“What drives us is the desire to pass on a healthy and sustainable company to the next generation”, says Saskia. “We have a rich history in precision work and we want to continue innovating. That means making choices, sometimes difficult ones. But always with our eyes on the long term.” Nijdra was founded shortly after the war by grandfather Nije: a small workshop with a few lathes that grew into a respected name in the high-tech manufacturing industry. The company is now led by the third generation. “A company is more than just numbers”, says Dennis. “It is about people, trust and long-term relationships. Yes, we want to grow and make a profit, but above all to keep investing in our team, our technology and a healthy future. Our goal: an innovative and sustainable family business that we can pass on with pride.” Customers and employees notice those family values every day. Jeroen: “We are large enough for complex projects, but small enough to remain personal and agile. We cherish that unique position, even as we continue to grow towards 2030”.

Artificial intelligence as a new colleague

One of the biggest changes in the coming years is the breakthrough of artificial intelligence (AI). While many companies are still struggling with practical applications, Nijdra is opting for a pragmatic approach. “AI should not be a toy, but a tool that makes our work better”, says Jeroen. “We see it as a new colleague who takes over repetitive tasks, allowing our people to focus on what they are really good at: precision work and problem solving.”

Specifically, Nijdra sees opportunities in three areas:

1. Work preparation: drawing up complex calculations and bills of materials more quickly and with fewer errors;
2. Planning: automatically scheduling orders based on capacity and delivery times;
3. Quality control: detecting deviations more quickly through data analysis rather than purely manual checks.

By the end of 2025, the company will have successfully completed its first visible AI project to full satisfaction. In addition, two employees have been trained as ‘AI champions’, acting as driving forces within the organisation. “The great thing is that AI can also help in customer contact”, Saskia notes. “For example, by issuing quotations more quickly or by sharing logistical information in real time. That reduces frustration for customers and for ourselves.” Dennis nevertheless warns against overestimating its impact: “AI is not a miracle cure. Ultimately, it is still about skilled professionals making the right choices. Technology is a tool, not a replacement for common sense”.

New markets as a growth engine

Nijdra’s strength has traditionally lain in the diversity of its customers. From medical technology and defence to machine building, the company supplies precision components and systems for a wide range of sectors. This spread makes it less vulnerable to fluctuations in any single market. “That breadth is our safety belt”, says Dennis. “When several sectors partially came to a standstill during the coronavirus pandemic, we were able to fall back on other customers in the biomedical market. That helped us weather the storm.” In the coming years, the focus will be on the semiconductor industry. Demand for high quality components in this sector is growing explosively, driven in part by AI, digitalisation and the energy transition. “Semiconductors are pre-eminently a market with very high requirements for precision and reliability”, says Jeroen. “That aligns seamlessly with our core competencies. We do not need to reinvent the wheel, but we do need to scale up our processes and enter into new partnerships. By 2027, this market will grow organically and in balance with our other segments into a significant contribution.” Saskia adds: “We are growing in a controlled way, while preserving our identity. Quality, sustainable relationships and who we are at our core will always come first. In this way, this expansion becomes a strengthening of what already makes us strong, rather than a leap into the unknown”.

From intuition to data: KPIs that truly come to life

An important area for improvement that the management team has set for itself is the reformulation of KPIs, or objectives. Until now, departments have focused primarily on their own goals, which increased the risk of silos forming within the organisation. “That has to change”, says Saskia. “We want not only to define our company objectives, but also to make them measurable. New, live KPIs in our ERP system provide insight into whether we are on track. They ensure that all departments are working in the same direction.” Recording and monitoring KPIs should also contribute to a culture of transparency and shared responsibility. “It is not about holding people accountable, but about helping all of us, the company, to perform better”, emphasises Dennis.

Customers as partners

At Nijdra, we aim for a true partnership with our customers, not a traditional supplier relationship. Ideally, that collaboration begins at the drawing board. “The earlier we get involved, the better we can apply our knowledge to help the customer make their product smarter, more cost-effective or more sustainable”, says Dennis. “That prevents surprises later and benefits everyone: shorter lead times, lower costs and a stronger end result.” A good partnership works both ways. Mutual trust, clear agreements and a healthy financial foundation are naturally part of it. Saskia adds: “We invest heavily in our people and machines to respond quickly for our customers. That includes meeting our obligations together in a timely manner, so that we can continue to grow smoothly, together”.

Jeroen adds: “We are loyal and aim for long-term relationships, but a partnership must continue to add value for both parties. If we notice that a collaboration is structurally unbalanced with no prospect of improvement, we sometimes choose to make room for new, promising partnerships. We do this respectfully and always in good consultation. This way, we keep our customer portfolio healthy and can continue doing what we do best: creating beautiful, high-quality products together that we can be proud of for years to come”.

At the same time, the management team knows that customer satisfaction is key to success. Dissatisfied customers due to late deliveries or slow quotations are a real risk. That is why Nijdra is investing in a new ERP system that speeds up and digitalises processes. “We want to move towards a paperless office and a quotation turnaround time of no more than two weeks”, says Dennis. “It is ambitious, but necessary to deliver on our promise.”