Independent glass processors specializing in processing a range of toughened glass products, successfully established in 2002, and already operating with a highly efficient manufacturing operation.

The brief

Already successful, the management team recognized that to take the business to the next level it was necessary to develop a long term strategy starting from basics. Mission, Vision, Values. Operational efficiency and marketing strategy.

One key area which was identified early was to help improve strategic purchasing. The idea being to refocus and re-energise the buying activity and to move away from transactional activities towards a carefully planned, value added approach.

Scope to secure higher supplier service levels in respect to delivery and quality, was identified, along with the potential to reduce cost and lead times, and improve cash flow.

A key proposal was to redefine the purchasing management role, undertaken by the Materials Controller. The recommendation was to strip away non-value added activities and focus the role much more on strategic purchasing and supplier relationship management, creating better opportunities to develop partnerships and source new supply solutions. The need to devolve authority from senior management was addressed and personal development needs and solutions highlighted.

Formal analysis of spend – categorizing what comes from where and at what cost, quality and service level, was seen as a key step towards developing strategic supply base solutions and optimizing value.

Senior management time has been freed up as the materials controller is increasingly taking on a more strategic purchasing role. Better systems to ensure supplier reliability and better customer service have been put in place, which has improved security of the company’s supply network. Time has been devoted to researching and sourcing new supply opportunities and a new supplier has been able to boost quality by around 30%, while other new suppliers have delivered cost and customer service advantages. Through research, planning, partnership and negotiation the company is adding value via the supply chain.

This added value is now a key element of the improved offer that the company is able to make to existing and new clients as the implementation of the agreed strategy begins to deliver the anticipated results.

Copernicus – Guiding your business to success