{"id":16086,"date":"2026-06-29T12:52:51","date_gmt":"2026-06-29T10:52:51","guid":{"rendered":"https:\/\/www.eim.com\/de\/senza-categoria\/europaischer-agrarhandel\/"},"modified":"2026-06-30T10:41:09","modified_gmt":"2026-06-30T08:41:09","slug":"europaischer-agrarhandel","status":"publish","type":"post","link":"https:\/\/www.eim.com\/de\/case-studies\/europaischer-agrarhandel\/","title":{"rendered":"Transformation im europ\u00e4ischen Agrarhandel"},"content":{"rendered":"

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CASE STUDIES <\/p>\n

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Transformation im europ\u00e4ischen Agrarhandel<\/h1>\n

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Mit Klarheit und Umsetzungskraft: Wie ein Interim Manager ein internationales Handelsunternehmen erfolgreich neu ausrichtete<\/h2>\n

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Die Unternehmensgruppe geh\u00f6rt zu den bedeutenden Namen im europ\u00e4ischen Agrarhandel f\u00fcr Getreide und Futterrohstoffe. Es wurde nach einem Restrukturierer gesucht, der den Bereich hinsichtlich der Prozesse durchleuchten sollte, die zu negativen Ergebnisbeitr\u00e4gen und signifikanten Risikopositionen gef\u00fchrt hatten. Mit mehr als 6.400 Mitarbeitern setzt das Unternehmen rund 6,5 Mrd. Euro um. Der Bereich Agrarhandel handelt mit rund 45 Mitarbeitern als einer der gr\u00f6\u00dften Handelsbereiche in Deutschland ein Handelsvolumen von rund 1,4 Mrd. Euro beziehungsweise 6,4 Mio. Tonnen Getreide, \u00d6lsaaten und Futterrohstoffe. Der Bereich ist eine der wesentlichen Ergebnisst\u00fctzen.<\/p>\n

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Die Ausgangssituation<\/span><\/strong><\/p>\n

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Nach Jahren negativer Ergebnisbeitr\u00e4ge und signifikanter Risikopositionen sollte der Bereich hinsichtlich seiner Prozesse durchleuchtet werden \u2013 besonders auf die Erkennung von Risikominderungspotenzial sowie Effizienz.<\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”4.27.4″ _module_preset=”default” custom_margin=”3%|auto|3%|auto||” global_colors_info=”{}”][et_pb_column type=”1_5″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”4.27.4″ _module_preset=”default” global_colors_info=”{}”][et_pb_testimonial author=”Kai Reddig” job_title=”Partner EIM” portrait_url=”https:\/\/www.eim.com\/de\/wp-content\/uploads\/sites\/4\/2026\/06\/Kai_Reddig.jpg” portrait_width=”96px” portrait_height=”96px” _builder_version=”4.27.6″ _module_preset=”default” body_text_color=”#E09900″ body_font_size=”16px” author_line_height=”1em” width=”100%” custom_margin=”|85px||42px||” custom_padding=”|33px||||” global_colors_info=”{}”]<\/p>\n

\u201eIm Agrarhandel sprechen viele zuerst \u00fcber das Handelsvolumen. Entscheidend ist aber, was am Ende im Ergebnis ankommt.\u00a0Deshalb<\/span>\u00a0war es wichtig, die Prozesse so zu durchleuchten, dass\u00a0Risiken klar sichtbar<\/span> und gezielt reduziert werden k\u00f6nnen.”<\/span><\/p>\n

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Die L\u00f6sung<\/p>\n

<\/strong><\/p>\n

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Die Analyse umfasste somit den Kontrakthandel, die Abwicklungs- sowie die Abrechnungsprozesse und die Schnittstellenprozesse zu den angrenzenden Unternehmensbereichen der Gruppe. Zwecks Optimierung wurde die IT-Landschaft aufgenommen, die Voice of Customer mit den Prozessen in \u00dcbereinstimmung gebracht und die Prozesslandkarte neu erstellt.<\/p>\n

Die Vorstellung der Handlungsfelder und des Ma\u00dfnahmenplans von vier Hauptaktionsfeldern erfolgte vor dem Gesamtvorstand der AG. Zu den Ma\u00dfnahmen geh\u00f6rten neben Ad-hoc-Ma\u00dfnahmen insbesondere die Abwicklung der Handelskontrakte sowie die Installation eines harmonisierten und zentrierten Risiko-Managements, welches dem H\u00e4ndler eine tagesgenaue Sicht aller Risikopositionen erm\u00f6glichte.<\/p>\n

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Der nachhaltige Kundennutzen<\/span><\/strong><\/p>\n

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