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Industrial Products

Keep your supply chain and product delivery on track with solutions that stick. Make the results measurable.

De-risking mobility and IP supply chains

Labor shortages, environmental regulations, global competition, and rapid technology change make end-to-end supply chain visibility and optimization critical for the mobility (aerospace, automotive , rail) and industrial products industries. 


Key focus areas

Strategic Sourcing

We reduce reliance on sole suppliers, increase optionality, and strengthen your negotiating position, turning suppliers into partners.

Complexity Reduction

Our experts align your make identity and asset utilization with your quality, productivity, OTIF, and profit goals.

Sustainability Solutions

Visibility into your multi-tiered supply chain helps to control violations and spark partnerships in carbon reduction.

Trustworthy Data

We use smart technology, intelligent dashboards, and self-generated reports give the C-suite visibility and control. 


4:1 to 8:1

ROI with us in year one

Up to 60%

Increase in productivity

Up to 40%

Cost reduction

14% or more

Improvement in throughput

Where do you begin?


Talk to an expert

Let's talk about your challenges to develop an action plan.

From our viewpoint

You might be facing throughput, labor, and capacity challenges that block your progress toward:


Profitability, cost reduction, & growth


Competitive strength


Strategic sourcing & negotiation

demand planning image

Accurate demand planning

Overcoming those barriers to success requires end-to-end supply chain expertise, shoulder-to-shoulder teamwork, and buy in. That’s why you’re here.

Have you analyzed your skills gap?

Industrial manufacturing companies have plenty of company in complaining about a skills gap: some forecasts cite a deficit of over 80 million workers worldwide, with a revenue loss of over $8 million. While automation might fill part of that gap, even AI has limits—and its cost adds to the strain on profits. Savvy companies are taking the following steps to rethink solutions to the skills gap.
Find the Root Cause

A leading manufacturer of cables suffered a skills gap when two problems converged. Vital legacy information was lost with the retirement of key employees; and silos between Human Resources, operations, and leadership meant that HR severely underestimated the types and number of employees they needed to hire. The company did not have a skills gap: they had a training, data, and communications gap.

Improve Your Training

Numerous studies have shown the strong connection between low turnover and professional development for employees. New skills and recognition motivate employees as much as or more than money. By offering training and cross-training, a company not only prevents turnover but ensures that no one employee carries all the specialized skills the company needs.


Evaluate Your Operations

Your skills gap may instead be a throughput and efficiency gap. Throwing more people or machines at a broken process will not fix the process. Once you raise overall equipment effectiveness, improve maintenance procedures, eliminate unplanned and unnecessary downtime, and optimize processes, your current employees will deploy their skills more effectively. Data analytics and an SIOP assessment may reveal both hidden bottlenecks and overlooked opportunities.


Plan with Your End-to-End Supply Chain in Mind

Every part of the supply chain affects every other part. Before you build a plant closer to your suppliers, consider whether that location is attractive to new hires and whether the local workforce has the capabilities you need. Before you introduce a new product, use advanced data analytics and simulation to find out how the supply chain will react: do you need to increase shifts or assembly lines; are your logistics sufficient to deliver another product OTIF; are your suppliers capable of sourcing the materials you need?


SGS Maine Pointe has found that the shortest path through a skills gap involves data analytics, cultural change, process optimization, and end-to-end supply chain simulation to ensure the profits, growth, EBITDA, and ROI that you and your skilled employees deserve.

Experience Matters



Average years of expert experience



Number of countries served worldwide



$ value delivered to the last 300 clients

Recent Case Studies

Supply chain sourced in China found optionality and risk mitigation (CS284)

Supply chain sourced in China found optionality and risk mitigation (CS284)

Read here ➔
Uplifting Processes, Throughput, and Data to Support Long-Term Goals (CS283)

Uplifting Processes, Throughput, and Data to Support Long-Term Goals (CS283)

Read here ➔
Using A.I. to accelerate value creation (CS282)

Using A.I. to accelerate value creation (CS282)

Read here ➔
Real-time visibility, self-serve data analytics & digital twin (CS281)

Real-time visibility, self-serve data analytics & digital twin (CS281)

Read here ➔

What our clients say

We chose Maine Pointe because of their significant experience. 

-David Martin, CFO of Titan

We have expectations to grow this business by 25 to 50% in the next 5 years.

-Brent Yeagy, President & CEO, Wabash

Practical Insights

Know what you need to know

Strengthening the Automotive Industry’s Supply Chain & Sustainability

Strengthening the Automotive Industry’s Supply Chain & Sustainability

Read ➔
5 Ways to Tap Value Creation in Today’s Market

5 Ways to Tap Value Creation in Today’s Market

Read ➔
From Compliance to Sustainability: The Power of Data Analytics

From Compliance to Sustainability: The Power of Data Analytics

Read ➔
Building sustainability into your CG&R supply chain

Building sustainability into your CG&R supply chain

Read ➔
More Insights ➔

As quoted in


“In a digitally enabled supply chain, it’s possible to use real-time data to find the best transportation routes and inventory levels for the current state, and proactively prepare for potential supply-chain events. Contingency planning is made easier with the capability to run scenarios associated with disruptive events, and react quickly to new variables.”

Industry Tech Insights

"This three-pronged approach of adding talent, increasing supply chain visibility, and setting up an operating model for low friction change is the most consistent indicator of success in managing volatility and complexity.”

Meet the Products Team Leaders


Collin Ziemerink

Head of IMS


Jeff Wilson

Managing Director


Andrew Rader

Managing Director


Gerald VonFeldt

Managing Director

Forbes Americas Best Managment Consulting Firm award logo_v1.1
USA Consulting best supply chain consulting firm award logo_v1.1

Talk to Us

Contact Us ➔