Experience The Future 28/11/2012

1. Re-shoring: The next Goldrush
Filip Vercauteren

2. Tiscotex
“The story of a small manufacturing
company in turbulent
economical times”

3. The future of manufacturing
“A promising future as consumption of goods is set to
double next 15 years, but labor intensive manufacturing
will remain abroad.”
McKinsey, Nov 2012

4. 5 different segments
• Global innovation for local markets
– Machinery & Motor vehicles
• Regional processing
– Food & Beverage
• Energy-/ resource-intensive commodities
– Wood products and basic metals
• Global technologies/ innovators
– Computers & Medical supplies
• Labor-intensive tradables
– Textiles & Toys

5. Labor-intensive tradables
• Production is globally traded
• Migrates to countries where labor costs are
lowest
• Our advanced economies have a trade deficit
in these goods
• Employment has fallen to 65% of level of 1995
• It is here where we believe our opportunity
lies.

6. A Golden opportunity
• Organisation is key, not the way products are
made
– Fusion between trading and own production
– Lean manufacturing in a lean organisation
– Pushing the limit as to which products can be made
locally
Change Productivity Rebuilding own
structure gains production

7. A Golden opportunity
A more complex and volatile environment promises a
perfect battleground for lean small companies that can
quickly change gears.

8. Re-shoring: The next Goldrush
Case study: Tiscotex

9. 4 activities
• Weaving
• Carpet bindings

10. 4 activities
• Automotive industry
• Cargo securing and lifting

11. Tiscotex in 2007
• 45 People of which 8 white collars
• A Turnover of 3.000.000 € (67.000 €/ person)
• Old machines: latest big investment was in the
beginning of the nineties
• No unique products and no R&D
• Clients leaving rapidly to competitors selling “made
in China” products which were on average 30% of
the Tiscotex price

12. 2007 – Ambition
Deliver the best range of highly qualitative
products at the best price
Entrepreneurship – Trial and Error

13. What have we done at the
organisational level?
Question everything and fine-tune all
details

14. 1. Think global
- Even small companies can and should operate globally
• Purchasing in e.g. China is done through a Chinese person working
on a quality commission
• Payments are done through professional trader software giving us
an edge in exchange rates
• Production is done in Tunisia and Asia
• Sales are everywhere in Europe through our network of
independent sales people.
Being able to shift quickly between these production
and sales options is a key driver of being competitive

15. 2. Sales people
– Simply too expensive, as the cost of 80.000 €/
sales person/ year cannot be earned back.
– Focus on big exhibitions: director should be
performing as sales and feel the market
– Clients do not expect sales people anymore; still
too many companies have the typical sales guy.
– Sales are easier when client finds you
Since that decision sales are up 66%...

16. 3. Outsource accounting
– Full time accountant replaced by a professional
company for 20% of the price
• Savings on computer and office equipment, working
space, sick leave, holidays etc.
• Accounting company gives advise month to month as
opposed to once a quarter/year.
This improved margins by a fenomenal 15%

17. 4. Focus on Marketing

18. 4. Focus on Marketing
- Very small companies can efficiently create a brand
• With outsourcing to professional companies and efficient
use of internet
• Our products are “Made in Belgium”
• Service is best advertisement
25k vs. 80k for 1 sales person

19. 5. Focus on quality
- Quality is the only argument left for asking a
price premium
• Price advantages can erode fast.
• When you deliver the best quality, you always have a
seat at the table (DAF)
30% of our time is spent on quality

20. 6. Invoices
- Director should do this to see where every € goes to
• Invoices are checked and approved on the same day
• If discounts exists, paid instantly
• All invoices are paid in 30 days
Timesavings, less errors and instant feedback on spending

21. 7. Meetings
– The flow of information can be continuous in the
very small company
– No need for time consuming meetings (300 €)
– New ideas vs. complaining
– Replaced by Friday lunch session in relaxed
atmosphere.

22. 8. Lean Manufacturing
– Re-evaluate operations on a daily basis (Stitching)
– The search for simplicity in processes is continuous
– Automation vs. Cost
– Vertical integration leads to flexibility
– Lay-out for both high volume trading as customized
production
– Prepare for increasing amount of SKU

23. 8. Lean manufacturing
– System of economical unemployment in Belgium
is unique
– Efficient production processes vs. full capacity
utilization
– Energy costs: taking heating into consideration
when planning production
– Giving employees more responsabilities (eg
planning, wages, quality control, improvements).

24. End Result:
– Turnover is now 5.000.000€ = +66%
– From an operational loss of -200k +400k/year
– Ebitda = 8% of turnover which is fully (!)
reinvested in the company
– 29 employees of which 3 people now handle all
white collar (vs. 8 before): a productivity gain of a
whopping 345%
– Turnover/ employee = 172.000 € = +157%

25. End result
– Cost of quality claims less than 0,1%
– Customer loyalty in top 50 = 100%
– Employee loyalty = 100%
– Purchase of first company in Denmark, exporting
our organizational model.

26. Vision of the future
– The hunt for the big distributors is open!
– Internet will lead the way, not so many producers
sell directly
– Doing the right thing = preparing organization for
a world of mass customization