With years of experience managing complex supply chain and transformation projects, KORN CONSULT GROUP (KCG) has earned a reputation for reliability, speed, and deep industry knowledge. We sat down with one of our Senior Project Managers (SPM) to learn more about what fuels their success, how they foster strong client relationships, and how the consulting landscape is evolving.
1. What do you value most about the company culture at KORN CONSULT GROUP?
SPM: The professional and personal exchange with colleagues is something I truly value. There’s strong support in all project areas, and the atmosphere is very much like a friendly, family-like environment.
2. Which projects or accomplishments during your time with the company are you particularly proud of?
SPM: I take pride in every project I’ve been a part of. Each one is unique and presents its own set of challenges. Even if the project content is similar, no two projects are the same. For me, the greatest success is when the client is satisfied and provides positive feedback at the end of a project. When colleagues at the client site express regret that I’m leaving, I know things went well.
3. How do you build trust and long-term relationships with your clients?
SPM: It’s all about showing loyalty and commitment to the client, respecting their employees, and involving them in the initiatives. Demonstrating performance and dedication—also on a personal level—is key. It’s also important to appreciate and align with the client’s values.
4. What role does transparency play in your communication with clients?
SPM: Transparency plays a very large and important role. Often, a lack of transparency is one of the core reasons why processes aren’t running as they should. By creating transparency, you gain a much deeper and broader understanding of the processes. This, in turn, positively influences management decisions.
5. How important is customer satisfaction in your work, and how do you measure it?
SPM: Depending on the task and function within the client organization, satisfaction can be measured in different ways. Who needs to be satisfied—the management as the main stakeholder, or the operational team as the interface for task fulfillment? Balancing these perspectives is a real challenge that requires professional expertise and strong communication skills. It’s a challenge in every project!
6. How has the demand for supply chain consulting changed due to geopolitical events or crises (e.g., the war in Ukraine, pandemics)?
SPM: Companies have become generally more cautious when it comes to optimizing their supply chains. Political developments in the U.S., the war in Ukraine, and other global crises have all had an impact on our clients’ businesses. In reality, investing in consultants during a crisis would be the right move to prepare for the future and drive optimization. Unfortunately, many clients only recognize gaps in their supply chains when they’re already struggling to meet delivery volumes and falling behind. Taking action earlier would often be more cost-effective than hiring a consulting firm to fix issues later under pressure.
7. How do you view the future of the consulting industry, and what role will KORN CONSULT GROUP play in it?
SPM: Consulting and interim management firms will always be needed because they can offer flexible and skilled support on short notice. KCG brings long-standing and in-depth expertise in the automotive sector and has deep knowledge of many OEMs and their suppliers. This experience is carried from one project to the next, allowing us to deliver faster and more effectively.
KCG is well-known for its task force deployments during supplier crises—that’s one of our strengths. But we also have deep capabilities in supporting clients with internal projects across a range of areas. We are flexible and versatile, and most importantly:
WE LOVE WHAT WE DO—EVEN WHEN IT’S NOT EASY!
