A new leadership team at a large US transport manufacturer uncovered deep-rooted issues with the company’s supply chain. Problems included lack of planning, no insight into inventory value or location, and negative or unknown Key Performance Indicators for measures like on-time delivery and stock fill rates.
Multiple buildings and stockrooms were scattered across a large site, with each building involved in different elements of production. Each department was acting independently, sourcing its own inventory, with little regard of what was going on across the company.
MRO was out of control; inventory rotted in sealed containers across the facility; and there was a culture of reactiveness which led to production delays.
Enough was enough: the manufacturer appointed a contractor to address the issues, but they could not get a handle on the situation. After this failed attempt, the company enlisted the help of RS Integrated Supply.