With no manufacturing footprint in the United States, Volvo was relying on a global team to lead the construction and start-up in South Carolina. In terms of building its future workforce, Volvo needed to overcome a lack of familiarity with the local and regional labor market.
With the delivery of five new machines, a client's division increased daily production from six million to ten million products, necessitating the mill’s expansion. However, the growth of this mill resulted in packaging and logistical challenges.
MAU's client produces several products for commercial vehicle systems, one of which drastically increased in demand at the given facility. To respond to the production influx, the company ran the production line by combining second and third shifts.
MAU's client utilized co-op programs, engaging with college and university students in the area, but neither the recruitment process nor program curriculum was ever standardized. As a result, none of the parties involved received maximum value.
The baked goods manufacturer had five weeks to assemble, build and pack more than 3,600 promotional displays, which were composed of three different products. However, full-time staff was needed on other projects during this critical time.
MAU’s client, a consumer goods manufacturer, was suffering from
inefficient recruiting and hiring processes in its medical supplies sales division. The sales managers relied on over 12 third-party recruiting.