Operating management of supplies

Overseas suppliers often suffer the lack of a operating structure which could completely support the supply. Sometime a little structure is available but usually able to support only the “sale” phase of the supply, but not all other technical, quality, assistance and communication issues which are part of an affective supply.

Trading companies show their limits as soon as the supply process move or try to move from standardized and simple supplies.

The approach and migration towards more specialized and profitable market segments need (as first think) the support of an organization able to reduce the customer perceived risk.

The local partner should be able to interact directly and rapidly with customers on:

• Product development and validation
  
• Management of claims, scraps and non-conformities
  
• Management of safety stocks
  
• Management of logistic: supply adaptation in quantity and packaging (i.e. re-pack using returnable or special packaging)
  
• Support and management of local technical/production activities: i.e. supply inspection, small modifications,repairs and reworks.
  
• Product and process technical paperwork
  
• Local production of models, samples/pre-series, supporting product design and development phase

Technical support to sales activities

Moving to higher added value product means also the need to provide the customer with a constant technical support.

This process, which usually means also frequent meetings and visits, can be limited by distance, communication and cost issues.

A competent and adequate structure, can certainly facilitate the first introductory and information phase, by means of:

• Technical and commercial support
  
• Preliminary technical product definition: i.e. sampling, lay-out drawings, simulation and models
  
• Program management (including all paperwork) up to the product and process validation
  
• Organization and management of meetings, presentations, tests, and verification on products and processes

Training and H.R. integration

Knowing why, how and where, but also getting direct and personal relationship with the customer organization key members, reduces significantly the risks due to mistakes and misunderstandings.

A company which “knows” its counterpart and develop a direct and personal link, can easier obtain help from customers in case of supply issues.

Misunderstandings are often cause of big issues and often happen only because of different cultural approach to business: a company which knows the customers can easily get help in solving supply issues

Also on this matter we can effectively support our customers supporting activities on:

• Cultural orientation
• Technical and commercial relationship
• Organization and tutorial activity, supporting meetings contacts customer visits
• Employee training session inside companies (stages)