When the supply chain becomes critical
Prior to the selection and specification of a supplier, there are many instruments to put the future partner through its paces. Self-disclosure, supplier audit, experiences from previous projects…But these are always based on a fact: the data only take into account the current status of the possible delivery capability. Market- or country-specific developments, surprises and coincidences that occur in every project are not considered. However, due to the “non-evaluability” these are often hidden.
Especially in volatile procurement markets, such as the upcoming Brexit, this can lead to crises in the product development process. With task force teams, escalation programs and much more we try to get these situations under control again.
But what if all internal measures do not work?
The relocation of the entire project or a partial relocation of individual volumes is then usually the last possibility to successfully master the start of series production. If such a decision is made, it must always “go fast”. As a rule, relocation is the last resort and the associated risks are not fully foreseeable. Often too much time has been wasted by the aforementioned measures in order to organise a regulated restructuring of the flow of goods. In addition, such a decision requires a great deal of sensitivity in order not to jeopardize the start of production.
Which skills require a fast and successful relocation?
In addition to the conventional approach (project management, audit, run&rate, etc..), the technological expertise on relevant production processes and the corresponding tool expertise is a decisive success factor for short-term relocations. Diplomatic skills in communication with the teams involved and all hierarchical levels are just as important as clear decision-making competence. In this special project situation, the “Systemic Projectmanagers” of the Schnitzer Group bring extensive methodical and technological experience to the table. Supplemented by the campus mentality and the lived, global swarm philosophy, the teams very quickly become a driver of change. Time pressure must not jeopardise the quality of the restructuring (relocation). Especially the different abilities of the team members guarantee a transparent and comprehensible relocation at any time. An overall project manager of the Schnitzer Group steers his colleagues in the project on the respective priority topics. In doing so, he draws on the entire experience knowledge of the group and obtains the necessary support. Regardless of whether it is a trainer for workshops, quality manager for sampling topics, tool expertise, production planning or logistics requirements. Special sampling templates provide all partners with an overview of the current status of product releases in the new process chain. Run&Rate and proof of series production capability are just as much a part of the Schnitzer Group’s portfolio as support for the entire ramp-up and beyond. Depending on how long the customer wishes the support of the Schnitzer Group.
So what’s the difference?
If speed is required, it requires absolute trustworthy cooperation, high technical expertise, agile teams and consistent decisions. The key to success, however, is always a goal-oriented, diplomatic communication with all stakeholders, team members and companies involved in order to successfully implement a relocation.