We sat down with them and worked out the scope and required functionality of the project. We had regularĀ meetingsĀ with our customer and theirĀ manufacturer,Ā creating a collaborative approach from the start.Ā Ā
We quickly established through our networks that,Ā due to the volumes needed,Ā sourcing the exact part would not be possible due to the global chip shortages.Ā
By looking at their specifications,Ā volumeĀ requirements,Ā andĀ statementsĀ we concluded that there were alternative options for their missing componentsĀ if we could source them. Through extensive research we foundĀ replacementĀ partsĀ which offered the functionalities and technology required using a new supplierĀ who could provide the parts within the desired timeframe.Ā WeĀ collectedĀ formal quotations for the parts and required drops.Ā Most importantly weĀ worked proactivelyĀ andĀ collaborativelyĀ throughoutĀ the projectĀ to make sure all partiesĀ stayedĀ informed.Ā Ā
We took onĀ an extraĀ project management role to minimise the risksĀ associated with the current supply chainĀ situation,Ā andĀ create aĀ concrete productĀ development plan to meet their tight deadlinesĀ and maintain bill costs with manufacturers.Ā After discussing with them further they decided that a redesign was preferrable toĀ create optimum profit margins for their project.Ā Ā
As we secured the procurement ofĀ parts,Ā weĀ released anĀ early BoM (BillĀ OfĀ Materials) to ensure commitment from the supply chain. This is an important step before redesign. We need to be adaptable and flexible in the way we workĀ particularly now.Ā Ā
We took the redesign a step further by uncovering value engineering potentialĀ which resulted with the implementation of a successful cost reduction strategy.Ā