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Project Example

Project Management and start-up support for a supplier

We have many years of experience in the automotive and parts supply industries and assist supplier as a part of project management in setting the right priorities over the course of the project, identifying emerging problems and risks in a timely fashion, and maintaining communications with the end customer (OEM). In the following example case, this is how that worked:

The run-up to a new product on newly-constructed machines always presents an automotive supplier with a complex challenge. On the one hand, of course, it is important that the equipment itself be designed and constructed on time, put into operation, and the parts accepted by the customer; at the same time the production of parts needs to be ramped up in the agreed quantities and quality.


Our customer, a supplier to the automotive industry, was commissioned by an OEM to design and build equipment for the automotive industry. At the start of the project – due to internal restructuring – there were shifts in responsibilities as well as a significant increase in points of contact (supplier-internally and supplier – OEM). As a result the project encountered severe delays and the project landscape (responsibilities, contacts, status of individual departments, interdependencies, subcontractor management, etc.) became less and less transparent. The project was on the brink of failure when it became clear that the OEM would not be able to take on the parts.

Specific assignment

  • Creation of transparency on the current overarching status of the project
  • Identification of interdependencies between material milestones over the course of the project
  • Identification of the top risks and prioritisation of the next steps
  • Establishment of project management standards
  • Management of outstanding issues incl. subcontractor management

KBC approach

  • Establishment and standardisation of a daily management session incl. involvement of the top management from all companies involved (OEM, supplier, subcontractor if needed)
  • Ongoing focus on top topics and prioritisation when required
  • Immediate escalation of incipient problems and risks
  • Creation of a milestone plan and ongoing tracking on a daily basis
  • Introduction of project management standards to ensure comprehensive project management (ongoing recording of KPIs, daily reporting, definition and standardisation of responsibilities, introduction of “project rules”, etc.)
  • Centralisation, clustering, standardisation and checking on the progress of all outstanding issues in relation to achieving the project aims (defining problem, cause, measures, responsibilities, target deadlines)
  • Establishment of regular sessions to discuss outstanding issues, on-site inspections to carry out evaluations
Tobias Budde

Achieved Effect

By applying KBC management methods and tools, we supported our customer in keeping a cool head during complex projects, prioritising correctly, and consistently being able to plan and act correctly and in a forward-thinking manner.