- Case Studies
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 of current procurement and interface processes as well as formulation of the optimization potential
classification of materials purchased depending on re-procurement times and planning strategies
Expansion of the existing supplier classification to include adherence to schedules and quantities
Development of a procurement strategy taking into consideration the supplier’s qualification status
Target concept for processes in strategic and operative procurement as well as inventory control
Testing of the strategies on pilot suppliers
Road map for the roll-out of project results by the STOLL Procurement Department
Formulation of recommendations for action to optimize sales planning
Head of Procurement, H. Stoll AG & Co. KG
”Procurement markets in mechanical engineering have changed a great deal in recent years. Linked to the high and still-increasing cost pressure in the textile sector, the challenges for a cost- and goal-oriented procurement strategy are greater than ever before. Thanks to the joint project with valantic, we obtained good insight into and valuable recommendations for action for our further strategic orientation in procurement.“
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.