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Bild einer Frau mit einem Tablet in einer Halle mit Strickmaschinen, valantic Case Study Stoll Strickmaschinen

Optimization of procurement processes at the knitting machine manufacturer STOLL

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.

The results at a glance

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

About Stoll

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.

Project goal

  • Actual analysis of procurement processes
  • Revelation of short-term optimizations in operative daily business
  • Formulation of a target concept for strategic and operative procurement
  • Classification of purchased materials
  • Formulation of procurement strategies
  • Strong integration of stakeholders from procurement
  • Joint testing of the concept formulated in a pilot

Challenges in the project

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.

Your Contact

Picture of Fabian Stocker, Partner und Vice President Integrated Business Planning (SAP IBP) at valantic

Fabian Stocker

Vice President Sales & Operations Planning
valantic Supply Chain Excellence