A global automotive supplier for interior components with more than 10,000 employees was dissatisfied with the performance of its project purchasing department. The coordination of purchasing for new projects was too slow. Delayed offers from Sales to OEM customers did not lead to the desired orders. Several OEM inquiries could not be processed.
In addition, an OEM customer had refused PPAP approval due to technical defects in purchased parts for several new projects currently in series production. As a result, invoices for series tools produced could not be issued.
The Project Purchasing department urgently needed more employees, but there were no suitable applicants. In addition, there was a lack of technical expertise to work with the development department to create request-ready documents from the OEM's raw data, provide technical advice to the sales department and work with the project management team to design realistic make-or-buy scenarios.
In this situation, the interim manager was hired as a consultant and trainer on a temporary basis, also to familiarize the permanent employees without purchasing experience with project purchasing in "training on the job" during day-to-day business.
Realistic make-or-buy scenarios developed and decided
The interim manager reviewed several technical inquiry documents, CAD data and drawings together with the development department and divided them into product groups suitable for inquiries. Together with the project management, he created realistic make-or-buy scenarios and, based on these, defined the purchased parts to be requested.
With the strategic purchasing department, he determined several suppliers for each product group. He acted as the point of contact for the project teams and the suppliers. The supplier offers were checked, evaluated and negotiated by the interim manager. Together with strategic purchasing and purchasing management, the interim manager brought about supplier decisions and implemented them.
Made a significant contribution to PPAP approval at suppliers
The interim manager visited suppliers whose parts had not received PPAP approval. In expert meetings, measures were developed to rectify defects from a technical and commercial perspective. The agreed measures to improve the quality of several purchased parts ultimately led to the desired PPAP approval.
Over the entire duration of the project, the interim manager trained and supported several employees in "learning by doing". He optimized the workflows in project purchasing and demonstrated the new processes to the new employees.
Performance in project purchasing improved - mandate repeatedly extended
As a result, the client achieved the desired performance improvement in project purchasing. The OEM customers now receive their offers promptly and technical advice is guaranteed at all times.
During the mandate, several orders were received and the interim manager continued to train and support the new employees on the purchasing side.
The project teams and purchasing management were very satisfied with the focused and successful working methods of the interim manager. The mandate, which was initially limited to 3 months and one product group, was extended twice to another product group each time and extended to a total of 9 months. The interim manager trained 4 employees over the entire duration of the project.
