolved well before the project actually begins. 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 to relocate abroad? What experience is available with turnkey solutions for the products to be manufactured?
Are reputation and references transferable to a project of the own objective? Do the basic views and procedures for project management and service coincide to such an extent that they speak “the same language” in direct contact? Last but not least it is also a matter of 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. The only thing that helps is unconditional trust in performance, experience and service.
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. From time to time, real figures from such large-scale projects leak out behind closed doors. In our experience with turnkey solutions as a comprehensive service at Faircom, we prefer a somewhat bumpy start.
In this case, the people involved get together briefly and intensely and develop a common heart and soul for the large project. Consequently, this means talking turkey. Right from the start. All turnkey solutions begin and end with a discussion between the responsible parties. In between are the individual project phases. The rule here is that as much time as possible should pass before it comes to irreversible decisions. Likewise, each individual project phase should be structured in such a way that it is also designed to be as profitable as possible for the company on its own. Only with this kind of service thinking chances are good.
Each phase in the absolute interest of the customer
We have shown the possible individual phases of a turnkey solution at the top of the page. Of course, this is only a schematic that never occurs in reality. The type of products and the associated services play a central role, but cannot be represented in such a scheme. 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 a fallback scenario. At Faircom, we prefer to advise against three risky projects in a row before we fail as a general contractor with a turnkey solution. That’s not just service thinking, that’s pure common sense. Let’s get in touch. Let’s start with the first conversation about your intentions and products!