{"id":4866,"date":"2023-08-08T08:45:17","date_gmt":"2023-08-08T06:45:17","guid":{"rendered":"https:\/\/kbc-dev.flow4.one\/praxisbeispiele\/lieferantenstabiliserung-bei-engpaessen-in-der-lieferkette\/"},"modified":"2024-12-10T17:25:31","modified_gmt":"2024-12-10T16:25:31","slug":"stabilising-suppliers-in-the-case-of-bottlenecks-in-the-supply-chain","status":"publish","type":"f4_portfolio","link":"https:\/\/kbc-consultants.com\/en\/project-examples\/stabilising-suppliers-in-the-case-of-bottlenecks-in-the-supply-chain\/","title":{"rendered":"Stabilising suppliers in the case of bottlenecks in the supply chain"},"content":{"rendered":"\n<p class=\"is-style-tagline\"><strong>Project Example<\/strong><\/p>\n\n\n\n<h1 class=\"wp-block-heading is-style-h1\">Stabilising suppliers in the case of bottlenecks in the supply chain<\/h1>\n\n\n\n<figure class=\"wp-block-image size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"682\" src=\"https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/iStock-1095827258-1-1024x682.jpg\" alt=\"\" class=\"wp-image-2954\" srcset=\"https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/iStock-1095827258-1-1024x682.jpg 1024w, https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/iStock-1095827258-1-300x200.jpg 300w, https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/iStock-1095827258-1-252x168.jpg 252w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading is-style-h3\"><strong><strong>Background<\/strong><\/strong><\/h2>\n\n\n\n<p>The active management of larger supplier networks is becoming increasingly important and complex against the backdrop of sincreasing product quality requirements, more closely coordinated supply chains and a very dynamic economicn environments. This applies in particular to the automotive industry. The reliability of a supplier cannot be taken for granted in the first few years after its nomination. A holistic qualification before awarding and continuous audits after awarding counteract potential negative changes at the supplier and enable early detection of risks to one&#8217;s own supply chain. According to KBC&#8217;s experience, good supplier management is characterized not only by the rapid identification of weak points, but also by the active management of crisis situations that have already arisen.<\/p>\n\n\n\n<p>Accordingly, short-term measures to stabilize suppliers are increasingly becoming the focus of many OEMs. The targeted deployment of interdisciplinary intervention teams (task force) can contain the effects of bottlenecks in the supply chain in the short term and eliminate weaknesses in the long term. Holistic transparency about supplier performance and stringent action management are essential.<\/p>\n\n\n\n<h2 class=\"wp-block-heading is-style-h3\"><strong><strong>Specific assignment<\/strong><\/strong><\/h2>\n\n\n\n<p>Restoring delivery capability and reducing the delivery backlog of a 1st tier supplier in the UK.<\/p>\n\n\n\n<h2 class=\"wp-block-heading is-style-h3\"><strong><strong>KBC approach<\/strong><\/strong><\/h2>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Carrying out a root cause analysis to identify and prioritize the measures<\/li>\n\n\n\n<li>Introduction of key figures for the daily recording of the delivery performance of the 1st tier supplier<\/li>\n\n\n\n<li>Implementation of data-based sub-process analyses for quality assurance and reduction of reject rates<\/li>\n\n\n\n<li>Establishment of communication between OEM and suppliers and standardization of reporting up to the Management Board<\/li>\n\n\n\n<li>Daily Sdes task force-teams, prioritization and planning of parts deliveries and the solution of quality problems in the production chain<\/li>\n<\/ul>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Realisation of potential<\/strong><\/h2>\n\n\n\n<p>The OEM&#8217;s short and medium-term supply was successfully secured. Stringent reporting made performance transparent for the OEM at at Management Board level. Thanks to the regular exchange between the OEM, supplier and thetask force team, risks were identified as early as possible and escalation requirements were highlighted in good time. Targeted action tracking ensured a reduction in the reject rate of over 20% for central sub-processes. Supplier reliability as measured by OTIF (on-time in-full) was raised from below 10% to over 90%. A delivery backlog of ~ 3000 parts could be sustainably reduced through the close cooperation of suppliers and Taskforce-Team. In addition, several days&#8217; worth of stock was built up in view of Brexit, which was imminent at the time.<\/p>\n\n\n\n<div  class=\" f4-block-team-single-teaser-kbc alignfull is-layout-constrained type-large alignfull alignleft has-background has-tertiary-background-color\"   >\n\n    <div class=\"team-single__wrapper\">\n        <div class=\"block-media\">\n            <div class=\"team_member  align--left\"><div class=\"team_member__image\"><div class=\"f4_img--adaptive team-single-image\" ><div class=\"f4_img-container f4_img--mobile square\" ><img width=\"700\" height=\"700\" src=\"https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-700x700.png\" class=\"attachment-square size-square\" alt=\"Weibliche Person, braune mittellange Haare, braune Augen, l\u00e4chelnd, tr\u00e4gt eine wei\u00dfe Bluse und schwarze Hose, stehend mit beiden H\u00e4nden in den Hosentaschen\" decoding=\"async\" loading=\"lazy\" srcset=\"https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-700x700.png 700w, https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-150x150.png 150w, https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-300x300.png 300w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/div><div class=\"f4_img-container f4_img--desktop square\" ><img width=\"700\" height=\"700\" src=\"https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-700x700.png\" class=\"attachment-square size-square\" alt=\"Weibliche Person, braune mittellange Haare, braune Augen, l\u00e4chelnd, tr\u00e4gt