Advisory and transformation services for an industry going through profound and longstanding change — aerospace still in rapid growth driven by emerging-country demand and new low-consumption aircraft, while defence faces reduced state budgets and pressure on traditional large-programme economic models. Competitive pressure, new entrants, technology transfer, and local-content requirements make globalised supply chains, intra-company collaboration, and end-to-end programme management across the product lifecycle essential. Engagements cover supply chain ramp-up assurance, new model conception cost optimisation, and operational performance improvement. Clients include Thales, Safran Electrical & Power, Airbus Helicopters, MBDA, Naval Group, Nexter Systems, Latécoère, Eutelsat, and Manchester Airports Group.

Operations transformation support for manufacturers and suppliers navigating the profound shift toward electrification and new mobility models. With a particular focus on agility, engagements span identifying issues through to implementation of performance levers across supply chain, manufacturing, and distribution. Clients have included Michelin, PSA Groupe, Europcar, Renault, Emil Frey, and Tata Motors CVBU. Work spans supply chain network reviews, finance process digitisation, 3PL contract design, and warehouse modernisation in a traditionally cost-focused industry where fast adaptation of production capacity and mix is a critical challenge.

End-to-end operations strategy and management consulting services helping consumer goods companies cut through supply chain complexity and attain operational simplicity. Work spans demand management sophistication, range and product lifecycle control, production strategy, materials management, and supply chain partner integration. Clients include Electrolux, Avon, Procter & Gamble, and major FMCG companies globally. Engagements address network design, transport function optimisation, fulfilment approach redesign, and implementation of advanced planning systems to deliver lasting performance improvement.

Consulting for an industry undergoing unprecedented change, driven by widespread motivation to address global warming through a shift toward renewable energy generation, reduced fossil fuel demand, and technological advances that slow energy consumption. Consumer behaviour is changing as awareness of energy consumption's impact grows, and in utilities, urbanisation, demographic growth, and climate change demand significant private-sector investment to modernise ageing infrastructure. Major international energy companies must transform through innovation, new business models, or diversification while continuously improving performance. Engagements cover operations strategy, procurement, and supply chain transformation across both traditional energy and renewables contexts.

Operations and supply chain transformation for fashion companies facing unprecedented change — decreasing clothing spend, margin pressure, more informed and versatile consumers, and fast-growing pure-e-commerce players with structurally lower cost bases. Work addresses faster product launches, 3D conception and lean development cycles, omnichannel retailing with perfect fluidity between channels, and socially and environmentally responsible supply chains. With more than 50 of the most famous clothing brands in Europe and the USA served across every step of the value chain, engagements include logistics network redesign, sales forecast reliability through data science, inventory centralisation, and supply chain agility to counter demand volatility. Clients include Burberry, Calvin Klein, Clarks, La Redoute, Salomon, Sandro, and Kenzo.

Effective operations management in the food and drinks industry is dependent upon visibility and control of all aspects of the supply chain, from crop to consumer. In this highly competitive and dynamic environment, companies must become more agile than ever to compete, with rapid response to changing consumer needs the key to success — navigating materials cost increases, constrained critical inputs, seismic legislation changes, and broadening consumer demand for both premium and value products. As a recognised specialist in the food and drinks sector, work with some of the world's largest companies covers demand management sophistication, range and product lifecycle tightening, efficient and flexible production strategies, and smarter supply chain partner management. Clients include Mondelez, Mars, Arla, Diageo, Danone, Carlsberg, Moët Hennessy, SABMiller, and Fonterra.

Globalisation and digitalisation are putting the value chains of industrial companies under pressure as they face increasing customer requirements on quality and availability, environmental constraints, and the need to innovate and differentiate against both historical and new competitors. Consolidation movements are underway in a race for critical size to finance ever-larger investments, making major performance and transformation challenges inescapable for industrial and chemicals players. Operational performance improvement spans customer processes, service strategies, cost reduction, supply chain planning, and manufacturing. Clients include AkzoNobel, Arkema, ASSA ABLOY, Essentra, Johnson Matthey, Liberty OneSteel, Bouyer Leroux, Orora Group, Essilor, and Ferrovial Agroman.

Historically highly profitable, the life sciences industry now undergoes accelerated change in a context of economic pressure, increasing regulatory requirements, price and service competitivity on OTC products, deregulation, and rationalisation of public health devices. Pharmaceutical laboratories must continually improve service through new product development and digital capabilities, while seeking scale effects to reduce rising R&D costs through industrial or distribution synergies. Life science companies need to be increasingly flexible while controlling costs — adapting distribution strategy, improving demand steering, evolving the industrial model (decoupling points, delayed differentiation, campaign size), and optimising stock policy. Clients include Pfizer, Merck, GSK, Bristol-Myers Squibb, Novartis, Roche, Sanofi, Servier, and IPSEN.

The luxury goods industry benefits from increasing global demand but must adapt to clients' changing expectations: a growing taste for novelty, customisation, and a fluid, customer-oriented omnichannel experience, alongside increasing expectations for social and environmental responsibility. These evolutions drive traditional luxury goods companies toward business transformation — faster product launches, 3D conception, lean development cycles, and omnichannel retailing with custom-fit services. Work covers sales forecast reliability through data science, shortage and allocation management, omnichannel transformation (service pallets, inventory centralisation, order management), and logistics network redesign across all regions. Clients include Moët Hennessy, Guerlain, Coach, Burberry, TAG Heuer, Richemont, Calvin Klein, L'Oréal Paris, Louis Vuitton, and Clarins.

