Indirect MRO Procurement and Buying Operations
Centralized MRO procurement
Our centralized, supplier-agnostic model lets us leverage our entire portfolio for more streamlined, efficient and scalable MRO procurement process. In our Procurement group, for example, coupled with a focus on compliance to pre-determined sourcing strategies, our buyers' deep category and industry knowledge helps ensure accuracy and the most efficient outcomes – another set of expert eyes. Unlike the broad knowledge of a decentralized site-buyer model, the centralized model allows our buyers to focus on your overall MRO supply chain needs, as opposed to being pressured by site-level influences.
Fully integrated into your supply chain operations
SDI’s buying expertise starts with our Strategic Sourcing group. We first set up a strategy for your stock items, consumables and break/fix items that are generally inventoried for regular usage. The MRO procurement process for these items is automated and continually runs against our adaptive demand planning algorithms, to optimize inventory levels at all times.
MRO procurement – the right parts on the right contracts.
We research all parts and leverage our reliability engineers and site managers before issuing a purchase order on any non-stock items. Utilizing the proven tools provided by our Strategic Sourcing division, our buyers can ensure compliance that the right parts are always purchased on the right contracts.
On the cutting edge -- Electronic Data Exchange, XML, EDI and Intelligent Optical Character Recognition, to name a few.
SDI utilizes electronic data with its supply base to streamline transaction processing—passing the savings on to our clients. By communicating orders, acknowledgements and deliveries to SDI’s largest suppliers, our system ensures all purchase orders are delivered automatically and all MRO purchases are updated in a single repository to be easily viewed by our clients – no need to chase POs. We confirm electronically as well, so client sites always know when to expect delivery. Our Procurement group is just one component of our Procure 2 Pay (P2P) engine.
We’re also with you on-site.
In addition to our centralized Sourcing and Procurement groups, SDI places the appropriate resources at your site. Our site managers have hands-on knowledge of each site, clarifying your needs and facilitating troubleshooting and issue resolution, to provide operational support and effectiveness. Again, this approach supports SDI’s holistic, end-to-end approach to a more connected MRO process – which is critical to the success of your MRO supply chain.
SDI’s Procurement group offers impressive spend leverage and includes senior buyers who understand and consider how all transactions are connected to your overall supply chain and business operations. It’s not just data processing. Our buyers ensure compliance with predetermined sourcing strategies and are proficient at evaluating order history and utilizing their expertise to be more proactive in keeping your operations running efficiently now – and years from now.
Where do we start?
Find Your Industry
- Basic Materials
- Consumer Goods & Services
- Service Industry
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.