The goal of the joint project at the machine builder from Reutlingen was, in addition to the analysis and refinement of procurement processes, to formulate a new concept for the optimal orientation of internal processes. In particular, the concern was the development of clearly-defined interfaces and responsibilities, standards for the selection of the optimal procurement strategy, and the qualification of suppliers.
Analysis
Analysis of current procurement and interface processes as well as formulation of the optimization potential
Classification
classification of materials purchased depending on re-procurement times and planning strategies
Adherence to Schedules and Quantities
Expansion of the existing supplier classification to include adherence to schedules and quantities
Procurement Strategy
Development of a procurement strategy taking into consideration the supplier’s qualification status
Target Concept
Target concept for processes in strategic and operative procurement as well as inventory control
Piloting
Testing of the strategies on pilot suppliers
Roll-out
Road map for the roll-out of project results by the STOLL Procurement Department
Recommendations
Formulation of recommendations for action to optimize sales planning
STOLL is a name that inspires and at the same time, stands for quality and flexibility in the world of knitting. For more than 145 years, this German machine manufacturer has been producing flat knitting machines in its Reutlingen location. Today, the company is an integrative link between high-performance technology in the development sector and the manufacturing of flat knitting machines on the one hand and an innovative partner and developer in the fashion & technology sector on the other.
The rough actual analysis produced not just optimization potential in the processes of strategic and operative procurement, but also in interface processes. In an agile approach, the scope of the more detailed analysis was expanded in consultation with STOLL project management to include additional areas of the planning process.
Insights from the analysis were transferred together with recommendations for action to the steering committee; individual topics were explored in more depth in a joint workshop.