eine wei\u00dfe Bluse und schwarze Hose, stehend mit beiden H\u00e4nden in den Hosentaschen\" decoding=\"async\" loading=\"lazy\" srcset=\"https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-700x700.png 700w, https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-150x150.png 150w, https:\/\/kbc-consultants.com\/wp-content\/uploads\/2023\/08\/Larissa_Fahrmeier-300x300.png 300w\" sizes=\"auto, (max-width: 700px) 100vw, 700px\" \/><\/div><\/div><\/div><div class=\"team_member__copy\"><div class=\"team_member__title\">Larissa Fahrmeier<\/div><div class=\"team_member__jobtitle\">Director<\/div><ul class=\"team_contact_links\"><li class=\"wp-block-button has-icon icon--email-default\"><a class=\"wp-block-button__link\" title=\"l.fahrmeier@kbc-consultants.com\" href=\"mailto:l.fahrmeier@kbc-consultants.com\" target=\"_blank\" rel=\"noreferrer\" itemprop=\"sameAs\"><\/a><\/li><li class=\"wp-block-button has-icon icon--phone-default\"><a class=\"wp-block-button__link\" title=\"+49 151 148 472 03\" href=\"tel:+4915114847203\" target=\"_blank\" rel=\"noreferrer\" itemprop=\"sameAs\"><\/a><\/li><\/ul><\/div><\/div>        <\/div>\n\n\n\n        <div class=\"block-inner\">\n            <div class=\"content-wrapper\">\n\n                <div class=\"acf-innerblocks-container\">\n\n<p>In summary, with the help of KBC\u2019s wide range of experiences in areas such as project\/task force management, process optimisation, and quality management, the risk of failure of a key supplier was minimised substantially.<\/p>\n\n<\/div>            <\/div>\n        <\/div>\n    <\/div>\n\n<\/div>\n\n\n","protected":false},"excerpt":{"rendered":"<p>Background<\/p>\n<p>The active management of larger supplier networks is becoming increasingly important and complex against the backdrop of sincreasing product quality requirements, more closely coordinated supply chains and a very dynamic economicn environments. This applies in particular to the automotive industry. The reliability of a supplier cannot be taken for granted in the first few years after its nomination. A holistic qualification before awarding and continuous audits after awarding counteract potential negative changes at the supplier and enable early detection of risks to one&#8217;s own supply chain. According to KBC&#8217;s experience, good supplier management is characterized not only by the rapid identification of weak points, but also by the active management of crisis situations that have already arisen.<\/p>\n<p>Accordingly, short-term measures to stabilize suppliers are increasingly becoming the focus of many OEMs. The targeted deployment of interdisciplinary intervention teams (task force) can contain the effects of bottlenecks in the supply chain in the short term and eliminate weaknesses in the long term. Holistic transparency about supplier performance and stringent action management are essential.<\/p>\n<p>Specific assignment<\/p>\n<p>Restoring delivery capability and reducing the delivery backlog of a 1st tier supplier in the UK.<\/p>\n<p>KBC approach<\/p>\n<p>Carrying out a root cause analysis to identify and prioritize the measures<\/p>\n<p>Introduction of key figures for the daily recording of the delivery performance of the 1st tier supplier<\/p>\n<p>Implementation of data-based sub-process analyses for quality assurance and reduction of reject rates<\/p>\n<p>Establishment of communication between OEM and suppliers and standardization of reporting up to the Management Board<\/p>\n<p>Daily Sdes task force-teams, prioritization and planning of parts deliveries and the solution of quality problems in the production chain<\/p>\n<p>Realisation of potential<\/p>\n<p>The OEM&#8217;s short and medium-term supply was successfully secured. Stringent reporting made performance transparent for the OEM at at Management Board level. Thanks to the regular exchange between the OEM, supplier and thetask force team, risks were identified as early as possible and escalation requirements were highlighted in good time. Targeted action tracking ensured a reduction in the reject rate of over 20% for central sub-processes. Supplier reliability as measured by OTIF (on-time in-full) was raised from below 10% to over 90%. A delivery backlog of ~ 3000 parts could be sustainably reduced through the close cooperation of suppliers and Taskforce-Team. In addition, several days&#8217; worth of stock was built up in view of Brexit, which was imminent at the time.<\/p>\n<p>In summary, with the help of KBC\u2019s wide range of experiences in areas such as project\/task force management, process optimisation, and quality management, the risk of failure of a key supplier was minimised substantially.<\/p>\n<p>Praxisbeispiele<\/p>\n<p>Content Related Teaser Praxisbeispiele<\/p>\n<p>INSIGHTS<\/p>\n<p>&nbsp;<\/p>\n<p>Lorem ipsum dolor sit amet, consetetur sadipscing elitr, sed diam nonumy eirmod tempor invidunt ut labore et dolore magna aliquyam erat, sed diam voluptua. Lorem ipsum dolor sit amet, consetetur sadipscing elitr, sed diam nonumy eirmod tempor invidunt ut labore.<\/p>\n<p>Insights<\/p>\n<p>Werkshalle sticht Stilles K\u00e4mmerlein<\/p>\n","protected":false},"featured_media":2955,"template":"","f4_portfolio_taxonomy":[54],"class_list":["post-4866","f4_portfolio","type-f4_portfolio","status-publish","has-post-thumbnail","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Stabilising suppliers in the case of bottlenecks in the supply chain - KBC<\/title>\n<meta name=\"description\" content=\"Due to the regular exchange between OEM, supplier and task force, risks were identified as early as possible and escalation needs were pointed out in time.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/kbc-consultants.com\/en\/project-examples\/stabilising-suppliers-in-the-case-of-bottlenecks-in-the-supply-chain\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Stabilising suppliers in the case of bottlenecks in the supply chain - 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