Struggling to coordinate suppliers and your team in automotive manufacturing?

Não apenas a sincronização, mas o desenvolvimento e gestão da cadeia de fornecedores são fatores cruciais para uma otimização da cadeia produtiva. Ter fornecedores confiáveis é a base para o sucesso.

I agree with establishing clear communication channels with suppliers; however in order to enable this, the requirements and information flow within the automotive company would need to be unified and streamlined to make the process work well

To streamline this process effectively, important to consider implementing robust communication channels, setting clear expectations, and utilizing project management tools to track progress and ensure alignment. Additionally, establishing strong partnerships with reliable suppliers and fostering a collaborative culture within your team can greatly enhance coordination efforts. By prioritizing transparency, efficient workflows, and proactive problem-solving, you can overcome these challenges and achieve smoother operations in automotive manufacturing.

You need to ensure zero communication gap and develop a regular follow up system so that you can get your desired material at right time. You can use MSL (minimum stock level) tracking sheet to monitor inventory.

Si vous avez du mal à coordonner les fournisseurs et votre équipe, Voici quelques autres éléments importants à prendre en compte : 1. Planification de la production : Mettre en place une planification efficace de la production en fonction des délais des fournisseurs et des capacités de l'équipe pour éviter les goulets d'étranglement. 2. Gestion des risques : Identifier et gérer les risques potentiels liés à la coordination des fournisseurs et de l'équipe pour anticiper les problèmes et mettre en place des mesures correctives. 3. Formation et développement des compétences : Assurer que votre équipe dispose des compétences nécessaires pour collaborer efficacement avec les fournisseurs et résoudre les problèmes de coordination.

Team dynamics makes or breaks the whole value chain. It should be crystal clear communication with an unidirectional goal. Should have coordination to come up with irregularities of n demands

A comunicação é o maior problema em todas as áreas e também nas interfaces. Para termos uma gestão eficaz é importante uma relação de confiança e transparência. Utilizar ferramentas como o Planner e reuniões rápidas diárias de alinhamento facilitam muito a solução de problemas do dia a dia. Única forma de estarmos alinhados é com uma comunicação de qualidade e frequente.

Aprende a delegar e confia na tua equipa! Faz uma gestao continua e mantém reunioes periodicas com todos os membros de equipa para saber os avanços e recuos que possam haver nas suas tarefas diárias. Observa ( nem sempre facil!) E analisa. Alguns membros virão ter conosco quando necessitam, outros talvez nao, e é a esses que devemos dar especial atenção. Timidez, receio, situação complicada a nivel pessoal que te faz estar ausente quando estas presente. Lembrar que temos todos uma vida fora do nosso local de trabalho. Empatia é necessária para que haja uma equipa. Dar ordens todos sabemos fazer nao é? Escuta activa.

Actually I agree with this, it helps to produce better term results, which will add value to the whole organization's performance.

Regarding team dynamics in working with suppliers, we notice that at least two large teams from different and separated entities, namely our companies (principals) and the vendors. Sometimes, we may have another party in between, for example consultants, third party logistics companies, and so on. Since each large group consist of different working culture and behaviour, it is so crucial for each leader of each group to have initial alignment and expectation settings. When having the discussion, three crucial topics are Person in Charge, KPI's (Key Performance Indicators) and preferred ways of communication. Since we work with individuals accross different organizations, communication will affect the progress of automotive manufacturing.

Process integration is key...devil is in details..specification is one thing but how it gets read and executed is another. What makes overall process efficient is communication and exception tracking. While real time integration is ideal , but it maynot be always possible. Important is ability to track process integration by testing failure modes. Some Japanese companies analyse near misses to ensure process integration and reliability is assured

Process integration via ERP is definitely improving the efficiency and the effectiveness in manufacturing process, especially from requisition to payment. As a procurement professional, I notice that most ERPs, such as SAP and Oracle can have interfaced with different softwares. If needed, we can also work with IT professionals to develop customized softwares that can be integrated with the main ERP within our companies. In addition, having this integrated ERP system may increase the process visibility that can be accessed by different stakeholders.

