{"id":1731,"date":"2017-09-13T09:02:05","date_gmt":"2017-09-13T09:02:05","guid":{"rendered":"https:\/\/fr.eim.com\/?p=1731"},"modified":"2022-01-12T10:35:42","modified_gmt":"2022-01-12T10:35:42","slug":"un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes","status":"publish","type":"post","link":"https:\/\/www.eim.com\/fr\/le-management-de-transition\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\/","title":{"rendered":"Un manager de Transition EIM pilote la filialisation et la cession d\u2019un site industriel de 300 personnes"},"content":{"rendered":"\n[et_pb_section fb_built=”1″ admin_label=”Hero Section” _builder_version=”3.27.4″ background_color=”#002c3e” background_enable_image=”off” height=”520px” custom_padding=”6%||0%|||” bottom_divider_style=”slant” bottom_divider_color=”#ffffff” bottom_divider_height=”150px” bottom_divider_flip=”horizontal” global_colors_info=”{}” background_color_gradient_direction__hover=”180deg” background_color_gradient_direction__hover_enabled=”180deg” background_color_gradient_start_position__hover=”0%” background_color_gradient_start_position__hover_enabled=”0%” background_color_gradient_end_position__hover=”100%” background_color_gradient_end_position__hover_enabled=”100%”][et_pb_row disabled_on=”off|off|off” admin_label=”Page Title Area” _builder_version=”3.27.4″ width=”100%” max_width=”2560px” module_alignment=”center” custom_margin=”-2%|auto|0px|auto|false|false” custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text admin_label=”Hero Section Title” _builder_version=”3.27.4″ text_font=”Montserrat|800|||||||” text_font_size=”18px” text_line_height=”1.3em” header_font=”Montserrat|700|||||||” header_font_size=”56px” header_letter_spacing=”3px” header_line_height=”1.1em” header_2_font=”Montserrat|700|||||||” header_2_text_color=”rgba(255,255,255,0.6)” header_2_font_size=”90px” header_2_letter_spacing=”3px” header_2_line_height=”1.1em” text_orientation=”center” background_layout=”dark” max_width=”80%” module_alignment=”center” custom_margin=”0px||0px||false|false” custom_padding=”0px||0px|||” animation_style=”fade” animation_direction=”bottom” animation_duration=”1350ms” header_font_size_tablet=”” header_font_size_phone=”28px” header_font_size_last_edited=”on|phone” header_2_font_size_tablet=”” header_2_font_size_phone=”50px” header_2_font_size_last_edited=”on|phone” text_text_shadow_style=”preset1″ text_text_shadow_horizontal_length=”0.28em” inline_fonts=”Prata,Montserrat” global_colors_info=”{}”]

Un manager de Transition EIM pilote la filialisation d\u2019un site industriel de 300 personnes<\/span><\/h1>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.22″ global_colors_info=”{}”][et_pb_row _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”3.27.4″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”90%” module_alignment=”center” global_colors_info=”{}”]

L’ENTREPRISE<\/strong><\/h2>\n

Le groupe concern\u00e9 est un fabricant international d\u2019\u00e9clairage professionnel, int\u00e9rieur et ext\u00e9rieur.<\/span><\/p>\n

<\/p>\n

LE CONTEXTE<\/strong><\/h2>\n

Le march\u00e9 de l\u2019\u00e9clairage devenant tr\u00e8s comp\u00e9titif, le groupe est contraint de baisser ses co\u00fbts de production en permanence et d\u2019optimiser son implantation industrielle. Dans ce cadre, l\u2019usine fran\u00e7aise n\u2019a plus sa place et doit \u00eatre soit ferm\u00e9e, soit vendue.<\/span><\/p>\n

<\/p>\n

LES OBJECTIFS<\/b><\/h2>\n

Afin de se s\u00e9parer de son usine fran\u00e7aise, le groupe doit concevoir et r\u00e9aliser le projet suivant, en plusieurs \u00e9tapes\u00a0:<\/span><\/p>\n

