Most case studies describe a challenge, an approach and a result. Ours add the step that makes the difference in industrial work: the insight that came from understanding the product, the process or the category.
How we write about our work
Four parts. The third is the one that matters.
Part 1
Situation
The problem that existed, and why it mattered.
Part 2
Intervention
What we did, and who did it.
Part 3
Industrial insight
What we saw because we understood the product, the process or the category.
Part 4
Outcome
The effect on cost, risk, suppliers, timing or the decision.
Our professionals bring experience from complex cost, sourcing, supplier and industrial programmes across automotive and manufacturing environments in India and international markets.
Heavy commercial vehicles
Product, technical and cost benchmarking
Benchmarking across competing vehicles, linking specification differences to cost and customer value.
Vehicle programmes
From first prototype to production
Prototype sourcing, supplier development and industrialisation for commercial-vehicle programmes.
OEM procurement
Direct materials and new projects
Procurement and cost management for passenger-vehicle and two-wheeler programmes.
Supplier development
Process-level supplier work
Assessment and development of sheet-metal, forging, casting and machining suppliers.
Cost workshops
Cost and transformation workshops
Structured workshops with procurement, engineering and supplier teams to surface and prioritise cost levers.
Industrial consulting
Expert consulting assignments
Industrial-goods assignments combining analytics with manufacturing and procurement depth.
Experience described here was gained by members of our team in prior industrial and consulting roles. It is not presented as IICG client work.
Worked examples
How our specialists read a problem.
These are illustrative scenarios, composites that show the kind of insight specialist depth produces. They are not client engagements.
A forged component and a raw-material claim
Illustrative · Forging · cost transformation
Situation
A supplier requests a price increase on a forged and machined component, citing steel prices.
Intervention
A forging specialist and a cost engineer rebuild the part’s cost from the drawing: input weight, flash, route, heat treatment, machining stock and cycle times, indexed to published steel prices.
Industrial insight
The steel movement is real, but the quote applies it to a gross input weight built on a conservative flash allowance and generous machining stock. The price question is really a yield question.
Outcome
A negotiation based on explained differences rather than percentages, and a near-net-shape proposal for engineering to evaluate.
Net partMachining stockFlashScale & losses
Castings for a European machinery maker
Illustrative · Castings · India sourcing
Situation
A European machinery manufacturer wants an Indian source for machined castings, to reduce cost and supply concentration.
Intervention
A category-country assessment, a long list beyond known exporters, on-site capability assessments, normalised quotations and landed-cost TCO, then sampling and part approval.
Industrial insight
Several foundries quote attractively but depend on outsourced machining and heat treatment. The capability sits in the sub-tier, so qualification has to follow the part through every process.
Outcome
A qualified shortlist with verified process routes, landed costs the buyer can trust, and an industrialisation plan with named risks.
A sheet-metal assembly supplier is behind on output weeks before a programme launch.
Intervention
A shop-floor assessment of the press line, weld cells and fixtures; a capacity model; daily recovery governance with the supplier and the programme team.
Industrial insight
Press capacity is sufficient. The constraint is fixture changeover in the weld cell, which more press hours would never have fixed.
Outcome
A recovery plan aimed at the real bottleneck, with capacity tracked daily to launch.
Capacity, parts a dayBottleneck before recoveryWeld cell after fixture changeover work: 1,240
How we report value
Opportunity and outcome, never blurred.
When our case studies report savings, they say which kind: identified, negotiated, implemented or finance-validated.
Stage 1
Identified opportunity
Quantified by analysis: should-cost, benchmarks and specification challenge.
Evidence: cost models, baselines
Stage 2
Negotiated savings
Agreed with the supplier, with terms, volumes and effective dates.
Evidence: signed quotations, agreements
Stage 3
Implemented savings
Live in purchase orders and price masters, on parts actually received.
Evidence: PO and invoice data
Stage 4
Finance-validated savings
Confirmed with finance against an agreed baseline in the P&L.
Evidence: finance sign-off
Certainty of value
A problem that needs someone who has seen it before?
Tell us what is happening. We will tell you what we would look at first.