Es imprescindible contar con procedimientos en los cuales se planifique, implemente y controlen los flujos de materiales. Así como la correcta coordinación y distribución de materiales y productos al interior y exterior de la empresa, y se debe contar también con planes d e contingencia, los cuales deben reflejar los cambios que sean necesarios realizar en caso de detectar errores en procedimientos y de este modo solucionar posibles retrasos en el cumplimiento de pedidos.

Só é possível a integração dos processos e equipes se o planejamento estratégico foi realizado de forma correta e clara. O início deve possuir mais inteligência aplicada para que o meio seja efetivo. Obviamente ajustes serão realizados, porém não será realizado o retrabalho de todo o processo.

Quality assurance definitely is one of crucial elements in automotive manufacturing. As a quality leader, it is always an excellent idea to provide expected quality control guidelines or check lists to the suppliers. This check lists will be the minimum expected quality standard that covers the inspection process from raw material/ spare parts until finished products. In addition, we and the suppliers can collaboratively develop and review their Standard Operating Procedure (SOP) regarding quality inspection during material receiving, material handling and storing, in-process quality inspection, and finished product quality inspection. Besides SOPs, we also need to ensure the capability of the quality inspectors on the ground.

Trabalhe em conjunto com seus fornecedores, eles são peças fundamentais no processo de redução de custo. Redução de custo não é redução de preço, é fazer diferente para alcançar o mesmo objetivo. É encontrar alternativas que ambos ganhem mais.

Tenha todas as informações claras para acompanhamento, sejam de parceiros fornecedores ou processos internos. Quando todos podem ver as informações, todos podem ver resultados, sejam eles positivos ou de melhorias. Resultado exposto render-se ao bom funcionamento das equipes.

When working with the suppliers, our management team usually consider cost savings as one of important and portunistic area. In my humble opinion, a win-win mindset is always a great idea when we would like to explore cost saving opportunity with our vendors. Instead of directly asking for their profit margin reduction, we can ask them to conduct more research on alternative materials which are cheaper without compromising to the quality. Furthermore, the suppliers can map, review, and improve the efficiency of their existing manufacturing procedures. In addition, sourcing new raw material suppliers can be a source of cost savings. Therefore, let's collaborate with our suppliers to explore more cost saving opportunities.

It is critical to examine single source suppliers, and to do a cost/benefit analysis with respect to maintaining additional inventory from these suppliers. My company used Renesys in Japan for critical semiconductors. Renesys was heavily damaged during the November, 2011 tsunami. We had to scramble for months. Upon examining our inventory, these semiconductors, while expensive, constituted a small part of inventory, so we changed our policy for this product to maintain 6 months of anticipated use.

Deep Understanding of the supplier's struggles are crucial to work together to achieve optimal result. The suppliers are the extension of your team during operational and procurement process. So if they are facing process hurdles or difficulties on communications will drag down it's performance on quality and cost control, which ultimately will hurt or jeopardize your business bottom line in a bigger scale. Open communication at both end is key to identify and resolve any roadblocks together in a timely manner. Also be reasonable and human on managing the supplier relationship to show you actual care about them. Strive to be have win-win mentality, not just pushing the short term business end result.

Los problemas de calidad pueden surgir en cualquier punto de la cadena de suministro y pueden resultar muy costosos, especialmente si se descubren hasta que el producto ha llegado al cliente final. La optimizacion de la cadena de suministro ayuda a las empresas a controlar la calidad y minimizar los riesgos durante los procesos logísticos y vemos que las empresas ponen más énfasis en lograr una cadena de suministro flexible, precisa y ágil a medida que los clientes continúan demandando altos estándares de calidad en los procesos y productos, por lo tanto, los proveedores deben adaptarse a métodos más amplios y complejos para cumplir con estos requerimientos.