Ihr Produktionsplan wird durch Verzögerungen bei Lieferanten gestört. Wie werden Sie diese Herausforderung effektiv meistern?

We need to establish a collaborative and preventive supplier base to regularly assess and forecast such shortage situation to limit , if at all this happens open communication with all stakeholders to share situation and readjust expectation and on other side cowork with supplier to overcome their reason for such shortage, long term perspective introduce a new supplier to balance dependency and get supply chain efficiency

First, I'd get material in to meet the customer needs in any way possible. Next, I'd work to identify why the shortage was not known sooner. Lastly, I would put a plan in place for alternative solutions (review stocking levels, alternate sources, alternate materials) to ensure this did not happen again.

First, evaluate the impact of the supplier delay on production and communicate clearly with stakeholders and customers about any potential effects. Consider expediting materials from the supplier or sourcing from alternatives, while adjusting the production schedule to maintain operations. Implement contingency plans and focus on long-term improvements to mitigate future risks. Additionally, review the S&OP and demand/supply planning processes for ongoing improvement to prevent similar incidents in the future.

Here is what I practise, Communicate Transparently: Inform stakeholders and work with suppliers to understand delays. Evaluate Inventory: Assess buffer stock, prioritize orders, and adjust schedules. Diversify Suppliers: Engage alternate and local suppliers to reduce dependency. Implement Flexible Plans: Use JIT principles and reallocate resources to maintain productivity. Leverage Technology: Use SCM software for real-time monitoring and alerts. Negotiate with Suppliers: Expedite shipments and re-negotiate terms. Enhance Relationships: Foster partnerships and conduct audits. Review Contracts: Include delay clauses and SLAs. Risk Management: Develop contingency plans and monitor external factors.

Esta situação é crítica, principalmente se gerar uma parada de linha com impacto no cliente final.Como ação de contenção é importante avaliar a possibilidade de mudar a programação junto ao fornecedor, redefinindo as prioridades, mas se isso não for suficiente, será necessário mudar a programação e renegociar os prazos com o cliente final. Sempre que possível devemos ter um acordo de fornecimento junto a fornecedores estratégicos, ou até mesmo ter duas fontes.Estoques de segurança também devem ser considerados, apesar de não ser a melhor opção financeira.

This is the thing I’ve always found helpful in my whole career, explore alternatives. But first we need to master the product and process we’re working on. Alternative materials, alternative mode of transport, alternative production planning, and alternative process. If you’re working in manufacturing industry, you may look into DFMA principles (process, design, material, environment, and testing) which will give you more ideas how to explore alternatives.