In a fast-changing industrial landscape, manufacturers are constantly required to adapt their organization, tools, and supply chains to remain competitive. Cost reduction, supply chain security, compliance with geopolitical, environmental or technological constraints are as many drivers for companies to reconfigure their production ecosystems. Whether it involves an industrial transfer, a make-or-buy strategy, or a reshoring initiative, such transformations are complex and high-stakes. A single misstep can lead to disruptions, budget overruns, or even production stoppages.
Anticipating risks to ensure continuity
The success of an industrial transfer is not solely based on operational coordination. It requires a rigorous, structured, and cross-functional approach to identify, control, and monitor risks at every stage of the project. One of the most common pitfalls is underestimating the complexity involved: at the intersection of technical, logistical, contractual, human, and financial dimensions, an industrial transfer demands a clear understanding of interdependencies.
The first step is a comprehensive perimeter analysis: what skills are involved? What data is critical? Which processes need to be duplicated, adapted, or reinvented? Mapping these risks and dependencies enables the creation of a realistic and coherent transfer plan that addresses not only the technical and industrial aspects, but also the impact on teams, facilities, and tools.
Reducing lead time through method
Once the project is underway, each phase must be clearly defined and structured. A detailed action plan, supported by a robust project management system, is essential to prevent delays and ensure a smooth ramp-up. This also means setting up relevant indicators to reflect real progress and anticipate potential roadblocks. Risk-based management, in particular, enables the prioritization of tasks and resources, minimizing uncertainties and last-minute crises.
Experience shows that appropriate project governance, combined with strong domain expertise and transition management skills, secures timelines while improving overall project performance. Such a structured approach is even more critical when operating under tight constraints or in environments with high business impact.
Learning to project better
Feedback and knowledge capitalization are often overlooked yet they are critical in such situations. Formalizing and documenting lessons learned from past projects helps enrich best practices and streamline future deployments. This operational memory becomes a strategic asset for continuous improvement and industrial resilience.
In this light, limiting risks and reducing lead time are not contradictory goals — they are two sides of the same coin. Methodical project management, built on anticipation, precision, and expertise, is what makes the difference. In today’s world, where industrial agility is a must, this approach is essential.
We will share out expertise on industrial transfer at the 55th International Paris Air Show – Le Bourget 2025. Come and meet us to find out more!
