A broad spectrum of expertise

Our team combines expertise in all consulting areas with the advantage of a deep inside knowledge of the Bayer Group. Covering the entire value chain we provide tailored solutions to the specific needs of our clients. Our customized support enables executives throughout the Bayer world to successfully meet present needs and anticipate future challenges. We help to secure Bayer’s long-term competitiveness.

This covers the development of strategies and optimization of processes for development, portfolio, and resource management, while seeking out opportunities for digital innovation, and thus determines how to strengthen Bayer through coordinated efforts in the areas of R&D, flexibility and growth.The team shows leadership through strategy and governance process development, portfolio and resource management, and promote innovation through digital opportunities (information research, customer centricity, business model innovation). Other aspects are driving flexibility and growth through alliances and collaborations in R&D and efficiency through process re-engineering, organizational design and performance improvement. Further tasks are:

• Development of R&D strategies to increase competitiveness or to enter novel areas
• Analysis of processes and identification of improvement potential
• Implementation of strategies and adapted processes
• Development and implementation of external and open innovation concepts
• Analysis of outsourcing potential across R&D functions
• Development of logics for prioritizing portfolios across indications and technologies
• Projection of resource and budget needs across functions based on current and expected future portfolios

The main tasks are the development of industrial operations strategy and manufacturing footprint design. MFG supports Bayer and the divisions in achieving their industrial operations objectives and focuses on product manufacturing strategy, structure, and systems. It develops tailor-made, actionable solutions in line with divisions' Product Supply strategies. Further tasks are:

• MFG Strategy and Organizational Development
• Investment Management
• Site Optimization

Key tasks within SCM are the development and /or optimization of efficient and reliable supply of required goods (“Source”), development and /or optimization of efficient and customer-oriented distribution processes (“Deliver”) and development and /or optimization of smooth cash flow processes across functional boundaries (“Value”). Further tasks are:

• Shaping Bayer’s divisional supply chain strategies
• Growing procurement excellence
• Implementing state-of-the-art S&OP processes across geographies and functions
• Optimizing Bayer’s manufacturing network
• Improving supply chain performance by increasing end-to-end visibility

The main tasks of M&S are providing support with market research and the development, optimization, and implementation of marketing-and-sales and go-to-market strategies. Further tasks are:

• Market research / consumer insights, segmentation and portfolio analysis (“Understand value”)
• Development of M&S strategies (“Define value”)
• Optimization, implementation and activation of go-to-market approaches (“Deliver value”)
• Measuring, steering and improving M&S performance (“Monitor value”)

The BT&C group controls transformation processes from the performance and employee perspective, and assesses and improves processes, organizations, and governance structures. In addition, this unit develops and implements change concepts and assists with post-merger integration. Further tasks are:

• Management of transformations from a strategy, performance and people perspective
• Development of functional strategies
• Evaluation and optimization of processes, organizations and governance structures
• Development and implementation of change managementconcepts
• Management of separations and integrations

The comprehensive experience the consultants acquire in these projects makes them sought-after talents within the Bayer Group, which is why some 30 to 35 consultants transfer from Business Consulting to other roles within the company every year.