The interim manager was called in by the new CEO of a medium-sized company in the automotive supply industry to lead a project to introduce supply chain management (SCM). The interim manager was tasked with analyzing the existing processes in workshops and using his SCM expertise to derive and implement optimization measures for the supply chain.
Supply chain management focused on capacity planning and forecasting for the first time
At the beginning of the assignment, the interim manager formed a project team of up to 10 members from all areas of logistics and materials management. After an in-depth analysis, he presented his proposals to the management. These aimed, for example, to put supply chain management on the basis of capacity planning and forecasting for the first time and to realign sales in this way.
Master data management and ERP system adapted to requirements
In the implementation phase, the interim manager first installed a master data management system. He also brought the ERP system provider on board in order to better and more orderly incorporate customer requirements into the planning tool. In a second project, the interim manager examined the production processes in parallel and began introducing production orders. However, this sub-project was then put on the back burner for cost reasons.
In order to make supply chain management sustainable, the interim manager and his team reorganized processes in incoming orders, production planning, production control and procurement. He also reorganized the Customer Service department. He appointed young employees to new roles of responsibility and involved them in the reorganization.
SCM team developed together with new head - successful ISO16949 certification
Together with the HR department, the interim manager also searched for a new head of supply chain management. After a successful search, the interim manager accompanied the SCM manager for another 4 months. Together they reorganized the team and structures. The new processes and methods include, for example, daily planning meetings at which the KPIs relevant to SCM are discussed and the respective tasks for the day are outlined on Kanban boards. As the process progressed, such meetings were introduced into the teams in order to communicate specifications transparently throughout the entire company and to document how the set goals are to be achieved.
All processes were documented accordingly for the upcoming ISO16949 certification and the interim manager accompanied the audit through to successful certification.
