Project
Duration: 8 months
Role in the project: Project Manager / Interim Manager, Operations & Materials Management
Geographic scope: Germany
Company
Industry: Laser systems / High-tech manufacturing
Revenue: EUR 120 million
Number of employees: 500
Description
An international laser system manufacturer was facing significant operational challenges in materials management, supply chain, logistics, and production supply. Material availability was not sufficiently stable, operational processes were heavily characterized by short-term firefighting, and there was a lack of end-to-end coordination between purchasing, SCM, logistics, production planning, and manufacturing.
The goal of the project was to stabilize operational performance, with a direct impact on production supply, delivery capability, and customer requirements. The focus was not only on materials management, but on the overall operational impact: material flow, production stability, delivery performance, transparency, clear priorities, and sustainable implementation.
By establishing transparent management frameworks, relevant operational KPIs, and clear escalation procedures, the organization was able to meet the needs of both internal and external customers in a more consistent and reliable manner.
Measures
- Analysis of existing operations, supply chain management, and materials management processes
- Establishing a transparent system for managing bottlenecks and priorities
- Improving material availability for production
- Ensuring production supply with a focus on delivery capability and customer requirements
- Optimizing the interfaces between purchasing, SCM, logistics, production planning, and manufacturing
- Development and implementation of relevant operational KPIs to monitor material availability, bottlenecks, progress on corrective actions, and delivery performance
- Establishing regular monitoring routines based on these KPIs
- Organizing daily coordination among the relevant operational functions
- Stabilizing critical supply chains and improving internal material flows
- Supporting and motivating managers and teams in the implementation of operational improvement measures
- Aligning the relevant functions with shared goals: production supply, delivery capability, customer impact, and operational stability
- Regular reporting to the Director of Operations
Team
Leadership and coordination of cross-functional teams from Operations, Materials Management, Purchasing, SCM, Logistics, Production Planning, and Production.
The focus was on breaking down operational silos, clarifying responsibilities, and aligning teams around common goals: material availability, production supply, delivery capability, and reliable fulfillment of customer requirements.
Reporting
Regular reporting to the Director of Operations.
The reporting focused on material availability, production supply, operational bottlenecks, progress on corrective actions, escalations, risks, delivery performance, and the impact of the implemented operational KPIs on earnings.
Success
- Greater transparency regarding material availability, bottlenecks, and operational priorities
- Stabilizing the supply of production
- Improving operational delivery capabilities for internal and external customers
- Improved collaboration between purchasing, SCM, logistics, production planning, and manufacturing
- Implementation of clear management and escalation procedures
- Implementation of relevant operational KPIs to manage material availability, bottlenecks, and delivery performance
- Reducing operational firefighting through structured action management
- Strengthening the operations organization through clear lines of responsibility, a team-oriented approach, and regular management updates
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