Aleksandar Glavinic, Finance Manager at Mei Ta Europe – Controlling as a tool for making the right decisions

Controlling is one of the pillars of efficient cost management in manufacturing companies. The controlling function is also applied at Mei Ta Europe in order to optimize processes and manage production costs more efficiently.

Aleksandar Glavinic, Finance Manager at Mei Ta Europe, reveals how controlling is performed in this company.

How important is controlling for business, especially in times of high raw material prices and market instability during the automotive industry crisis?

– Controlling at Mei Ta Europe is not just cost monitoring, but strategic support to management. We focus on three pillars - cost transparency, planning and process efficiency.

Production has two main phases - foundry and machining - and controlling monitors both through a system of standard costs per product and process. This way, we accurately identify deviations, bottlenecks and losses, and react quickly with corrective measures.

In planning, we develop models for predicting raw material and energy prices, and we monitor efficiency through KPIs and benchmarking. In this way, controlling becomes a compass for making proactive decisions.

As a finance manager in a company that operates globally, how do you deal with the complexity of import and export flows?

– Mei Ta Europe is a company that simultaneously imports raw materials and markets products throughout the world market, and we face the challenges of global flows every day.

The turbulence of the automotive industry market further complicates management, since the sector is under strong pressure from the energy transition, new regulations and changing consumer habits.

Are you looking for new business models in this case?

– We have established a business model that assumes that the price of raw materials is closely linked to the selling price of the product through contractual formulas.

In this way, we amortize potentially negative effects and ensure relative stability of margins. In addition, we use hedging instruments, as well as natural hedges through the adjustment of foreign exchange inflows and outflows.

With this approach, we can manage a complex supply and distribution chain, while at the same time ensuring the company’s financial stability and resilience to the challenges brought by today’s turbulent automotive industry environment.

Modern investors and society are increasingly looking at the broader contribution of the company - not only through profit, but also through sustainability and social responsibility. How do you approach the process of making investment decisions at Mei Ta Europe, taking into account the impact on the environment and the contribution to local communities? How does the finance function support such a holistic approach?

– I must emphasize that, in the company, we are aware of global trends and changing consumer awareness not only in the automotive industry but also beyond, and that we always try to view our investment decisions through three dimensions - profitability, sustainability and social impact. The finance sector is developing models that measure the benefits for society, not only for the company.

What do you put special emphasis on?

– We place special emphasis on the circular economy - recycling and reuse of materials, which reduces waste and conserves resources. At the same time, we develop green energy projects, which brings both environmental and financial benefits.

In this way, Mei Ta Europe (MTE) together with the finance team, does not only look at the numbers, but at the bigger picture of the future of the company and the environment.

How does MTE as a company balance between traditional operations in the fossil fuel sector and the need for transformation towards green technologies?

– Our focus at MTE is on gradual diversification. We are aware that the global automotive industry is undergoing a transition towards sustainable mobility.

Our approach is twofold: we optimize existing processes to reduce energy consumption and emissions, and in parallel we invest in new segments such as electric bicycles. This diversification allows for stable income from traditional operations, while we invest in green projects, ensuring long-term competitiveness and sustainability.

How do you see the future of the automotive industry and the role of MTE in this transformation?

– The industry is moving towards electrification, sustainable materials and smart mobility. However, the growth trend of electric vehicles is currently slowing down, and internal combustion engines will continue to have a significant share for a long time.

Therefore, both segments will develop in parallel. Mei Ta Europe’s strategy is to make existing processes sustainable while investing in projects for electric and hybrid vehicles, as well as micromobility. In this way, we ensure a balance between the stability of the current business and preparation for the future.

MEI TA Europe Obrenovac

Mei Ta Europe

Aleksandar Glavinić

controlling

automotive industry

import of raw materials