Having had recently won a contract to supply parts to a new vehicle our client needed to realign programme resources and improve supplier relationship management to create a repeatable approach to seamlessly integrating new products into the core business. In-house attempts to achieve this had been unsuccessful.
What we did:
We began by talking to production staff and understanding their challenges and concerns, which identified issues with communication between the main operating centres and the network of Tier2 suppliers. We reviewed each stakeholder’s project plans We established effective programme governance and review schedules and encouraged changes to practices and behaviours, which led to immediate improvements in the management of tier 2 suppliers. We also realigned programme resources and business processes to enable lead times and project milestones to be clearly identified and managed.
A comprehensive set of standardised management reports now provided clarity of performance, which had been a key area of contention and dispute prior to our involvement. The status of project risks and issues, both corporately and to the customer was also being captured, reported and reviewed to agree corrective actions and improvements. The approach, and an ongoing commitment to it, was incorporated into our clients overall strategic plan.
“Relationship management throughout the entire Supply Chain came naturally to Steve – longer established members of the team were able to learn directly from Steve’s example, and this learning is still adding value”