The Future Looks Bright

15th November 2013

The Future Looks Bright
But be prepared for the challenges ahead!

Innovative design, lean distribution and sales (all with a keen eye on cost control) have contributed towards the UK automotive manufacturing success story. The question is what can those operating within the UK’s automotive industry do, to ensure this growth is sustained.

Rudolph and Hellmann Automotive are really excited about the year ahead

Jeff Hyde, Finance Director, Rudolph and Hellmann Automotive provides his view on what is needed in the drive for continued success.

As a numbers man, my focus is on the only area in the business which can be controlled – your cost base. If the past few years have told us anything, it’s to be lean and flexible. Which means you need a core team with the critical management skills to ensure the people, process and systems are continually reviewed and optimised. A management team with foresight to see what’s going to be needed tomorrow whilst dealing with the demanding pressures of today’s challenges.

Expansion in the pipeline – preparation is the key

Many of our OEM customers have plans for significant expansion over the next 12 months. These expansion plans are likely to have a positive knock-on effect throughout the whole supply chain. Delivering growth both in automotive logistics and 1st and 2nd tier providers. Preparation is the key to success combined with adopting a more flexible approach to the dynamic demands of the industry. Which means examining what’s needed not simply scaling the current processes.
A fresh pair of eyes at the whole process may mean a little or big change is required to deliver longer term savings. So explore all the options don’t simply increase manpower, storage or frequency. The question we ask ourselves is, how could we possibly do more with the same or less?

Increases in part complexity and managing costs – taking a proactive approach

Anticipating the challenge over the next few months, we are taking a proactive approach to ensure we continue to deliver the high levels of service our customers deserve. Which means we are looking at all aspects of our operations. Whether its MHE, warehousing configurations or people, we ask ourselves – how could we possibly do this better? It’s too easy to rest on contract timescales before making the big cost saving changes. The reason we have some of the ‘longest manufacturer – logistics provider relationships’ within the industry is because we are always looking for small improvements but aren’t afraid to rethink the big ones.

Staffing Levels – spotting talent, motivation and personal development opportunities

Working in tandem with changes in some of our operations, we expect to see a surge in our current staffing levels. Which means our emphasis will be on recruiting and training a diverse, flexible, skilled, professional and committed team. Because to ensure a sustained increase in our business, we need good people. But if we are looking for good people, so will our competitors. Which means we need to provide a greater incentive so the ‘good people’ want to work for Rudolph and Hellmann Automotive. Having a ‘Home Grown Timber’ policy means people can see whatever task or role they originally take on within the organisation, they can work themselves all the way to the top. So the question here is, how can we possibly improve the ways we spot talent? So we can reward great attitude, hard work and dedication and motivate our people to be even better than they are today.
 

Here’s how the 360 onsite logistics audit and assessment works!

Put us to the test, what have you got to lose?

Contact us for a FREE ‘on site' logistics audit – carried out under a non disclosure agreement - our findings will be reported in full confidence and will provide a detailed analysis of where savings and improvements can be made.

_{There’s only one condition - you must be UK based and be operating in the automotive sector, with a head count of around 25 - 30 or more operating in logistics roles.}