The aircraft supplier RUAG Aerostructures switched its ordering process to AirSupply. Simultaneously, the company extended it to include digital processes for forecasting and goods receipt. This allows RUAG Aerostructures to submit orders faster in bulk processing and to collaborate more efficiently with its suppliers on delivery dates and quantities. Read more
Many companies operate historically grown multi-backend system landscapes. Mergers and acquisitions, international expansions, new sites and plants, different update cycles, etc. have multiplied the number of ERP systems within the organization over time. This in itself is not a problem. However, if you wish to use a central procurement system for all your plants and locations at the same time, things become tricky. Today’s Supplier Relationship Management (SRM) systems often support only a single ERP as a backend system. So, what to do?
The construction of an aircraft is preceded by a highly complex, sophisticated procurement process. Almost every aircraft at Airbus is unique – and consists of around one million individual parts. Managing this is a challenge in itself. It becomes even more complex when, as at Airbus, almost a dozen locations in Europe and Canada coordinate operational purchasing.
In order to act more efficiently, Airbus has developed a four-pillar model in which AirSupply from SupplyOn plays a key role. For the impressive results of this digital transformation, Airbus was selected as one of three finalists of the German Logistics Award 2019. Read more
Digital transformation or not: Working together is often difficult even when system-supported processes are in place. This occurs not just on a large scale, e.g. in the collaboration between companies and their suppliers. It also happens on a small scale, e.g. between different departments. Here companies face challenges such as media discontinuity, a lack of transparency, and processes that are interdependent. Read more
On March 14 and 15, 2017, the eighth e-solution conference sponsored by the German Association for Supply Chain Management, Procurement and Logistics (BME) was held in Düsseldorf. This event is one of the largest gatherings for e-procurement and e-sourcing in the German-speaking world. Read more
The trend is shifting towards fully integrated purchasing solutions. It doesn’t matter whether you are dealing with direct or indirect materials; all product groups should be procured through a standardized process to ensure that companies can operate as efficiently as possible.
How effective is a sourcing tool that, while it basically covers all conceivable purchasing processes, is so complicated that not all buyers use it, since it requires too much training or because even trained buyers soon forget how to operate it?
The company-wide adoption of a sourcing tool is the only effective way to standardize purchasing processes, adhere to purchasing compliance guidelines and improve the overall efficiency of a purchasing organization. Therefore, SupplyOn’s motto is: as simple as possible, as complex as needed.
This principle is clearly demonstrated by a global plant construction company which has found a tool that covers precisely the required functions in the SupplyOn solution and is reaping the rewards as it is rolled out globally. Read more
Thorsten Fülling, Director of Consulting at SupplyOn AG, gave Privatbahn Magazin #05/2015 an interview on the subject of “Collaboration between suppliers and production companies in the railway industry“.
Mr Fülling, what are the greatest challenges in the supply chain at present between suppliers and production companies in the railway industry?
The biggest challenge for the railway industry stems from the effects of globalization in the procurement markets. The fact that this industry has no generally applicable standards with respect to supply chain processes results in highly complex and variable processes, particularly when purchasing from a global market. Furthermore, the rail industry too has seen the depth of production become considerably smaller in recent years, while the increased division of labour has led to a higher level of interaction and collaboration in the respective processes. Moreover, the railway industry has been forced to raise its productivity due to persistent cost pressure, in order to remain competitive in a future global environment. Read more
Especially in the procurement of spare parts, there are often shortages in the supply chain. The main reason is that ordering and delivery processes are usually manual – i.e., once orders are placed by fax or e-mail, they disappear in a black box until delivery. During that time, you can’t tell whether the supplier has received the order or not, whether they are in a position to deliver on time, when the goods will be shipped, or when they are likely to arrive. Read more
In spite of the continuing spread of the Internet and the associated improvements to companies’ electronic networks, business processes are still largely based on the exchange of unstructured data by e-mail or even fax.