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2 INTEGRATED PRODUCTION AND OPERATIONAL EQUIPMENT SUPPLY Manual ordering procedures coordination of a large number of suppliers countless goods deliveries as well as goods receipt postings incalculable financial audits and the nearly impossible challenge of responding to demand peaks are still on the agenda of many industrial companies And there are still complex and long paths for your staff that cost a lot of time and above all money Is that really still relevant? Let us tell you Certainly not IS YOUR FACTORY REALLY LEAN? Do you recognise yourself here? What characteristics typify your production today? C-Parts – without doubt not the most important components of a plant or machine These parts only account for 5% of the entire purchasing volume in production Yet they constitute 75% of the procurement costs Quite a lot isn t it? Especially when you consider that your company s objective is to have a lean fully automated production system Purchasing volume C-Parts Procurement costs C-Parts Your internal process analysis for C-Parts today Do you spread your supply of production and operational equipment across a wide range of suppliers? And make over 50% of your orders for C-Parts by means of individual manual processes? This means that the largest proportion of effort in your company is expended on ordering C-Parts which takes up a large part of your resources As a result disproportionately high administrative costs incurre through the procurement of C-Parts i e disproportionately high process costs in relation to the purchase value