project managers
What does a supplier really need to carry out a project successfully? Which are the differences between the good and the less good suppliers?
- Is it the number of machines? The number of NC-machines? Or the number of mega-machines?
- Is it the number of halls, or the available space in these halls?
- Is it the number of employees who work for the supplier?
- Is it the ISO-9001 certificate?
- Is it the number of measurement points in the quality protocol?
- Is it the number of famous companies on the reference list?
- Is the defined price really all-important? What happens on the customer side, if the goods arrive too late? What happens if the goods finally arrive, but they are not OK?
- Are the hard facts really that important? What about the soft facts, the skill and abilities of the people behind the product?
![](../images/16-01 Projektleiter Vojtech.jpg)
Finally also the quality of the project managers will decide about the success of the order:
- How fast can the order be started? When does the first steel arrive?
- Which parts have to go first onto the machines? Who has the overview for all bills of materials (BOMs), production parts and purchased parts?
- Which hidden problems are there in the drawings? Are the supplied drawings perfect ? or have revisions always been postponed for lack of time and money?
- Which good questions does the project manager ask during the project? and which problems remain unnoticed?
- The drawings and the final assembly may be all familiar to everybody on the customer side, but how fast can the supplier understand a new project, that he has never seen or handled before?
- How much personal experience does the project manager bring along with him?
- How much support does the project manager receive from top-management and from his colleagues?
- How many project managers does the supplier have in total? and how many are available for new projects?
![](../images/16-02 Projektleiter Igor.jpg)