20th April 2021
Take your first steps to realising growth potential by making outsourcing part of your manufacturing strategy. This guide details every stage of the outsourcing procedure.
We call it the 3D process.
Through a combination of extensive engineering and production capabilities, PP Control & Automation design an outsourcing solution that delivers based on your specified requirements and strategies.
It is worth noting however, that there should always be a process of consideration when selecting the right outsourcing partner and understanding how that partner delivers against your requirements.
That’s why PP C&A introduced the 3D process. It clearly defines the whole journey into three specific stages: Discovery, Decision, Delivery.
This guide advises in detail on each of those stages.
During this stage, you will need to think about your growth constraints, which could be a number of things:
You may have decided that outsourcing is the right choice for you, but how do you decide on the right partner?
This is the decision stage and there are a number of considerations that mustn’t be ignored when making your choice. How do you choose the right partner?
Here are some things to consider about your outsourcing partner:
The final stage of the 3D process is Delivery – in other words, “what is delivered and when” once the decision is made to outsource.
This part of the process will differ depending on your chosen partner, but PP C&A’s approach is a stage-gate flow of nine segments:
An increasing number of OEMs are choosing strategic outsourcing as part of an overall production and supply chain strategy.
Partnering with a strategic outsourcing specialist allows you to delegate non-core activities and gain the bandwidth you need to focus on your own core business competencies: product innovation, research & development and sales & marketing to name but a few.
Your focus is on growing sales revenue and market share. PP C&A share this focus with you. By working together in a collaborative manner, strategies that deliver measurable success will be developed for you.
A comprehensive outsourcing solution is a strategic enabler to growth and success.
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.
Recent weeks have brought two important industry moments into sharp focus, concluding that demand for AI and automation is rising, but investment, skills, and long-term thinking must follow.
For decades, one question has sat at the heart of operational strategy for machine builders and OEMs: make or buy? It’s a familiar debate and it isn’t the wrong question by any means, but perhaps it is an incomplete one.
In most machine building businesses, change is still treated as an exception. A late-stage drawing revision, component substitution, or wiring tweak discovered during build. Each one is handled, resolved, and signed off. And then everyone moves on. But what if that’s the wrong way to think about it? What if change isn’t the disruption to the system but the system itself?
