I just completed a project where I helped a supplier of equipment and services to the Oil & Gas and Energy industry, put under control the documentation exchanged with customers and suppliers.
When you have to handle thousand of documents per project, each easily revised up to a dozen of times, it is not immediate to have a clear idea of VDR (Vendor Documents Register) situation:
· how many drawings have to be issued or revised for Customer approval,
· how many are the ones Customers has to return, commented or finalized,
· which are the drawings sent just for information and
· what is the status of approval of quality procedures,
The Project Leader of both parties: Client and Supplier have to figure out the engineering progress, discover criticalities, identify responsibilities for delays, roadblocks and idle situations in order to take the correct decisions and push on the most effective resources.
Controlling the Engineering progress of an industrial project is not an easy task. The KPIs used are in general not fit for purpose, ‘cause they miss to catch the iterative nature of innovation.
Read further if you want a new set of metrics capable to measure the iterative and the collaborative Client-Supplier efforts of your team.
(and do not forget to ask for our free software to manage all this:
The Control Room