13th August 2018
For PP Control & Automation, outsourcing is a manufacturing strategy that has revolutionised the way we and our partners do business.
As an enabler of growth and flexibility, outsourcing is an unbeatable solution for OEMs. That’s why we’ve put together a brand-new brochure providing answers to some of the most common questions about how outsourcing can benefit your business.
Download the brochure to find out:
Lead times are a crucial factor in today’s market, so finding a way to minimise them is key to winning more customers. Outsourcing allows you to delegate your non-core processes to the specialists in those areas, leaving you to focus your efforts on what you do best.
With the uncertainty of the current economy, a chance to ‘lock down’ your future expenses can provide welcome relief. That opportunity can be secured through outsourcing, which provides combined purchasing leverage, material cost reduction, and an alternative to costly subcontract labour.
Outsourcing can have a direct positive impact on your ability to turn a profit. By accelerating the time to market from prototype to production volumes, you can generate revenue sooner and maintain the technological edge over your competition.
One of the UK’s leading strategic manufacturing specialists is tapping into the UK’s unprecedented investment in upgrading the electricity grid.
As Britain accelerates investment in grid infrastructure, protection and control capacity could become a critical delivery constraint.
The appointment of a new Prime Minister inevitably brings renewed debate about the direction of the UK economy and what it could mean for business.
Ian Knight, Chief Information Officer at PP Control & Automation (PP C&A) challenges the prevailing, often vague narrative around AI adoption and reframes the conversation around a more practical starting point: operational constraints.
Artificial intelligence is no longer a distant concept for manufacturers. It is already being explored across quotation, production planning, engineering, quality, supply chain and customer service functions. Yet, for many organisations, the gap between experimentation and meaningful operational impact remains difficult to close.
A leading aquaculture specialist – that is changing the way fish are vaccinated safely – has signed a major manufacturing deal.
On paper, defined discipline-specific suppliers can look organised. However, every additional supplier introduces another handoff, and every handoff creates another point where time, quality, communication and accountability can be lost.
Very rarely does growth not surface because an OEM lacks ambition. Shortcomings arise because operating models built to support such ambition don’t evolve quickly enough.