    \n
  1. D\u00e9finir pr\u00e9cis\u00e9ment les contours de la partie \u00e0 c\u00e9der (production et logistique)\u00a0;<\/span><\/li>\n
  2. Rechercher un candidat \u00e0 la reprise dans la plus grande discr\u00e9tion possible\u00a0;<\/span><\/li>\n
  3. Evaluer les diff\u00e9rents candidats et s\u00e9lectionner celui qui sera le plus \u00e0 m\u00eame d\u2019assurer la p\u00e9rennit\u00e9 du site, en y apportant des activit\u00e9s nouvelles\u00a0;<\/span><\/li>\n
  4. Mener \u00e0 bien la consultation des repr\u00e9sentants du personnel (CCE, CE, CHSCT)\u00a0;<\/span><\/li>\n
  5. Filialiser la partie production en la s\u00e9parant des parties commerciales et R&D\u00a0;<\/span><\/li>\n
  6. Etablir et n\u00e9gocier, avec les avocats, tous les contrats liant le groupe et le repreneur.<\/span><\/li>\n<\/ol>\n

    La mission a dur\u00e9 un peu plus de deux ans.<\/span><\/p>\n

    LES RESULTATS\u00a0<\/strong><\/h2>\n

    Un partenariat a \u00e9t\u00e9 nou\u00e9 avec le repreneur afin de garantir au groupe la fourniture par l\u2019usine des petites et moyennes s\u00e9ries\u00a0; L\u2019usine a \u00e9t\u00e9 filialis\u00e9e et elle est pr\u00eate \u00e0 d\u00e9marrer de nouvelles activit\u00e9s pour assurer son avenir\u00a0; Aucune suppression de poste\u00a0!<\/span><\/p>\n

    POURQUOI UN MANAGER DE TRANSITION : <\/strong><\/h2>\n
      \n
    • N\u00e9cessit\u00e9 d\u2019avoir un manager \u00e0 plein temps pendant toute la dur\u00e9e du projet pour faire l\u2019interface entre les acqu\u00e9reurs potentiels (le groupe ne dispose pas d\u2019une \u00e9quipe M&A)<\/span><\/li>\n
    • Expertise\u00a0de la gestion d\u2019un projet de cession, dans le contexte particulier de la l\u00e9gislation fran\u00e7aise, en particulier l\u2019apport partiel d\u2019actif avec transfert des contrats de travail<\/span><\/li>\n
    • Discr\u00e9tion dans la pr\u00e9paration du projet, n\u00e9cessaire dans un contexte de recherche et de n\u00e9gociation avec des acqu\u00e9reurs, avant la proc\u00e9dure d\u2019information-consultation des IRP<\/span><\/li>\n
    • Dur\u00e9e limit\u00e9e du projet<\/span><\/li>\n<\/ul>\n

      <\/p>\n

      LES PLUS DE LA MISSION<\/strong><\/h2>\n

      Appr\u00e9ci\u00e9 pour son autorit\u00e9 de comp\u00e9tence, le manager a jou\u00e9 un r\u00f4le de n\u00e9gociateur pointu entre le vendeur et l\u2019acqu\u00e9reur afin de r\u00e9aliser l\u2019op\u00e9ration dans les meilleures conditions possibles pour les deux parties.<\/span><\/p>\n

      Il a su convaincre les salari\u00e9s et leurs repr\u00e9sentants qui ont \u00e9mis un avis favorable (avec r\u00e9serves) sur le projet de filialisation et de cession.<\/span><\/p>[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.27.4″ background_color=”#DB9300″ custom_margin=”0px||||false|false” top_divider_style=”slant” top_divider_color=”#FFFFFF” top_divider_flip=”vertical|horizontal” bottom_divider_color=”#ffffff” bottom_divider_flip=”horizontal” global_colors_info=”{}”][et_pb_row _builder_version=”3.27.4″ custom_margin=”-46px|auto||auto||” custom_padding=”60px|||||” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.27.4″ global_colors_info=”{}”][et_pb_text admin_label=”Title” _builder_version=”3.27.4″ text_font=”||||||||” text_text_color=”#ffffff” header_font=”Prata||||||||” header_2_font=”Montserrat|700|||||||” header_2_text_align=”center” header_2_font_size=”30px” custom_margin=”5%||5px||false|false” custom_padding=”||0px|||” animation_style=”fade” animation_direction=”top” animation_duration=”1350ms” animation_starting_opacity=”100%” inline_fonts=”Prata,Montserrat” global_colors_info=”{}”]

