manufacturing consulting

Our positioning
Our clients
Some convictions
Our experts

Our positioning in manufacturing

Our missions support all of the company's management functions, carve-outs, mergers, acquisitions and business disposals. Thus, our contacts are systematically the general management, the finance or management control departments, as well as performance or transformation departments. Information systems departments are also privileged contacts in this context, in particular when choosing and implementing ERP or any other software solution.
Our clients are companies of all sizes from SME to medium-sized companies and large group.
At Akeance, the emphasis of a so-called "manufacturing" sector is due to a particular skill, namely "the cost price". Indeed, the analysis, control or implementation of a price calculation relies on specific skills that we acquired in terms of knowledge and experience. These specific skills allow us to "flatten” calculation methods and develop industrial accounting schemes. Another axis of our interventions is to reconcile industrial costing with industrial performance indicators.
Our team is led by two partners, formerly from the industrial manufacturing world.
In addition, the strength of our experiences and know-how provides us with a great adaptability among our customers and allows tailor-made offer.

Our clients

Our experiences


Missions for constructing or challenging business plans, either for the entire company, but very often for a given activity, fall within our service offering. Sometimes these missions are part of the support for the purchase or sale of an entity or activity. This was the case, for instance, with the acquisition of a Polish entity manufacturing aluminum frames on behalf of a French medium-sized company.
The term "organizational missions" covers various missions such as the establishment of a shared service center (from the construction of scenarios to the drafting of processes), the reengineering of an accounting department or a performance department (from the sharing of responsibilities between sites, divisions and the group to the sizing of the functions). It can also be a creation of a cash pool or the development of new governance between the holding company and the entities of a group.
Sometimes our missions have to be more specific and more precise. This is the case when it comes to solving possible bottlenecks issues in an accounting or financial activity, when it comes to conducting an audit on the financial responsibilities of a company, or even planning and sizing of industrial resources.


Performance improvement missions deal with "figures".
It is in this context that we carry out cost price missions, either upstream launching a product or in post. Our experiences allow us not only to effectively reconcile cost assumptions (nomenclatures, ranges, indirect costs, treatment of waste and scrap, tools, etc.) but also to harmonize practices between the different sites, to take into account the physical flow of materials, to take into account any hidden practices in terms of inventory and / or raw materials management. These missions can be partial, such as auditing indirect cost allocations or taking into account overheads, for instance.
Our "industrial costing" missions can lead us to conduct a complete review of the industrial and financial performance of an industrial site, and to carry out benchmarks between production sites, to identify good practices to be generalized or activities to be shared (such as supplies, supply chain management, quality, etc.).
Obviously, and more traditionally, our teams can address issues of optimizing stocks of finished products, raw materials, components, work in progress or semi-finished products.
The missions of reporting masterplans / dashboards are also one of our service offers. Likewise, the implementation of cash flow forecasts or the revision or overhaul of cost accounting or industrial accounting.
In some cases, especially for SMEs in the context of investment funds or not, we are required to conduct missions and observing turnover and offer associated follow-ups on a tools such as Excel. Other missions can also relate to the scaling up of a new production line, a new site or the organization of the transfer of production from one industrial site to another. Again, these types of missions are specific to the manufacturing sector.


Managing the transformation itself consists in monitoring projects with an organizational vocation (resulting from an internal desire or following a change in the scope of activity) or projects with an information system vocation. We have recognized expertise in project management in both areas, supported by proven methods and tools.
The management of the transformation within the framework of an ERP implementation, production planning and monitoring tool (MRP), maintenance management tool (CMMS) or digitalization and monitoring of processes is also an offer for industrial departments.
Our offer is complemented by change management.

Some convictions


We very often see the desire to see all the costs assigned to a product or service. This “almost full cost” temptation is strong and satisfactory. However, the risk of this approach should not be ignored: the less "direct" the cost, the greater the risk of the assignment. In the end, the greater the risks, the less the truth behind the cost and its monitoring are possible.
We more readily favor a “contribution to the margin” approach in terms of direct or even strict indirect costs, even if this implies a differentiated management of “other costs”. The greater amplitude of a contribution to the margin (because it is further upstream of the cost cascade) helps to make costs easier to read.


Most dashboards are a compilation of data that are not always consistent with each other. The captures are not on the same databases, so not necessarily on the same date. The definitions of the aggregates are not the same within the different departments / directions of the company and the rules for calculating level 2 aggregates (average turnover per customer, price per kilo, tones per m2 etc.) vary from one table to another. This is why we gladly recommend, when reviewing all or part of the dashboards, to secure data and aggregates by making them homogeneous.
It is also an opportunity to rebalance the dashboards between the many financial indicators and the physical indicators, both quantitative (number of products delivered, number of new customers, etc.) and qualitative (average waiting times for delivery, error / complaint rate, etc.).
Of course, this reporting review exercise also involves standardizing definitions between industrial costing and industrial performance indicators. Is there a definition shared between finance people and the operational staff on TRS, the time required to change a tool or a mold, of man or machine efficiency, of the rate of sub-activity, of the costs of non-quality...?


Who does not complain about its information system! We are obviously prepared to support the choice of a new ERP and to lead its implementation, but very often criticism is more based on ignorance of the tool, the lack of associated training as well as defective or incomplete configuration. So, we gladly recommend a "thorough inventory" before considering a tool change.

Our experts in manufacturing


Olivier Derly


Frank Privat


Olivier Derly

42 year old • ESSEC • HEI

Main skills:
After spending several years as an operator in the automotive industry, Olivier has worked for more than 15 years at Akeance Consulting. He has led numerous reorganization projects involving both information system, process design and support for operational staff in the industry, transport and logistics sectors.

Olivier works for both corporates and investment funds on acquisition issues (due diligence, business-plan, etc.) and implementation of line (management tool, definition of cash forecasting process,…).

WHAT HE LIKES ABOUT THE JOB:The diversity of issues that can be addressed within the same company.

The diversity of client from international group to start-up.

AND WHEN HE’S NOT AT WORK:He likes: going on wine weekends and spend time in bookstores.

HIS FAVORITE APHORISMS:Being positive doesn't mean being satisfied from “half a success”. Nothing is more or less noble despite perceptions.


Frank Privat

49 years old • DESS "Accounting & Financial Audit" Paris-Dauphine University

Main skills:
Starting his career in operations (financial functions at Geodis and Valeo), Frank joined Akeance Consulting in 2005 to develop financial and operational missions in industry and services. Frank has managed numerous financial diagnostics and software selections for industries and service providers. His favorite sectors are transport & logistics, manufacturing and mass distribution.

WHAT HE LIKES ABOUT THE JOB:Complex situations to simplify in order to gain efficiency and speed up time.

Don't be afraid of simple solutions and common sense.

AND WHEN HE’S NOT AT WORK:Sailing, travels, photos, drawings, paintings ... full of passions, ask when you meet him.

HIS FAVORITE APHORISMS:There is hardly a detail that can be overlooked.

Rigor and precision are the components of a demanding nature.

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