SUPPLIER MANAGEMENT
ACTIVITIES
Since no scheduling system was in place, we proceeded to implement a visual tagging system to help identify orders that needed to be expedited. Several daily walks around the office and shop were made to ensure that tagged orders were actually being worked on.
Key personnel was met every morning to ensure daily movements of critical parts and daily conference calls with customers were held to discuss critical parts. This assisted the supplier in prioritizing purchase orders as well as getting commitment dates from customers. The monitoring of new and revised customer purchase order ensured proper and timely action. Establishing setbacks helped create basic schedules for the following major milestones: place material orders, material receipt, manufacturing completion and shipping. Through the use of basic schedules, KPI were implemented to assist in identifying opportunities and monitor progress. Procedures were provided and put in place to setup a finished parts stockroom which helped maintain a high level of inventory accuracy.
SCOPE OF WORK
The supplier’s lead times were too long resulting in a high number of late shipments. This in turn prevented them from having time to plan ahead. There were major discrepancies between the supplier’s list of late shipments and that of their clients. The fact that there was no scheduling method in place or daily work lists prevented them from planning timely activities to ensure on-time delivery. No systems were used for production management – from customer purchase order to delivery. There was only a partial supplier management system. No measurement tools were used to help the supplier in measuring and managing business performances. Furthermore, no purchasing management system was in place. As such, having this type of system would have enabled the supplier to know what material or parts were in stock. The lack of available data also prevented them from identifying capacity problems which in turn caused delivery issues.
Communication with customers with regards to information on purchase orders and late parts was either non-pertinent or non-existent. This led the supplier in being reactive instead of proactive. Its location and status system was not up-to-date. This inaccuracy prevented employees from finding orders. Furthermore, the review of new or revised customer purchase orders was not done whereas some customer purchase order requirements had either no material purchase orders and/or parts work orders.
RESULTS
GPSi created their own personal systems and tools which enabled the creation of a unique visual tagging system, requirement file, orders master file (scheduling) and KPI’s. Our agent earned the respect of the people responsible of activities required to get the product manufactured & shipped. We coordinated activities so as to improve processes that brought about schedule recovery.
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