After our recent publications, we started receiving questions. Different companies, different regions — but the same concerns.
How difficult is it really to relocate equipment? Who should be involved? How much does it cost — and when does it actually make sense?
Instead of answering these questions one by one, we asked Tadas Šalkauskas, CEO of Machinery Assist, to bring them together and respond from practical experience.
Experience: Not Moving Machines — Restarting Production
There is often a misconception that relocation is simply about moving equipment from one place to another. In reality, it is something entirely different.
Machinery Assist works with complete production systems — corrugators, FFGs, RDCs, paper machines, and even fully integrated plants. But the key idea is not transportation. It is about bringing production back to life.
A successful relocation is not measured by whether the machine was installed. It is measured by whether it runs — reliably, efficiently, and at the expected performance level.
The Best Moment to Modernize Is When the Machine Is Apart
One of the most common questions is whether modernization should be done during relocation. The answer is simple: this is the best moment to do it.
When the machine is dismantled, access is available to components that are otherwise difficult or expensive to reach. Skipping modernization at this stage often leads to higher costs later.
In terms of execution, the most effective projects combine different types of expertise. OEMs are typically involved in critical systems and advanced controls, while independent teams provide flexibility, speed, and cost efficiency. The best results come from combining both approaches.
Timelines: Defined by Readiness, Not by the Machine
Timelines are another area where expectations often do not match reality.
For a standard FFG relocation within Europe, a realistic timeframe is typically between six and ten weeks. A full corrugator line can take anywhere from three to six months.
However, the defining factor is not the machine itself. It is the readiness of the new site, the organization of logistics, and the coordination between all parties involved.
In most cases, delays are not caused by technical complexity, but by gaps in planning and preparation.
International Projects: A Different Level of Complexity
Relocating equipment across regions — for example, from Europe to North America — is becoming increasingly common. But such projects are no longer just about relocation.
They involve additional layers of complexity, including customs procedures, international transport, compliance with local standards, and coordination with local contractors.
Each of these elements introduces new variables, and the overall complexity increases significantly.
The Biggest Risk Is Not Technical
When companies invest in used equipment, they often focus on the condition of the machine. But the biggest risk is not technical. It is misjudgment.
A machine may appear to be a good deal, but without a full understanding of its actual condition, the cost of relocation, and the time required to restart production, the initial savings can quickly disappear.
This is where most companies lose money — not at the moment of purchase, but during the process that follows.
A Simple Principle for Smaller Companies
For smaller and family-owned companies, the decision to invest in used equipment can be especially critical.
The key principle is straightforward: Do not buy a machine. Buy the result.
Before making a decision, it is essential to conduct an independent audit, understand who will be responsible for installation, and calculate the full cost of the project — not just the purchase price.
Most importantly, expert involvement should happen before the deal is made, not after.
Cost: Only Part of the Equation
In general terms, relocating an FFG typically ranges from €100,000 to €400,000, while a full corrugator line can cost between €1 million and €3 million or more.
But these numbers tell only part of the story. In many cases, downtime costs exceed the cost of relocation itself.
This is why planning, coordination, and experience are not optional — they are critical.
More Than Equipment
Relocation is often perceived as a technical task. But in reality, it is a strategic decision.
It is not about cranes. It is not about steel.
It is about decisions that either restart a factory — or leave it standing still.
