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· It is advisable to hold senior level discussions with suppliers to find ways of removing constraints and working more closely, to exploit each others’ strengths
· Production schedules allowing the purchase of materials and production plans stating current production levels must be agreed with and be achievable by your suppliers
· Rules should be agreed with suppliers on the level of production schedule changes that can be accommodated within defined time limits
· Suppliers should be given ready access to your latest schedule and product release information, using a secure intranet connection
· Suppliers must be paid on time, in accordance with contractual terms and conditions
· The information you make available to suppliers; bills of materials, product definitions, production quantities, delivery dates, quality checks etc. MUST be accurate
· Senior managers must have visibility of suppliers’ delivery records and regard any shortages as a serious matter that could impact customers
· Having got the basic system in place, you might consider:
o Asking suppliers to deliver in smaller quantities, as needed by your production operations
o Using Kanbans, whenever possible, for controlling the delivery of parts
o Arranging to receive all items pre-inspected and quality assured
o Adopting adherence to schedule as one of your key performance measures
o Providing experienced people to train suppliers in relevant new techniques
o Implementing quality audits on suppliers, verifying the process capability of equipment and measuring systems and undertaking risk assessments
o Reviewing the possibility of using clean, bespoke, robust, returnable containers to protect parts from environmental and physical damage during transportation
o If necessary, taking responsibility for scheduling your work at supplier’s sites and moving parts through the supply chain
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