From frustration to innovation: the ERP file

One of the concrete bottlenecks at Nijdra is the administrative burden. The current ERP system no longer meets the needs, particularly in the work preparation department. The system is slow, complex and leads to inefficiency. “Skilled professionals spend too much time on administration instead of their actual work”, says Jeroen. “That is frustrating and slows us down. We want a system that supports us rather than hinders us.” That is why Nijdra is opting for a so-called greenfield implementation: a completely new ERP system, set up without the baggage of old working methods. The goal: a future-proof system that simplifies processes and shortens lead times. “It is an investment, but one that is crucial for our agility”, says Saskia.

Investments in the backbone: machines and production

The machine parks form the backbone of Nijdra’s organisation. This is where the precision components for the mechatronic systems that have made the company renowned worldwide are produced. To continue excelling, Nijdra invests consistently in the modernisation and expansion of these facilities. Recently, an investment of approximately 2.5 million euros was made in the latest technologies to fully seize growth opportunities and strengthen production capacity. “Nijdra Group is doing well. Moreover, we still see plenty of growth opportunities”, the company summarises its motivation on its website. This continued focus on machine investments ensures higher efficiency, accuracy and flexibility, allowing Nijdra to continue fulfilling complex assignments without losing the personal touch.

Sustainability: from silver to a greener future

Sustainability is woven into the core of Nijdra’s strategy, not as a trend, but as a natural consequence of responsible business. Since 2017, the company has been assessed annually by EcoVadis, the international platform for sustainability performance. The recent renewal of this EcoVadis medal once again highlights our ongoing commitment to the environment, ethics, working conditions and sustainable procurement. In addition, Nijdra places a strong emphasis on refurbishment and the reuse of materials and components. “By refurbishing worn components instead of replacing them, we reduce waste, save raw materials and lower our ecological footprint. We aim not only to make products that last, but also processes that spare the planet”, says Saskia. This approach aligns perfectly with the long-term vision: a company that thrives not only economically, but also ecologically, and can be passed on to the next generation with pride.

People make the difference

Technology and processes are important, but without people there is no company. Over the next ten years, a third of the staff, which is around thirty employees, will retire. This means that knowledge and experience risk being lost. “That is perhaps our greatest challenge”, acknowledges Jeroen. “We have employees who have been here for forty years. Their knowledge is invaluable. If we do not pass it on, we lose something essential.” That is why Nijdra works closely with schools and technical training programmes. Students have the opportunity to do internships and grow within the company through work-study programmes. Saskia: “We need to show young people that technology is exciting and relevant. Here, you make products that have impact: from medical equipment to components for the energy transition. We need to communicate that story more strongly, including through social media”. Training does not stop with new recruits. Existing employees are also encouraged to continue developing. “Technology changes so fast that standing still is not an option”, says Dennis. “We do not see training as a cost, but as an investment in the future. Everyone needs to be part of the innovation, otherwise you lose support.”

Balance between tradition and innovation

What stands out in the conversation with the three management members is the constant balance between tradition and innovation. The family business wants to innovate and grow, but without losing its own identity. “We have learned that you do not have to follow every trend”, says Saskia. “We consciously choose where to lead and where to provide stability. Our customers appreciate that reliability.” Jeroen adds: “It is not about becoming bigger, but about being smarter and more agile. We want to be ready for the future without losing ourselves in complexity”.

2030: ambition and realism hand in hand

Nijdra aims to achieve natural revenue growth, further develop the semiconductor market, successfully integrate AI, use KPIs systematically, roll out a new ERP system, train young skilled professionals and further embed sustainability. At the same time, the culture of reliability and partnership remains untouchable.

“We have no need for castles in the air”, says Saskia. “Our strength is realism. We do what we promise and only promise what we can deliver.” The management team is aware of the challenges: a tight labour market, rising costs, payment risks and increasingly demanding customers. But rather than denying these obstacles, the company openly acknowledges them and looks for concrete solutions. “The most important thing is that we stay the course”, says Dennis. “We do not let ourselves be swayed by hype or short-term thinking. Continuity comes above all else.”