Automotive & Mobility

Why it matters

Automotive in Egypt, Saudi Arabia and the Gulf is being reshaped from two directions at once. Governments are pushing local assembly and local content, so manufacturers need a supplier base that can meet their quality, cost and delivery standards. Meanwhile distributors and importers face currency swings, import financing constraints, new Chinese brands and the first wave of electric vehicles, all of which put pressure on stock levels, dealer margins and the aftermarket business that matters so much to a distribution group's profit.

Our expertise

Our work in this sector sits at two levels. On the plant floor, we run Lean and Kaizen programs for vehicle manufacturing and extend them into the local supplier base: value-stream mapping, standard work, 5S, kaizen events and supplier capability reviews, with your own teams trained to run the cycle after we leave. At group level, we contribute to strategy for diversified automotive distribution groups, combining market analysis by brand, segment and channel with portfolio choices and a business plan the board can track.

Supplier development is often where localization plans succeed or stall. A vehicle line depends on the stability of its tier-one and tier-two suppliers, so we benchmark each supplier against the assembler's quality, cost and delivery requirements, rank the gaps that hurt line stability most, and work through them supplier by supplier. Progress is tracked on a small set of shared indicators, such as defect rates, on-time delivery and changeover time, measured before and after each improvement cycle.