The company was becoming successful in motor sport and demand for their products both internally, sometimes 3 cars to an event rather that the usual 2, and externally from privately owned cars was increasing.

The parts store was almost an open door with less than 50% accuracy.

The computer system was basically an accounting machine with the "Purchase Package" bolted on and did not have any MRP type functionality.

A separate Consultancy was reviewing this and advised that the Company needed immediate help at the Buying / Chasing function to cover while this situation was being resolved.

I was contacted to bring whatever expertise I had to alleviate the problem.

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Arrival 1

I was in a small office with three other buyers and the door to the office was constantly opening and "customers" from any one of seven line departments were coming in demanding to know where their parts were.

The pressure to raise and chase orders was considerable.

In some cases department heads were ordering their own products.

I took off the pressure that was requested of me.

I was with the Company for four weeks when my position was to be replaced with that of a new Purchase Manager.

Arrival 2

The new Purchase Manager resigned after two days and I was requested to return.

The following is a shortened version of what transpired over the nine months that I was consulting with the Company to correct the problems and establish a viable ongoing Purchase and Supply system.

New positions that gave me considerable help and support

• M1 Stores Controller
• M3 Purchase Manager
• M7 My replacement

M1

• Supported Buyers and stabilised ordering and incoming parts situation.
• Analysed requisitions and found many duplications i.e. more than one dept. required the same part.
• Started discussions with Stores Controller.

M2 & 3

• Established how the sub-assy areas functioned and their ordering pattern.
• Agreed that Engine and Harness build would continue to order their parts.
• Started to gain information on parts usage and actual stores stock.
• Stores "closed" to none stores personnel.
• Corrected stocks and computer to take consideration of donor sub contracted parts.
• First efforts at bulk ordering to reduce requisitions and start to issue parts from stores .
• Stress levels and order raising / chasing reduced.
• Parts stores accuracy up to 95%.

M4, 5 & 6

The supply situation was being stabilised but was still not under purchase control.

Ongoing costs and budgets could not be confirmed.

• Visited all Dept. heads to ask them for their forecast of requirements.
• Requested that they allow all contacts with suppliers to be through the Buying Office
• This took a great deal of personal effort and persuasion, as the buying function was not regarded highly by the line Dept's
• Promised to supply all their ongoing parts on time and give an urgent response to any one off requirements i.e. engineering
change for trial or rally cars.
• Line forecasts received.
• Divided purchasing into commodities with Buyer/Chaser roles.
• Created demand forecasting.
• Negotiated Supplier part cost / MBQ's for forward ordering and budgeting.

M7, 8 & 9

• Demand forecasting working including advanced parts from Asia although this is still a manual operation.
• Line / Purchasing relationship greatly improved.
• Customers satisfied.
• Preparation for MRP and new computer screen layouts.
• Trained / supported my replacement for hand over.

Job done