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to engineering , to a reactive one that survived on a day-to-day basis .
“ We started working with our core suppliers , who are more like our partners , to prime our supply chain and ultimately , to ensure we have parts when and where we need them . There are so many interconnected factors that impact supply . Firstly , you need to know or predict the demand , then order the parts , but it ’ s crucial to receive all the parts . It ’ s not good enough to have all but two or three parts – you still can ’ t build a product – which in turn drives difficulties for suppliers and results in unwanted working capital throughout the supply chain .
“ We ’ ve worked hard to work through these issues with suppliers to smooth out the outcome of this process . Communication is key to ensuring our relationship with suppliers , including what they need from us , what parts we need from them , and when we need them , so we ’ re starting to work through these issues in a systematic way .”
As nearshoring continues to dominate current supply chain conversations around the globe , Tracy explains that Hyster-Yale is no exception . “ We ’ re still working through some of these challenges today , as we experienced unprecedented times with our suppliers ,” he says . “ It forced us to look at the supply chain in an entirely different northamericanexec . com 79