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, among others:
- Market and supplier research, tenders
- Workshops with existing suppliers to identify potential savings that can be realized together
- 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 skeptical or rather open-minded at the start of the project?
Bodo Schröckert: Personally, I was open-minded. The purchasers from the four participating plants, on the other hand, were skeptical, as they were worried about being monitored and feared that their own performance could be called into question.
What were the biggest challenges at the start of the project?
Bodo Schröckert: The biggest challenge was getting the buyers on board, making them aware of their concerns and motivating them for the project. We had to make the positive goals clear, that ROTH INDUSTRIES also wanted to use the project to see how well we are positioned overall in Purchasing and where and how we could still improve.
To what extent has the optimization project had an impact on the stability of your sales prices?
Bodo Schröckert: In the direct area, purchase prices have stabilized. In the indirect area, price reductions were achieved accordingly.
To what extent will the optimization have a lasting effect on your day-to-day business?
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, so 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.
Joint projects are also always dependent on people. We talk about being temporary colleagues in the projects. How did you feel?
Bodo Schröckert: The Kloepfel team integrated well. They were a good team within the team and not know-it-alls.
Some suppliers first had to get used to seeing new Kloepfel faces at the negotiating table alongside the familiar contacts from your company. How did you experience these situations and what were the reactions of the suppliers?Bodo Schröckert: Twofold. 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 gained valuable food for thought regarding our organization.
Thank you very much for the interview!
