KAINDL Technical Industrial Supplies
Branch Handel
Revenue €35 million
Staff 90
Products Workplace safety, fittings technology, industrial supplies, fluid technology, adhesive tapes, hose technology, packaging technology
Optimization measures, including:
- Market and supplier research, tenders, negotiations
- Workshops with existing suppliers to identify joint savings potentials
- Supplier supplements, including in the areas of films and hoses
- Example processed material groups: Packaging, Construction/Insulation materials, Workwear
Were you sceptical or more open-minded at the start of the project?
Engelbert Füreder: Personally, I was open-minded. Our team – product managers, who handle purchasing and sales – were partly sceptical. However, after a short time, everyone was convinced that the common goals were achievable. The team realised that the project and the team from Kloepfel Consulting did not question the existing work, but merely helped them to think outside the box. For example, the consultants joined our people in negotiations. There, through learning by doing, they naturally learned much more than from a theoretical seminar from a training manual.
What were the main challenges at the beginning of the project?
Engelbert Füreder: The biggest challenge was getting everyone on board. And at the beginning, there was the big question of which topics to tackle for around 50,000 article numbers. In particular, we had to consider that some product lines could not be changed much or at all, as they are very customer-specific.
To what extent has the optimisation project affected your security of supply and the quality of your products?
Engelbert Füreder: Supplier prices have stabilised and in some cases we've been able to offer products at a slightly reduced price, allowing us to attract new customers.
How does optimisation have a sustainable impact on your daily operations?
Engelbert Füreder: We simply achieve better negotiation results. The project allowed us to think outside the box and our team has gained greater negotiation strength. At the start of each year, suppliers often approach us wanting to increase prices, citing rising labour costs, energy costs or similar arguments. While some adjustments are necessary, overall we can now mostly keep supplier prices stable. We've also learned to position ourselves better in purchasing marketing. For example, we are purely discount payers and a financially strong company, and we are now highlighting this more in all negotiations.
The Kloepfel project team works collaboratively.
Engelbert Füreder: Professional, fast, structured, cooperative.
Joint projects are also always dependent on the people involved. We talk about having colleagues on projects
What times you are. How did you feel?
Engelbert Füreder: The Kloepfel team integrated well. Initially, they were „outsiders“, but that quickly passed. They always sought dialogue and didn't hide behind their laptops. They were very likeable people who embodied their professionalism. They enjoyed their work, and that had a positive effect on our team.
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?
Engelbert Füreder: The suppliers were informed in good time. The reactions were entirely within the normal range, with two or three exceptions. And the Kloepfel team did not squeeze the suppliers for the last penny, even though they are paid based on savings achieved. They also paid attention to the suppliers' service, advice, and delivery capability.
What is your conclusion after the project has ended?
Engelbert Füreder: As hoped, successful and educational. We can highly recommend a collaboration with Kloepfel Consulting. And I take my hat off to the efficiency and speed of the team. Especially considering that our product range extends over more than 20 sub-areas.
Thank you very much for the interview!
