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Late Suppliers! Other Tactics: Source Inspections, Expedite, Insider, Future Business, Dual Sourcing, Customer Influence, Contractual (PART 5 of 5)
Practical Techniques for Handling Late Purchase Order Deliveries. The final post in this series will cover other tactics that Buyers (whether NPI or Production) could use for late purchase order deliveries or schedules. I consider some of these as last resorts because they can or will incur unplanned cost to the program or your company. Continue reading
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Late Suppliers! Tactics specific to New Product (NPI) and R&D Programs (Part 4 of 5)
Practical Techniques for Handling Late Purchase Order Deliveries. “Shoot the hostage”. The tactics in today’s post remind of that line from the movie, “Speed”. If the supplier’s nonconforming parts or moved out dates cannot be fixed satisfactorily and the order is critical to your project schedule, then consider changes on your end to solve the Continue reading
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Late Suppliers! Supplier Monitoring & Visits (domestic & international), Part 3 of 5
Practical Techniques for Handling Late Purchase Order Deliveries Unless a revised due date is very close after the Recovery Plan phase, there is a danger of an “out of sight, out of mind” situation happening. After all, we Buyers and our Contacts are always juggling multiple tasks. It’s easy to forget what happened the previous Continue reading
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Late Suppliers! A Recovery Plan (Remedy, Corrective Action, Schedule, Expedite, Champions), Part 2 of 5
Practical Techniques for Handling Late Purchase Order Deliveries In Part 1, I gave a checklist for handling orders that are discovered to be already late or that will be late based on their current status. The obvious first step is to get detailed status from the supplier. The next question to ask is: What is Continue reading
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Late Suppliers! Get Detailed Status and Causes, Part 1 of 5
Practical Techniques for Handling Late Purchase Order Deliveries. For Buyers or Purchasing Agents, late part deliveries are an excellent way to become a negative center of attention. These posts will mostly focus on 100% supplier fault situations (not the ones that originated on your company’s end). Unfortunately, the first perception is usually that you failed Continue reading
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Supply Chain Steps to Manage Procurement in NPI Programs Already in Progress – PART 6 of 6
Practical Techniques for Holistically Taking Over Existing New Product Programs. Part 6: Combine BOM Trackers of All Programs for Optimal Benefits (step 8). This is a continuation of my blog posts on this subject and is the final one in the series. Please proceed to Part 1 to read the full article from the start. Continue reading
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Supply Chain Steps to Manage Procurement in NPI Programs Already in Progress – PART 5 of 6
Practical Techniques for Holistically Taking Over Existing New Product Programs. Part 5: Identify “Hot” BOM Items, Prioritize, and Execute (steps 6 & 7). This is a continuation of my blog posts on this subject. Please proceed to Part 1 to read the full article from the start. Step 6 – Identify “Hot” BOM Items and Continue reading
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Supply Chain Steps to Manage Procurement in NPI Programs Already in Progress – PART 4 of 6
Practical Techniques for Holistically Taking Over Existing New Product Programs. Part 4: Convert Manual BOM into a Daily Shortage & Status Tracker. This is a continuation of my blog posts on this subject. Please proceed to Part 1 to read the full article from the start. Also, this particular step won’t make sense if you Continue reading
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Supply Chain Steps to Manage Procurement in NPI Programs Already in Progress – PART 3 of 6
Practical Techniques for Holistically Taking Over Existing New Product Programs. Part 3: Create indented BOM manually for an early material tracker (step 4). This is a continuation of my blog posts on this subject. Please proceed to Part 1 to read the full article from the start. Step 4 – Create an indented BOM manually. Continue reading
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Supply Chain Steps to Manage Procurement in NPI Programs Already in Progress – PART 2 of 6
Practical Techniques for Holistically Taking Over Existing New Product Programs. Part 2: Debrief all Program Requirements and Current Status (step 3). This is a continuation of my blog posts on this subject. Please proceed to Part 1 to read the full article from the start. Step 3- Debrief all Program Requirements & Current Status. Timing: Continue reading
About Me
I’ve worked in the manufacturing procurement and planning field for over 20 years. My experience covers nearly all aspects of Supply Chain Management (SCM) in various industries but mainly in aerospace and defense. While I did support production and distribution for many years, I specialize in a niche category: procurement for New Product Introduction (NPI) and Research & Development (R&D) programs. I didn’t know it as a kid, but this became my “what I want to be when I grow up” job about 13 years ago. I find it to be enjoyable and challenging work.
The goal here is to shorten the learning curve of new Buyers or Planners supporting NPI and R&D programs. I hope that Production Buyers or Supply Chain Managers can find value as well. By the way, this blog mainly refers to the Buyer or Buyer/Planner role. However, the information will also be helpful to similar roles such as Materials Program Manager, NPI Procurement Specialist, and the like.
Recent Posts
- Late Suppliers! Other Tactics: Source Inspections, Expedite, Insider, Future Business, Dual Sourcing, Customer Influence, Contractual (PART 5 of 5)
- Late Suppliers! Tactics specific to New Product (NPI) and R&D Programs (Part 4 of 5)
- Late Suppliers! Supplier Monitoring & Visits (domestic & international), Part 3 of 5
- Late Suppliers! A Recovery Plan (Remedy, Corrective Action, Schedule, Expedite, Champions), Part 2 of 5
- Late Suppliers! Get Detailed Status and Causes, Part 1 of 5
NPI Supply Chain Craft 