AMADEUS CONSULTING
SERVICES

How We Create Value

Our work spans five connected areas. Each is described through the situations clients face, the contribution we make, and the type of result the work is intended to deliver.

● FIVE CONNECTED AREAS

From Operational Backbone to New Markets

Discuss Your Situation →
01

Operations and Supply Chain Excellence

We build and strengthen the operational backbone so that cost, quality, delivery, and risk are managed as one system.

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VALUE CREATED

Lower structural cost, reduced dependencies, stronger supplier performance, improved transparency, and operational systems that remain effective under pressure.

TYPICAL SITUATIONS
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Supplier risk, shortages, quality problems, or unstable delivery
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Fragmented procurement and supply chain processes
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Cost pressure without a robust savings pipeline
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Need for global sourcing, nearshoring, or supplier localization
02

Transformation and Target Operating Models

We design the organization the business needs next and lead the change from current state to target state without losing control of day-to-day performance.

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VALUE CREATED

Clear accountability, aligned processes, stronger leadership, faster decisions, and an organization capable of sustaining the new model.

TYPICAL SITUATIONS
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A function has outgrown its structure, governance, or role model.
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Global and local responsibilities are unclear or inconsistently executed.
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A merger, integration, digitalization initiative, or strategic shift requires a new operating model.
03

Interim and Project Leadership

When a situation requires more than advice, we place experienced leaders inside the operation and give the mandate clear ownership.

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VALUE CREATED

Continuity, decisive leadership, measurable progress, stronger teams, and an orderly transfer to a sustainable permanent organization.

TYPICAL SITUATIONS
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A key leadership role is vacant or a function requires stabilization.
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A critical project needs senior authority and cross-functional coordination.
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A turnaround, integration, or task force cannot be managed alongside daily responsibilities.
04

Business and Sales Development

We convert market opportunity into executable commercial activity, combining go-to-market thinking with hands-on customer and partner development.

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VALUE CREATED

A clearer route to market, qualified relationships, better-informed decisions, and commercial opportunities that move beyond strategy into action.

05

Business Localization and Expansion

We support decisions that are expensive to reverse and stay involved through implementation in the target region.

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VALUE CREATED

A better-informed footprint decision, lower execution risk, qualified local capability, and a controlled path from strategic intent to an operating presence.

● STARTING POINTS

When Clients Bring Us In

Clients typically bring us in from one of two starting points: a concrete operational challenge that needs to be stabilized, or a concrete goal that requires structural change and disciplined execution.

STARTING POINT 01

A Concrete Challenge

✓
A critical supplier or material shortage is putting delivery at risk.
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A procurement, supply chain, quality, or operations leadership role is vacant or needs immediate reinforcement.
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A cost-reduction program is not generating a sufficient or sustainable pipeline.
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A ramp-up, relocation, or transformation program is losing momentum.
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Processes, responsibilities, systems, or reporting structures no longer fit the scale of the business.
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A team needs direction, capability building, or support in a demanding change situation.
STARTING POINT 02

A Concrete Goal

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Design and implement a new target operating model across functions or locations.
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Build or reorganize a procurement, supply chain, quality, or operations function.
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Open a new supplier region, localize production, or reduce regional and currency dependencies.
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Create a more resilient supply network and improve planning, forecasting, inventory, and risk management.
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Enter a new market, build local structures, or develop access to customers and partners.
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Strengthen leadership, negotiation, category management, and organizational capability.

The situations are different, but the first step is the same: establish what is actually happening, identify what must change, and define the level of authority and execution capacity required to deliver the result.

● SELECTED USE CASES

Selected Use Cases

The following anonymized examples show how Judgment, Access, and Delivery work together in practice.

OPERATIONS AND SUPPLY CHAIN EXCELLENCE

Structured Cost Reduction for a German Intralogistics Manufacturer

5%
Reduction in addressable spend
SITUATION

Rising material costs were putting pressure on margins across a fragmented supplier base, with limited transparency on pricing and purchasing structures.

APPROACH

We consolidated, structured and analyzed the available purchasing data, clustered spend into relevant category and commodity groups, and benchmarked key cost positions. Based on the findings, we launched a structured negotiation campaign, challenging incumbent suppliers through benchmarking while qualifying alternative and new sources.

RESULT

A 5% reduction in addressable spend, achieved without compromising delivery reliability or quality.

INTERIM AND PROJECT LEADERSHIP

Interim Supply Chain Leadership for a Global Technology Provider

SITUATION

A global provider of catalysis and decarbonization technology needed senior supply chain leadership to steer a critical phase without a permanent hire in place.

APPROACH

We stepped into the leadership role, took ownership of day-to-day operations and key decisions, and built the structures the function needed to stand on its own.

RESULT

Continuity was maintained throughout the transition, and the supply chain function continued to operate effectively after the mandate ended.

LET US WORK TOGETHER

Let's Talk About Your Goals

Get In Touch Call +49 172 3456 293