Expertise

Hands-on, no-nonsense approach to Purchasing and Supply Chain Management

Clear and straightforward ideas and processes to move successfully from “A to B” based upon a mixture of integrated sourcing and operational recommendations.

Extensive knowledge of various cost reduction methodologies

The process of developing the best “total cost of ownership” solution tailored for a given product and/or service, considering the ease or constraint for implementation. A careful selection is made out of a dozen different cost reduction possibilities after the analysis phase (reverse auction, value analysis/value engineering, out-sourcing, purchasing pool, etc.)

Proven concept via practical examples and exercises

Easy understandable examples based upon “proven experience” are highlighted  in order to investigate potential extrapolation(s) to the current situation. The ideal combination of technical methodology, communication, challenge and ongoing focus on results is essential.

Change-management due to re-engineering into centralized purchasing structures

Elements to considers when moving towards a centralized purchasing structure are highlighted based upon own real life experiences (set-up of Global Sourcing and Integrated Supply Chain Management organizations). Securing the right balance between the new and old structure during transition, supported by a clear communication is fundamental for success. Change management of purchasing procedures and practices and also change management of personnel migrating from local into centralized organization structure.

Extensive product and services knowledge

Examples (however not limited to)

Direct materials

• Raw materials (plastics, rubbers, fibers, steel)
• Various plastic, rubber and metal components
• Surface treatments
• Fabrics and textiles
• Finished products
• Precious metals
• High value engineered raw materials and components

• Electronic components

Indirect materials

• Lease Cars
• Travel
• Office supplies and equipment
• Marketing Services
• Packaging materials and value added services
• Waste Management
• IT and telecommunication
• Utilities and facilities services management
• Third party services

Cross-functionality securing overall process efficiencies

The process of development and implementation of cross-functional improvements in addition to focusing on each individual area (Operations, Human Resources, Sales, Purchasing, Finance, Marketing). In-depth knowledge of the interaction between the various functional areas is essential.

Strong cultural awareness

The knowledge of specific “country characteristics” in terms of communication, culture, company-structure and work interaction is extremely important in order to guarantee “best practice” results. Strong consideration is to be given to a specific in-country style of business meetings and organizations (example: differences between Germany, Poland and Spain). Read more on www.cu-factor.com, our company website on cultural awareness.

Knowledge of continuous project and batch production environments

A clear understanding of different operational processes existing in all types of industry. How to engineer the best overall supply chain solution depends strongly upon the business environment.

Language knowledge (English, Dutch, French, German, Spanish, Italian)

The capability to understand and speak these languages enables a “closer approach” making “life easier” for both parties. The combination of language knowledge with cultural awareness is a very powerful tool in business.

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