Purchasing optimisation in the automotive industry: Winkelmann Group
Branch Automotive, energy and plant engineering, steel distribution
Revenue around EUR 500 million
Staff 3.000
Optimization measures, including:
- Market and supplier research, tenders, supplier days, negotiations
- Workshops with existing suppliers to identify joint savings potentials
- Supplier supplements, among other things, in the areas of: Cast parts, C-parts, personnel services
- Examples of material groups processed: Castings, contract manufacturing, investments, auditing, electricity, personnel services, vehicle fleet, purchasing structure optimisation: further development of the purchasing organisation including employee training
Interview with Besim Jakob, Authorised Officer and Head of Strategic Purchasing/Materials Management Purchasing/Materials Management at Winkelmann Group GmbH + Co. KG and Managing Director of Winkelmann Metal Solutions GmbH.
Were you sceptical or more open-minded at the start of the project?
Besim Jakob: I myself was not at all sceptical. I put together an extensive tender beforehand and then made a conscious decision in favour of Kloepfel Consulting. Firstly because of their wealth of experience, but also because of their dynamism. You could just feel their passion for procurement.
What were the main challenges at the beginning of the project?
Besim Jakob: At the beginning, it was important for the Kloepfel team to grow together with ours. Our team in particular had to be relieved of the feeling of being questioned. It was much more about seeing where we stood in order to gain additional methodological and process expertise. The data consolidation of our very broad range of articles was also a major challenge.
To what extent has the optimisation project affected your security of supply and the quality of your products?
Besim Jakob: There were no negative effects and product quality was maintained. For some products, we were able to establish a second supplier, which optimised security of supply and risk management. In addition, we no longer just order the maximum possible, but rather what is required. Some of the specifications were technically oversized before the purchasing optimisation project.
To what extent has the optimisation project had an impact on the stability of your sales prices?
Besim Jakob: Thanks to the optimisations, we were able to counteract some of the enormous cost pressure and thus keep sales prices largely stable.
How does optimisation have a sustainable impact on your daily operations?
Besim Jakob: Not only was every article checked. Advanced methodological and process expertise was also taught. For example, through negotiation training or the fact that negotiations were always conducted jointly. We benefit from this in the long term. It was important to me in this project that my employees gained holistically. They have become more self-confident, have gained negotiating strength and are much more motivated. Nevertheless, we have to keep our procurement markets in focus, recognise developments at an early stage and derive the right strategies and measures.
The Kloepfel project team works collaboratively.
Besim Jakob: After the discovery phase: team-orientated, very analytical, goal-oriented.
Common project successes are also always dependent on the people involved. We talk about being temporary colleagues on projects. How did you feel about that?
Besim Jakob: I can fully confirm that. We still have a trusting working relationship with Kloepfel Consulting today.
Some suppliers had to get used to seeing new Kloepfel faces at the negotiating table, alongside your company's familiar contacts. How did you experience these situations and what were the suppliers' reactions?
Besim Jakob: Many a supplier tried to drive a wedge between the Winkelmann team and the Kloepfel team. In the end, however, we were all prepared. Especially as the Kloepfel team saw itself as an extended Winkelmann team.
What is your conclusion after the project has ended?
Besim Jakob: Clearly a very positive conclusion. We achieved more in some areas and less in others. The bottom line is that it was a clear precision landing. The employees enjoyed their work more and the appreciation of the management has increased. In addition to the employees, the organisation has also developed. I think that no matter how good you are, the markets and framework conditions are constantly changing and you have to adapt and help shape them instead of simply resting on your laurels. This is the second purchasing optimisation project in eight years and you can see that the dynamics in purchasing should always be refreshed.
Thank you very much for the interview!