      Prenez contact avec nous<\/span><\/h3>[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row column_structure=”1_5,3_5,1_5″ _builder_version=”3.27.4″ custom_padding=”0px|||||” global_colors_info=”{}”][et_pb_column type=”1_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][\/et_pb_column][et_pb_column type=”3_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][et_pb_text _builder_version=”3.27.4″ custom_padding=”||0px|||” global_colors_info=”{}”]

      Vous souhaitez en savoir plus et entrer en relation avec un conseiller EIM<\/span><\/p>[\/et_pb_text][et_pb_button button_url=”@ET-DC@eyJkeW5hbWljIjp0cnVlLCJjb250ZW50IjoicG9zdF9saW5rX3VybF9wYWdlIiwic2V0dGluZ3MiOnsicG9zdF9pZCI6IjM0OCJ9fQ==@” button_text=”CONTACTEZ-NOUS” button_alignment=”center” _builder_version=”3.27.4″ _dynamic_attributes=”button_url” background_layout=”dark” global_colors_info=”{}”][\/et_pb_button][\/et_pb_column][et_pb_column type=”1_5″ _builder_version=”3.27.4″ global_colors_info=”{}”][\/et_pb_column][\/et_pb_row][\/et_pb_section]\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":3449,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"L'ENTREPRISE<\/strong>\n\nLe groupe concern\u00e9 est un fabricant international d\u2019\u00e9clairage professionnel, int\u00e9rieur et ext\u00e9rieur.\n\n \n\nLE CONTEXTE<\/strong>\n\nLe march\u00e9 de l\u2019\u00e9clairage devenant tr\u00e8s comp\u00e9titif, le groupe est contraint de baisser ses co\u00fbts de production en permanence et d\u2019optimiser son implantation industrielle. Dans ce cadre, l\u2019usine fran\u00e7aise n\u2019a plus sa place et doit \u00eatre soit ferm\u00e9e, soit vendue.\n\n \n\nLES OBJECTIFS<\/b>\n\nAfin de se s\u00e9parer de son usine fran\u00e7aise, le groupe doit concevoir et r\u00e9aliser le projet suivant, en plusieurs \u00e9tapes :\n

