The task:
The Corona pandemic triggered bottlenecks in the supply of materials and the task was to secure supply chains as quickly as possible through industrial buyers in order to cope with this material shortage.
The challenge:
Material supply vs. price increase - growing demand and hoarding purchases led to price increases and supply bottlenecks. The challenge was the change from a (comfortable) buyer's market to a (hard) seller's market. Suppliers set prices and decide where to deliver depending on customer loyalty or highest supply.
The approach:
We formed a task force, an interdisciplinary team with members from each department who have extensive decision-making authority, to come up with ideas on material supply. We came up with creative solutions regarding cooperation with partners from the trade and supplier companies, checked the actual state of the stocks and documented it. Afterwards, it was a matter of holding talks with all suppliers and buyers with tact and negotiating skills.
The tools:
- Team building measures
- ERP system
The result:
The company moved away from micromanagement to an agile team and professionalised the work with the help of agile methods.
The task:
Take functional leadership responsibility for 30 employees worldwide at OEM and standardise global processes with a focus on prototype parts sourcing.
The challenge:
The clash of different cultures "at one table", all of which had to be attuned to the common goal. The goal: The simplification of processes, the avoidance/reduction of hectic, parts at the optimal time in the prototype shop, bundling.
The approach:
There was an intensive exchange with colleagues in technical management responsibility in all countries.
The tools:
- Online meeting tools
- Tracking of work results through an action plan
- Agile project management tools
The result:
By unifying processes and acting as a collaborative purchasing force in the market, the best possible conditions and price savings in the millions were achieved.
Task:
In material supply crisis situations or to bridge unforeseeable vacancies (e.g. delivery dates/timely provision of materials to an OEM), it may be necessary to call in an interim manager to help secure supplies to the automotive supplier in a crisis situation. We often take on these tasks.
The challenge:
When a production line comes to a standstill, there is high pressure in the company, which threatens considerable losses. The professional handling of conflict potential in crisis situations is just as required as a quick grasp and fast action of the interim manager as well as communication and cooperation skills and technical know-how.
The approach:
The first step is to get an overview of the products and the supplier portfolio in order to subsequently coordinate the purchasing topics with internal departments (logistics, quality management, process planning, etc.). Project reporting to the management team ensures that they are up to date.
The tools:
- Sophisticated action plan
- Team discussion
- Stress management strategies
The result:
In the best case scenario, an interim manager saves the company from millions of euros in damage and ensures that each department can continue to do its job.
The task:
Set up a (prototype) production from material receipt to finished product with a test line including electronics (inner door panel and bumper) for an automotive manufacturer in a packaging hall.
The procedure:
The scheduling of material for production line in close cooperation with Operation, Quality and Logistics. Testing and troubleshooting in order to provide information for the production that was being built in the USA in the meantime. Keeping track of the production process by monitoring/tracking the individual steps. Taking leadership responsibility for schedulers and warehouse staff.
The result:
A successful set-up of the real production facility abroad was achieved, taking into account the lessons learned."
The task:
To advance the buyers for hardware and software with agile control and to enable the developers to act quickly. In addition, the management of large projects is to be optimised.
The challenge:
Key purchasing parameters can change quickly in the VUCA world (e.g. licences, software prices, shortage of graphics chips).
The approach:
The focus is on digitalisation - working in project teams of, for example, buyers and developers, this is perfectly implemented.
The tools:
- Agile methods
The result:
The buyers have mastered agile methods and can work in agile project teams on the topic of hardware and software procurement. Purchasing is digitalised in such a way that important processes can be either automated or partially automated, and the buyers are proficient with the available software and know the necessary interfaces.
The task:
To advance the buyers for hardware and software with agile control and to enable the developers to act quickly. In addition, the management of large projects is to be optimised.
The challenge:
Key purchasing parameters can change quickly in the VUCA world (e.g. licences, software prices, shortage of graphics chips).
The approach:
The focus is on digitalisation - working in project teams of, for example, buyers and developers, this is perfectly implemented.
The tools:
- Agile methods
The result:
The buyers have mastered agile methods and can work in agile project teams on the topic of hardware and software procurement. Purchasing is digitalised in such a way that important processes can be either automated or partially automated, and the buyers are proficient with the available software and know the necessary interfaces.
The task:
To advance the buyers for hardware and software with agile control and to enable the developers to act quickly. In addition, the management of large projects is to be optimised.
The challenge:
Key purchasing parameters can change quickly in the VUCA world (e.g. licences, software prices, shortage of graphics chips).
The approach:
The focus is on digitalisation - working in project teams of, for example, buyers and developers, this is perfectly implemented.
The tools:
- Agile methods
The result:
The buyers have mastered agile methods and can work in agile project teams on the topic of hardware and software procurement. Purchasing is digitalised in such a way that important processes can be either automated or partially automated, and the buyers are proficient with the available software and know the necessary interfaces.