Operations consulting for private equity clients across the full investment lifecycle — due diligence, competitiveness assessment, and post-merger integration. Work supports investors in understanding operational risk and opportunity at the point of acquisition, and then driving sustainable operational improvement and value creation through the hold period. Engagements include supply chain carve-outs, warehouse efficiency assessment, distribution network modelling, and ERP risk evaluation. Clients include Abénex, TZP Group, OpCapita, Elysian Capital, Partech, Sun Capital Partners, LGT Group, Exor, Cinven, and KKR & Co.

The retail industry is undergoing unprecedented change worldwide, with rapid growth of e-commerce pure players, margin pressure from loss of traffic and differential revenue/cost growth, and increasingly informed and versatile consumers. The ability to offer a differentiated consumer experience, radically optimise end-to-end costs, and guarantee operational excellence are now prerequisites for survival — with digital initiatives necessary to transform customer experience, develop consumer insight, and evolve supply chain management. Work with 10 of the 25 largest retailers in Europe and leading US retailers across all areas of the value chain, helping clients define operations strategy and implement transformations. Clients include Amazon, Williams-Sonoma, Target, JB Hi-Fi, IKEA, Intermarché, Carter's, Carrefour, Waitrose, and Reliance Retail.

In an environment characterised by market liberalisation, the emergence of new players, rapid traffic growth, and changing consumer expectations, transport and logistics players are forced to fundamentally transform their model and organisation. In air transport, the rise of the low-cost model demands sustainable economies of scale; in rail, incumbent operators face market opening and competitiveness imperatives; postal services must adapt to digital erosion of mail and rapid parcel volume growth; and in air and sea freight, digital technology drives disruptive new entrants. Clients across tourism, air, maritime, rail, postal, and courier sectors benefit from logistics network redesign, transport cost optimisation, forecasting and planning transformation using AI and predictive demand signals, and operational excellence programmes. Clients include Kuehne + Nagel, La Poste, Air France, GEODIS, ID Logistics, FM Logistic, and SNCF.

Develops bespoke end-to-end data and AI strategies, identifies generative AI use cases across operations, and implements data capabilities and governance frameworks to drive performance improvement. Covers data strategy development, AI adoption roadmaps, generative AI integration and transformation management for data and AI programmes through internal specialist team IRIS by Argon & Co delivering AI and advanced analytics for operations.

Helps clients define and execute digital transformation strategies that align technology investment with operational and business objectives to drive innovation and growth. Works with clients to solve digital challenges, helping them to adapt, innovate and grow through strategic alignment of technology investment with operational priorities.

Optimises finance operations, financial planning and analysis, cost accounting and SG&A structures, including shared services design and implementation for finance functions. Covers finance transformation, shared services strategy development, optimisation and implementation across finance, HR, procurement and other support functions to improve cost efficiency and process quality.

Redesigns logistics service strategies, distribution networks and channels-to-market to minimise cost-to-serve, raise service levels and deliver a seamless omnichannel customer experience. Covers distribution network design, e-commerce operations optimisation, omnichannel strategy development and physical store optimisation to align logistics with evolving customer expectations.

Drives operational excellence in manufacturing through shop-floor performance improvement, capacity planning, production scheduling and lean transformation, including the proprietary MODE framework. Delivers real-time factory floor performance improvement and production scheduling optimisation through the digitally enabled MODE (Manufacturing Operations Design & Excellence) framework.

Supports clients across the full M&A lifecycle — from target identification and due diligence through deal execution, integration planning and carve-out management — to convert transactions into strategic advantage. Delivers buy-side and sell-side advisory, operational due diligence, integration strategy development and synergy realisation across multiple cross-sector transactions.

Designs and embeds target operating models that define how value is delivered through roles, structures, processes, assets, technology and data aligned to a 3–10 year strategic horizon. Uses the proprietary scprime® assessment framework to conduct current-state analysis, evaluate scenarios, and design and implement operating models that align organisational capabilities to strategic objectives.

Helps businesses under margin pressure or in crisis uncover root causes of underperformance and build the financial, operational and strategic foundations for recovery and growth. Covers diagnostic assessment, restructuring engine activation, stabilisation and structural transformation to a future-fit operating model through systematic redesign of financial, operational and strategic foundations.

Redesigns procurement organisations, category strategies, source-to-contract and procure-to-pay processes to unlock savings, build resilience and transform procurement into a strategic business function. Covers procurement organisation maturity assessment, process redesign and digitisation including AI-enabled procurement transformation with advanced analytics.

Supports leaders in shaping strategic vision, translating ambition into operating model design and actionable roadmaps, and implementing transformation through structured change management. Covers strategic reflection, fact-based assessment, strategic narrative development, and Transformation Office programme delivery to embed change across the organisation.

Transforms demand planning, S&OP, inventory management, capacity planning and supply planning processes, combining best-practice methodology with technology enablement. Covers S&OP quality improvement, operational distribution redesign and supply planning optimisation, supported by case studies demonstrating inventory management transformation and integrated business planning.

Helps organisations assess end-to-end environmental impact across the value chain and transform operations to reduce CO2, waste, water and energy consumption while maintaining cost and service performance. Covers Life Cycle Analysis, sustainable operations strategy development, eco-design principles, responsible sourcing practices and sustainable transformation across all operational functions including manufacturing and supply chain.

Advises organisations on optimising transportation networks, modal strategies and cost-to-serve across both domestic and international freight operations. Helps clients design efficient distribution networks and select appropriate transportation modes to minimise logistics costs while maintaining service levels.

Helps organisations design, optimise and transform warehouse operations, including network rationalisation, capacity planning, automation and WMS implementation support. Delivers end-to-end warehouse redesign from network strategy through to technology enablement, as demonstrated in case studies covering WMS re-implementation and network capacity optimisation.