When it comes to outsourcing, the traditional role of suppliers is based upon their core competencies in manufacturing or specialty services. Typically, the outsourcing process is not kicked off until after the internal design phase is complete and is the result of a financial make/buy calculation or lack of internal capacity within the OEM’s facilities. An inherent fault in this approach is that at this stage, the opportunities for change—regardless of benefit—are limited at best and in most cases non-existent due to the effort, cost and impact to a committed timeline. Furthermore, and far too often just when time is of the essence, issues arise at the request for quotation (RFQ) stage or worse, during the manufacturing stage due to a design that was not optimized across the entire delivery process. A better approach would have been to engage external resources earlier to maximize innovation collaboration for superior design and cost.
Outsourcing innovation involves not just collaboration, but integration with your suppliers early in the design phase. It requires participation from multiple departments at the OEM and the supplier. The team members will jointly optimize and identify product improvements, from raw material selection to final assembly, all before the prints and specs are final or the first component is manufactured. Where possible, the team should identify a baseline to capture and measure the value created through the collaborative effort and create a new ROI metric, Return on Innovation, to track and report on the performance dashboard to assure effectiveness as well as executive buy-in and support for the effort required.
The first step is to understand your company’s portfolio of core competencies and resource limitations. This can be accomplished in relatively short order with a good facilitator, focused interviews, a white board and an honest discussion on the cause of past failures. Done right, this process can be transformational in itself. This is equally important for both OEM and supplier. OEMs need to know the gaps that need to be filled and the suppliers need to know where they can make superior contributions.
In the context of innovation, these core competencies go beyond the shop floor. Companies are quick to offer examples of their superior machining, welding, coating or assembly capabilities, but beyond the equipment, what are their performance drivers? Could those be the core competencies? Perhaps it is driven by superior programing, tool making or a truly LEAN focused organization with high employee involvement in process improvement and cost reduction. Most importantly, you need to know how this will lead to a superior design and low cost.
For the OEM, the supplier selection process is often seen solely as a procurement function and begins with RFQs based on completed drawings, specifications and an inflexible time line that is sent to the minimum number of potential suppliers as required by company policy. Scope is limited to equipment, capacity and invoice price. Outsourcing for innovation requires a different approach, a better understanding of the resources needed and the core competencies of your supplier base that relate to those resources. It requires a strong cooperative relationship among all internal departments in an environment that rewards both individual and team accomplishments.
For suppliers, it is important that your customers are aware of your core competence. Many companies are good at “machining,” but by focusing on your grinding capability, for example, you are not limiting opportunities but improving the likelihood of success in securing projects that align with your core competence. You must take the same approach when determining your innovation core competencies. This approach to the customer relationship will require that sales representatives understand and promote the right capabilities and can identify projects that align with them.