WINI Büromöbel Georg Schmidt GmbH & Co. KG.
Sector: Office furniture
Products: Desks, storage solutions, reception, conference equipment, partition walls, lounge furniture, room acoustics
Turnover: € 35 million
Optimization measures including:
- Tenders and supplier days
- Workshops with existing suppliers to identify jointly feasible savings potential / Value analyzes
- Identification and qualification of alternative suppliers
- Logistics, C-parts, drive technology, wood-based materials, external services (assembly, contract manufacturing, etc.), locks, material & overhead costs, purchased metal parts
Interview with Rudolf Bandick, Managing Director of WINI Büromöbel Georg Schmidt GmbH & Co. KG.
Were you skeptical or rather open-minded at the beginning of the project?
Rudolf Bandick: At the beginning of the project I was curious. On the one hand, I wondered which deficits would be revealed. But on the other hand, I was also hopeful about the know-how that would be conveyed. Especially, through the use of the Cost Control software. In simple terms, this should help us to analyze what the true product costs of the suppliers are in order to confront them in the negotiations.
Efe Duran Sarikaya
Director Furniture industry
P +49 211 875 453 23
Rudolf Bandick: The great challenge was to create a reasonable data basis. Therefore one must know that we develop many customized special solutions. For example, it is not uncommon for us to order only one-off quantities of a product. In this case, it is not always possible to optimize processes.
Rudolf Bandick: There were no interferences. The suppliers were not scared off and took the optimization project athletically.
Rudolf Bandick: This has to be considered in a differentiated way. Some savings only lasted for several months, as the relevant markets are constantly changing. Other savings will certainly be valid for several years. What was certainly good about the project was that our buyers were included in the negotiations. Through this, they got to know chains of argumentation, which still helps them in their day-to-day business.
Rudolf Bandick: Very systematic, highly IT-efficient and very target/result-oriented.
Rudolf Bandick: The team was humanely integrated into the company. They quickly developed a sense of what was feasible in negotiations and savings and where the limits lay. It was also evident, however, that the team was under some pressure from headquarters to achieve the best possible result. Here the performance-related remuneration was noticeable.
Rudolf Bandick: There were certain cultural differences between the suppliers, distributors and the Kloepfel team. For example, the consultants had an academic degree and were usually younger than the sales representatives, some of whom had more than 30 years of experience. This sometimes led to initial reflexes of defiance and skepticism, which have usually given way to appropriate respect.
Our complete procurement was professionally combed through, whereby significant savings were widely achieved. In addition, various conveniences and taboos were revealed, which is always easier to achieve under the eyes of strangers.
Thank you very much for the interview!
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