Background: Ensuring the delivery of 1,000 subway cars to ensure the success of the 2024 Olympic Games
Alstom, a global leader in the manufacture of rolling stock (trains, subways), was awarded a major contract with the RATP in 2014: to renew 150 metro trains (1,000 cars) on lines 4, 11, and 14 of the Paris metro network, in preparation for the 2024 Paris Olympic Games.
“This large-scale project represents an investment of more than one billion euros, with significant reputational stakes: the mobility of millions of passengers during the most widely covered event of the decade is at stake.“
But between the usual challenges of any major industrial project and the COVID-19 crisis, the project is facing delays. In 2021, as the Olympic Games approach, Alstom believes that several key suppliers may not be able to keep up with the pace required to meet their contractual obligations.
For the Valenciennes production site—where 70% of revenue depends on this project—such an acceleration will require an unprecedented ramp-up across the entire subcontracting chain.
Customer need: Identify and resolve roadblocks in record time
In this urgent situation, the challenges identified are clear:
- Quickly assess whether suppliers are capable of doubling or even tripling their production rate.
- Identify potential risks and obstacles (industrial capacity, supply chain, workforce, logistics, management, etc.).
- Develop concrete action plans for each supplier, ensuring their feasibility and securing their buy-in.
- Manage this ramp-up in real time, with a clear overview of progress, residual risks, and corrective actions to be taken.
It was in this context that Alstom turned to Cubik, because of our ability to commit to results rather than simply providing resources.
Achievements: A Three-Phase Initiative
1. Audit 50 suppliers in 12 weeks
From the very start of the project, the Cubik team set to work identifying high-risk suppliers in the supply chain.In just three months, a task force of nine experts— project managers, industry specialists, data analysts, and PMO staff—was deployed to audit the 50 critical suppliers located across Europe and the Philippines:
- Each audit, conducted jointly by Cubik and Alstom, lasts between two and three days. The goal is to assess each supplier’s actual ability to double its production by analyzing all relevant factors—manufacturing capacity, procurement, labor, logistics, management, and social risks.
- A customized audit framework is developed to provide a 360-degree analysis, making it possible to distinguish between suppliers who are already ready and those who will require additional support.
There are many challenges. Some suppliers are indeed reluctant to have external experts come onto their premises. Others, facing financial difficulties, fear they won’t be able to keep up. Yet, all the audits are completed within 12 weeks.
2. Develop a customized action plan
Once the audits are complete, the team focuses on providing operational support to the 22 most critical suppliers; without this support, they would not be able to meet their deadlines.
For each of them, a detailed action plan is developed jointly with Alstom, covering:
- The investments needed to increase production capacity (machinery, tools, labor).
- Logistical adjustments to prevent stockouts.
- Contingency plans in the event of a strike, delay, or failure.
- Weekly monitoring of risks and progress through clear dashboards that allow Alstom to track each supplier’s progress in real time.
There is also a human aspect to this: we need to get suppliers on board with this initiative. The Cubik and Alstom teams must negotiate on a case-by-case basis—sometimes by resolving business obstacles or approving major investments—to prevent any critical link from jeopardizing the project’s overall success.
3.Oversee the ramp-up of suppliers
The final challenge is project management. With 50 suppliers to monitor, specific data for each one, and a tight schedule, the complexity is extreme.
The team is setting up a highly responsive PMO (Project Management Office) capable of:
- Make risks visible in real time, so that every decision-maker can take immediate action.
- Organize reports clearly, avoiding an overload of unnecessary information.
- Coordinate internal and external resources, ensuring that each task is followed through to completion.
Results: Commitments Fulfilled Despite Obstacles
Within a few weeks, the pace picked up. Bottlenecks were resolved one by one, and suppliers—better equipped and supported—were able to keep up. The planned 1,000 cars are finally produced and delivered on time, ensuring that Parisians and tourists can get around easily during the Olympic Games.
Thanks to this initiative, Alstom was able to:
- Fulfill its commitments to the RATP by delivering the trains on time for the 2024 Olympic Games.
- Ensure a smooth ramp-up across the entire subcontracting chain by identifying and mitigating major risks.
- Gain unprecedented visibility into the project’s progress through rigorous and transparent management
In just a few weeks, the pace is picking up. A total of 1,000 cars were ultimately produced and delivered on time for the Olympic Games.
What made the difference:
- A lightning-fast response: our task force was up and running in less than three weeks, with an immediate focus on results.
- A collaborative approach: The Cubik/Alstom partnership made it possible to combine external expertise with internal knowledge to develop solutions that are both realistic and ambitious.
- Real-time monitoring: The dashboards implemented provided Alstom with a clear and up-to-date view of risks and progress, which is essential for making informed decisions.
- Full engagement from all stakeholders— suppliers, internal teams, and technical experts—all of whom were aligned around a common goal.
A Reproducible Methodology for Large-Scale Industrial Programs
This project demonstrated that it is possible to turn a critical situation into a success, provided that:
- Act quickly and decisively, with dedicated teams and a proven methodology.
- Combine technical expertise and leadership to get even the most reluctant stakeholders on board.
- Manage with rigor, making risks and progress visible at all levels of responsibility.
For Alstom, this experience has strengthened its ability to manage complex programs while solidifying its relationships with its strategic suppliers. A success that extends beyond the 2024 Olympics and can serve as a model for other industrial challenges to come.
