{"id":1338,"date":"2021-04-04T02:28:58","date_gmt":"2021-04-04T00:28:58","guid":{"rendered":"https:\/\/properim.com\/?p=1338"},"modified":"2021-04-04T02:30:29","modified_gmt":"2021-04-04T00:30:29","slug":"just-in-time-oder-wie-sicher-ist-ihre-versorgung","status":"publish","type":"post","link":"https:\/\/properim.com\/en\/just-in-time-oder-wie-sicher-ist-ihre-versorgung","title":{"rendered":"Just-in-Time or: How safe is your supply?"},"content":{"rendered":"

Is your ability to deliver ensured? Do you have sufficient production and maintenance material as well as machine capacity available?<\/span><\/strong><\/h2>\n

<\/h4>\n

Background:<\/span><\/h4>\n

A blockade of the Suez Canal was reported on March 24th. A 400-meter ship with 18,000 containers had blocked the canal totally until March 29. The resulting traffic jam of 350 ships was released not before April 3rd. Countless supply chains that are in danger of breaking.<\/p>\n

Also due to the global pandemic, there are supply shortages in various raw, semi-finished and finished products. This leads to production stoppages at various levels of the value chain.<\/p>\n

 <\/p>\n

Analysis:<\/span><\/h4>\n

In both examples, unforeseen situations occurred: neither the disruption of the Suez Canal, which lasted several days, nor the Covid-related personnel and material-related disruptions in the plants were planned.<\/p>\n

At first glance, this has a serious impact on your own company. If we look at the entire supply chain, it looks a bit more complex:<\/p>\n

Supplier A<\/strong> does not receive any components for product P1 from its sub-supplier. In the short term, alternative components must be checked for usability and availability. At the same time, the purchasing department asks various other suppliers for the original and the alternative components on the market. Because many buyers do this, an unrealistic total demand appears. A bullwhip effect is created. Production orders are rescheduled and workforce planning has to be redone.<\/p>\n

 <\/p>\n

Customer B<\/strong> is informed of the delivery difficulties by supplier A. B puts pressure on A to adhere to the delivery quantities. At the same time, customer B wants to use the upcoming production shutdown for preponed maintenance of the machines and systems. Since the information comes from the maintenance department that the required spare parts are currently stuck on the Suez Canal, customer B goes into short-time work and initially cancels all delivery calls from supplier A. Thus, A can neither deliver nor bill the manufacturable products. In addition to the production and planning problem, there is now a financial one.
\n<\/span><\/p>\n

Too crazy? Maybe, maybe not.<\/span><\/strong><\/p>\n

Target picture:<\/span><\/h4>\n

Compliance with the agreed planning security. Defined fluctuations in demand are absorbed. Continuous flow of information along the supply chain based on primary demand.<\/p>\n

Ensuring the production supply: required material in the required quantity and quality at the time of consumption in the right place. A 100% supply extends to the entire supply chain from the raw material to the final consumer.<\/p>\n

Protection against defined risks.<\/p>\n

 <\/p>\n

Alternatives:<\/span><\/strong><\/h3>\n

Flexibility<\/span><\/h4>\n