Roth Industries GmbH & Co. KG
Sector: Building and industrial technology
Turnover: 215 million euros
Number of employees: approx. 1000
Products: including underfloor heating, built-in showers, plastic tanks, plastic pipes and white goods for household appliances
Optimization measures, including:
- Market and supplier research, tenders
- Workshops with existing suppliers to identify joint savings potentials
- Supplementing suppliers in areas such as sheet metal processing and logistics
- Examples of processed material groups: Sheet metal parts, pallets, cardboard packaging, adhesives, plastic parts, building cleaning, logistics, insurance, absorbers
Interview with Bodo Schröckert, Head of Strategy Purchasing, ROTH INDUSTRIES GMBH & CO. KG
Were you sceptical or more open-minded at the start of the project?
Bodo Schröckert: I personally was open-minded. The purchasers from the four participating plants, on the other hand, were sceptical, as they were worried about being monitored and feared that their own performance could be called into question.
What were the main challenges at the beginning of the project?
Bodo Schröckert: The biggest challenge was to get the buyers on board, to make them realise their concerns and to motivate them for the project. The positive goals had to be made clear, that ROTH INDUSTRIES also wanted to use the project to see how well it was positioned overall in purchasing and where and how it could still improve.
To what extent has the optimisation project had an impact on the stability of your sales prices?
Bodo Schröckert: Purchase prices have stabilised in the direct area. Corresponding price reductions were achieved in the indirect area.
How does optimisation have a sustainable impact on your daily operations?
Bodo Schröckert: We will still benefit from the price advantages in 2014. I can't say much about 2015 yet, as this is also largely dependent on the general economic conditions and the development of raw material prices.
How would you describe the way the Kloepfel project team works?
Bodo Schröckert: The project management was very professional with a clear focus and a strategic approach. Sometimes the coordination within the Kloepfel team was not optimal and data was requested twice. The reason for this was that there were personnel changes during the project. Sometimes the team also proceeded too quickly. Otherwise, the consultants demonstrated good knowledge and good project experience.
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?
Bodo Schröckert: The Kloepfel team integrated well. They were a good team within the team and not know-it-alls.
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? Divided in two. Our head office is in a rural area and we have very close contacts with our small and medium-sized suppliers here. Negotiations therefore had to take this aspect into account depending on the situation. Some of the companies closely associated with us have already asked why we should renegotiate now. Other companies saw this more as a sporting challenge.
What is your conclusion after the end of the project?
Bodo Schröckert: Overall, we were very satisfied with the collaboration and also received valuable food for thought regarding our organisation.
Thank you very much for the interview!
