Closely linked to strategy development, the definition of a cost-effective and competitive product portfolio is naturally quintessential.
This is usually based on the analysis and evaluation of the remanufacturing potential on the basis of the existing product portfolio. Due to the large number of competitors in remanufacturing, it is essential to fully evaluate one’s own market position and to develop a tailored product scope. In addition to the general economic situation of your company, the influencing factors also include market growth and relative market share as well as information on the product life cycles of existing products. In combination with the analysis of technologies and processes, we define an individual product portfolio in dialogue with you.
Further components of the portfolio definition include the technical evaluation and selection of the products, as well as market-driven product pricing in the context of the overall portfolio. It is very important to look at the products where your company is NOT making any business, but your (independent) competitors are. One of the biggest mistakes we see is companies just adding a reman variant to the „new part“ variant they are already selling in competetive numbers.
What current market developments do I have to take into account when defining my portfolio?
A look at the competition is fundamental for the definition of your product portfolio. This is the only way to fully evaluate your own market position and hence to derive realistic targets.
Which internal developments and challenges can be solved with remanufacturing?
The objective of ensuring the continuous supply of spare parts for older products, can be arguments for remanufacturing initiatives. For example, if a supplier cancels his spare parts delivery obligation, remanufacturing can ensure spare parts availability and continued spare parts supply to customers.
Does remanufacturing make sense for my portfolio?
The technical feasibility or remanufacturing initiatives of the competition should not be the sole decision-making basis for the implementation of remanufacturing. Only once economic viability has been confirmed on the basis of a valid business case do we recommend that you continue to pursue the remanufacturing approach.
10+ years Reman: Extensive network of experts and suppliers in remanufacturing, proven track record with vehicle and component manufacturers.
We look beyond: Using our knowledge to implement remanufacturing operations not only for economic benefit but to enable long-term sustainable business practices.
We’re connected: As member of the advisory board of Rematec, the world’s leading platform for remanufacturing, and a member of APRA Europe, the association of automotive parts remanufacturers, our goal is to network industry representatives, stimulate cross-industry exchange, and provide guidance and support to members through our experience and expertise.
