How To Shorten The Delivery Period Of Gear Reducers,Gearboxes?

The tracking and improvement of the delivery date of the reducer supplier should start with the establishment of delivery improvement indicators and the understanding of the cause of the problem, and gradually compare the actual performance with the planned target to find ways to improve the delivery date. Purchasing personnel should always uphold the attitude of “prevention” is better than “treatment”, and can proactively ask the reducer supplier for warnings before the problem occurs, and follow the following steps to track and improve, in order to achieve the effect of preventing gradual failure.

How to ensure that the reducer supplier delivers on time

1. Establish an indicator of delivery improvement with the reducer supplier and make it understand the basis of calculation to avoid the phenomenon of saying different things.
2. Count the types of delivery problems and understand the reasons for their occurrence, as well as the ratio of late delivery to early delivery, and control key projects in accordance with the 80/20 principle.
3. Regularly announce the delivery performance to the reducer supplier, review the statistical records of delivery accuracy, and compare with the delivery plan target.
4. Formulate action plans and countermeasures to improve delivery accuracy with the reducer supplier.
5. Continuous follow-up assessment and review of the reducer supplier until the delivery time is improved.
6. Maintain a partnership, coexistence and common prosperity with the reducer supplier.
7. Regarding the reducer supplier as an extension of the factory outside.
Set a reasonable procurement and delivery time acceptable to both buyers and sellers.
8.Use “BlanketOrder”
9. Encourage reducer suppliers to shorten the lead time and cycle time, and manage inventory more effectively.
10. Strengthen the communication between the procurement department and the company’s internal production, marketing and other related departments.
11. Have a full understanding of each other’s needs and production capacity.
12. Encourage reducer suppliers to change from a “sales-oriented” approach to a “supporting customer demand-oriented” concept.
13. Encourage reducer suppliers to proactively carry out “continuous improvement” actions.
14. Improve and simplify the procurement process to make communication more efficient.
15. Share risks with the reducer supplier fairly and reasonably.
16. Prepare an alternative source of parts (Secondsource) in case of emergency.
17. For important materials, the shipment control of the reducer supplier should be strengthened, and the progress inspection should be made to set heavier default penalties for the manufacturers who repeat the delivery delay.
18. Appropriate rewards should also be given to manufacturers with accurate delivery dates.
19. With an open and sincere attitude, communicate with the reducer supplier on the indicators of delivery improvement, and jointly achieve the ultimate goal of rapid delivery, high trust, and price advantage.

Operational practice

Some examples of indicators for improved delivery
1. Delivery delay rate (%) = total number of delayed batches per month (week) ÷ total number of delivery batches per month (week) × 100
2. Major delivery delay rate (%) = the total number of major delays per month (week) ÷ the total number of delivery batches per month (week) × 100
3. Delayed number rate (%) = Total number of delayed items per month (week) ÷ Number of ordered items per month (week) × 100
4. Delay in the number of days rate (%) = the number of days from the order date to the actual delivery date ÷ the number of days from the order date to the order delivery date × 100

Operation guide for the key management points of procurement delivery time

1. There are some difficulties in the delivery time encountered in procurement, is it only you know that, have you let people in other departments understand your specific facts, specific difficulties? Have you told through some communication methods (such as email) Related departments or superiors? Let other departments know, or ask for help. In many cases, it is impossible to solve a problem by one person and one purchasing department alone. At this time, cross-departmental teamwork is needed to succeed. This is the teamwork spirit we often say!
2. The purchasing engineer lists the time required for the reducer supplier’s purchase of raw materials, production, transportation, and other operations as a “delivery follow-up form”, and requires the reducer supplier to fill in the return (or request the reducer supplier to Fill out the design form and fax it), especially for precision hardware, plastic parts, and packaging materials that involve molds and materials that need to be purchased. This is even more necessary. In order to follow up in time!
3. To be able to have a clear understanding of the production process of the various materials for which you are responsible, and be able to evaluate when the reducer supplier has reached which stage of production since the order was placed, and in which production link problems occurred in the past. , These must have a clear understanding in your mind. A few days before the delivery date, it is necessary to make a purposeful confirmation with the reducer supplier!
4. It is very important to communicate closely with the merchandiser of the other party (the reducer supplier), because the merchandiser of the reducer supplier knows the situation of the materials produced (ordered) best!
5. Necessary manufacturer counseling: In the case of quality or related abnormalities, the procurement should be able to find relevant personnel in time to assist the reducer supplier to solve it, such as quality personnel, technical personnel, etc. It is even necessary to arrange technical and quality personnel to guide the reducer supplier. If necessary, the reducer supplier can be considered for inspection to reduce the occurrence of material interruption due to unqualified inspection of incoming materials.
6. When the reducer supplier is unable to prepare the materials, please help the reducer supplier to contact the related company to see if they can help solve it;
7. If during a certain period of time, there are a lot of orders for the same reducer supplier, such as plastic materials, the reducer supplier has no way to meet your delivery requirements. At this time, you have to contact the company’s internal Relevant departments communicated that which materials have the most urgent delivery dates and should be done first; which materials have relatively less urgent delivery dates and can be done later. We must learn to actively communicate with sales and production departments, because: they are direct customers of purchasing! Remember this all the time!
8. Strengthen the inspection and urging work before delivery-remind the reducer supplier to deliver in time. For the materials that you are responsible for, you must regularly browse and check the “Arrival List” every day, and be clear about the materials that are going to arrive today. Purposely contact the reducer supplier for confirmation. Even confirm the goods arriving tomorrow, or confirm the materials one day in advance!
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sales@china-speed-reducer.com
https://www.china-speed-reducer.com