        \n \t
      1. D\u00e9finir pr\u00e9cis\u00e9ment les contours de la partie \u00e0 c\u00e9der (production et logistique) ;<\/li>\n \t
      2. Rechercher un candidat \u00e0 la reprise dans la plus grande discr\u00e9tion possible ;<\/li>\n \t
      3. Evaluer les diff\u00e9rents candidats et s\u00e9lectionner celui qui sera le plus \u00e0 m\u00eame d\u2019assurer la p\u00e9rennit\u00e9 du site, en y apportant des activit\u00e9s nouvelles ;<\/li>\n \t
      4. Mener \u00e0 bien la consultation des repr\u00e9sentants du personnel (CCE, CE, CHSCT) ;<\/li>\n \t
      5. Filialiser la partie production en la s\u00e9parant des parties commerciales et R&D ;<\/li>\n \t
      6. Etablir et n\u00e9gocier, avec les avocats, tous les contrats liant le groupe et le repreneur.<\/li>\n<\/ol>\nLa mission a dur\u00e9 un peu plus de deux ans.\n\n \n\nLES RESULTATS <\/strong>\n\nUn partenariat a \u00e9t\u00e9 nou\u00e9 avec le repreneur afin de garantir au groupe la fourniture par l\u2019usine des petites et moyennes s\u00e9ries ; L\u2019usine a \u00e9t\u00e9 filialis\u00e9e et elle est pr\u00eate \u00e0 d\u00e9marrer de nouvelles activit\u00e9s pour assurer son avenir ; Aucune suppression de poste !\n\n \n\nPOURQUOI UN MANAGER DE TRANSITION : <\/strong>\n
          \n \t
        • N\u00e9cessit\u00e9 d\u2019avoir un manager \u00e0 plein temps pendant toute la dur\u00e9e du projet pour faire l\u2019interface entre les acqu\u00e9reurs potentiels (le groupe ne dispose pas d\u2019une \u00e9quipe M&A)<\/li>\n \t
        • Expertise de la gestion d\u2019un projet de cession, dans le contexte particulier de la l\u00e9gislation fran\u00e7aise, en particulier l\u2019apport partiel d\u2019actif avec transfert des contrats de travail<\/li>\n \t
        • Discr\u00e9tion dans la pr\u00e9paration du projet, n\u00e9cessaire dans un contexte de recherche et de n\u00e9gociation avec des acqu\u00e9reurs, avant la proc\u00e9dure d\u2019information-consultation des IRP<\/li>\n \t
        • Dur\u00e9e limit\u00e9e du projet<\/li>\n<\/ul>\n \n\nLES PLUS DE LA MISSION<\/strong>\n\nAppr\u00e9ci\u00e9 pour son autorit\u00e9 de comp\u00e9tence, le manager a jou\u00e9 un r\u00f4le de n\u00e9gociateur pointu entre le vendeur et l\u2019acqu\u00e9reur afin de r\u00e9aliser l\u2019op\u00e9ration dans les meilleures conditions possibles pour les deux parties.\n\nIl a su convaincre les salari\u00e9s et leurs repr\u00e9sentants qui ont \u00e9mis un avis favorable (avec r\u00e9serves) sur le projet de filialisation et de cession.","_et_gb_content_width":"","footnotes":""},"categories":[2268,1360],"tags":[],"class_list":["post-1731","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-cases","category-le-management-de-transition"],"yoast_head":"\nUn manager de Transition EIM pilote la filialisation et la cession d\u2019un site industriel de 300 personnes - EIM France<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.eim.com\/fr\/le-management-de-transition\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Un manager de Transition EIM pilote la filialisation et la cession d\u2019un site industriel de 300 personnes\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.eim.com\/fr\/le-management-de-transition\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\/\" \/>\n<meta property=\"og:site_name\" content=\"EIM France\" \/>\n<meta property=\"article:published_time\" content=\"2017-09-13T09:02:05+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-01-12T10:35:42+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.eim.com\/fr\/wp-content\/uploads\/sites\/9\/2018\/02\/eim_article_10.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"600\" \/>\n\t<meta property=\"og:image:height\" content=\"380\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"eimworld\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"eimworld\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/le-management-de-transition\\\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/le-management-de-transition\\\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\\\/\"},\"author\":{\"name\":\"eimworld\",\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/#\\\/schema\\\/person\\\/82c5e4b03b7af649944ed10552319b91\"},\"headline\":\"Un manager de Transition EIM pilote la filialisation et la cession d\u2019un site industriel de 300 personnes\",\"datePublished\":\"2017-09-13T09:02:05+00:00\",\"dateModified\":\"2022-01-12T10:35:42+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/le-management-de-transition\\\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\\\/\"},\"wordCount\":1083,\"publisher\":{\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/le-management-de-transition\\\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/wp-content\\\/uploads\\\/sites\\\/9\\\/2018\\\/02\\\/eim_article_10.jpg\",\"articleSection\":[\"Business Cases\",\"Management de transition\"],\"inLanguage\":\"fr-FR\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/le-management-de-transition\\\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\\\/\",\"url\":\"https:\\\/\\\/www.eim.com\\\/fr\\\/le-management-de-transition\\\/un-manager-de-transition-pilote-la-filialisation-et-la-cession-dun-site-industriel-de-300-personnes\\\/\",\"name\":\"Un manager de Transition EIM pilote la filialisation et la cession d\u2019un site industriel de 300 personnes - 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