Bain has decades of experience working with industrial machinery companies, ranging from the world's largest diversified industrial companies to pure-play systems and component suppliers. We understand the cyclical nature of the industry and the unique challenges it faces, and we consistently help our clients optimize their performance through good times and bad.
What We Do
What We Do
- Digital: Demystify digital and focus on practical, immediate steps that set you on a path to digital leadership.
- Cost: Whether you need to rapidly capture cost savings opportunities, zero-base your budget or strategically transform your cost structure, Bain can help.
- Operations: Reimagine your operations—from supply chain to procurement—to unlock growth, reduce costs and unleash your strategy.
- Strategy: Since Bain’s founding in 1973, strategy has been our core business. We work with companies to develop strategies that deliver results.
- Mergers & Acquisitions: Improve your odds of successful M&A through an integrated, battle-tested approach that links acquisition strategy, commercial diligence and merger integration.
- Organization: Ensure your organization is set up to deliver on your company’s strategy.
Bain has worked with clients across all major machinery sectors including, but not limited to:
- Construction and farm equipment
- Industrial automation and controls
- Electrical distribution
- Energy equipment (including fossil and renewable energy equipment)
- Building and residential automation
- Water and wastewater equipment
The world’s leading producers of machinery, equipment, systems and controls are navigating several challenges—some old and some new. The industry has always been cyclical, and new challenges have emerged with shifts in demand from mature to developing markets, sharpened global competition from low-cost producers and volatility in raw material prices.
Relying on acquisitions to enter new adjacent markets has become more complicated with competition over scarce assets coming from both rival firms and private equity buyers. For many companies, the far-reaching decisions they must make about their product portfolios, customer acquisition strategies and global manufacturing footprints come around once in a generation. We believe that it has never been more important to develop a clear understanding of the company’s full portfolio, including how to draw on core products and capabilities. In an industry often confronting low-cost producers, it has become critical to bring a CEO mindset to managing the company’s integrated cost structure—aligning strategy, organization, systems and processes, and culture to optimize manufacturing assets, reduce complexity, manage purchasing and supply chains, and design efficient SG&A support models.