The task/mission

Sustainable improvement in delivery performance and reliable adherence to confirmed customer delivery dates.​​

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The company

An Austrian industrial company operating internationally, specialising in mechanical and electronic products. It employs around 900 people across nine European sites.​

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The situation

Production structures that had evolved over time and differing areas of responsibility made it difficult to manage delivery performance in a consistent manner.

Whilst the sales department assessed delivery dates from the customer’s perspective, the production sites based their decisions on their own planning and capacity targets. As a result, there was a lack of end-to-end transparency regarding actual delivery capability.

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The requirements and expectations

Standardised key performance indicators, clear lines of responsibility and reliable management of the entire order processing cycle – from the customer order right through to delivery.​​

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My role

Analysis of existing planning and delivery processes, and the establishment of an integrated supply chain organisation.

Creation of transparent processes and the introduction of regular, key-figure-based monitoring of delivery performance.

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The solution

A clear distinction between material provision and installation capacity planning.

Establishment of a centralised supply chain management system and the introduction of a digital twin to ensure transparent control of order processing.

Standardisation of lead time calculation and the introduction of uniform key performance indicators for sales, planning and production.

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The long-term benefits for the company

Delivery performance was increased to 99 per cent through integrated supply chain management, transparent processes and rigorous control of order processing.

Digital transparency enabled the early identification and targeted resolution of bottlenecks and disruptions.

At the same time, productivity was sustainably increased through improved materials and capacity planning.