Best Practices to Increase Effeciency and Productivity while Reducing MRO Spend
As Reliability Engineers, we are tasked to consistently improve an operation and life cycle of systems. Many of the improvements are derived from changes in materials we add or remove from the identified system. These materials are referred to as MRO or Indirect Spend. MRO costs can add up to a significant portion of expenses for a business.
Unfortunately, this is the cost a business pays to remain in operation. Without spare parts and other associated materials, operations would cease to exist. Reliability
Engineers can focus on these expenses that will improve the bottom line. This paper will focus on what MRO is, and provide examples and case histories of successful Continuous Improvement projects that reduce MRO costs and improve Reliability.
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Our former solution provider was not independent; they were a supplier of parts. It's not the best thing to have a supplier be your MRO outsourcing provider. With SDI, we have a truly independent sourcing agent looking after our best interests.
In the third post in this series on MRO As-a-Service by Spend Matters, Pierre Mitchell and Michael Lamoureux talk about how managing MRO as a process delivers benefits from efficiency to effectiveness and beyond to an evolutionary phase. The next generation of value, MRO-as-a-Service, helps organizations build intelligent, agile, scalable and integrated supply chains (direct and indirect).
The project team has worked its way through Define, Measure, Analyze, and Improve. It’s time to begin the Control phase. The key stakeholders gather to evaluate the solution as implemented and create a plan to sustain the improvements. The goal is to standardize the improved processes, establish an audit schedule and schedule periodic follow-up to identify additional opportunities for improvement.