{"id":3100,"date":"2026-02-11T09:47:45","date_gmt":"2026-02-11T08:47:45","guid":{"rendered":"https:\/\/eveneum.com\/?post_type=case-study&p=3100"},"modified":"2026-02-19T15:53:07","modified_gmt":"2026-02-19T14:53:07","slug":"increase-in-savings-and-reduction-of-labour-in-the-area-of-standardisation","status":"publish","type":"case-study","link":"https:\/\/eveneum.com\/en\/case-study\/increase-in-savings-and-reduction-of-labour-in-the-area-of-standardisation\/","title":{"rendered":"Increasing savings and reducing complexity in standard"},"content":{"rendered":"
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\n Basic information <\/h2>\n <\/div>\n
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\n \t\t\t Project objective \t\t\t<\/div>\n \t\t\t \t\t\t \t\t\t
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\n \t\t\t Project objective \t\t\t<\/div>\n \t\t\t
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\n Estimated results of the project <\/h2>\n <\/div>\n\n \t\t
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\n 1,01 <\/div>\n
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million zlotys of stock value reduction<\/span><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/div>\n
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\n 168 <\/div>\n
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hours less per month in administration<\/p>\n <\/div>\n <\/div>\n <\/div>\n

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\n 2,68 <\/div>\n
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million zlotys in TCO savings<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n

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Why are standard parts a challenge and not a source of savings for manufacturing companies?<\/h3>\n\n\n\n

As part of the initiative\u00a0Why Shopping?\u00a0<\/a>As part of the Why Purchasing? initiative, we spoke with Pawe\u0142 Kudzia from Woodward company. He emphasized the challenges of generating savings faced by companies that have an extensive supply chain. Many suppliers provide components that are ultimately assembled in production. He described his supply chain as \"low volume - high mix\". You can watch the entire recording in the accompanying video.<\/p>\n<\/div><\/div>\n\n\n\n

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How does this relate to our case study?<\/h3>\n\n\n\n

We often encounter the situation described by Pawe\u0142 among our clients. Companies that are OEMs or are positioned high in the value chain are often characterized by the immortal Pareto principle:<\/p>\n\n\n\n

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  • 20% of the purchased expensive components account for 80% of the material costs and savings<\/li>\n<\/ul>\n\n\n\n

    However, what strikes us the most is another proportion:<\/p>\n\n\n\n

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    • 80% of the process costs and troubles are generated by components with relatively low prices but complex logistics and supplied by a large number of suppliers. In other words, the remaining 80% from Pareto.<\/li>\n<\/ul>\n\n\n\n

      The Pareto principle doesn't work in tail spent management. Solutions are needed that fundamentally change the way we operate to document attractive savings. Today, modern Industry 4.0 technology comes to our aid. It allows us to network devices distributed throughout the production facility with the supplier system.<\/p>\n\n\n\n

      We had to face precisely such a situation with a client in the railway industry (nowadays often referred to as Mobility).<\/p>\n<\/div><\/div>\n\n\n\n

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      \n This is important <\/div>\n

      \n How did we approach this? - Accounting and controlling <\/h2>\n <\/div>\n
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      \n <\/mask><\/mask><\/g><\/g><\/svg> <\/div>\n\n
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      \n Part 1 <\/div>\n\n
      \n Identified challenges <\/div>\n <\/div>\n
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      • Manual and time-consuming invoice processing<\/strong><\/li>\n
      • Nearly 15,000 invoices per month<\/li>\n
      • 13,000 invoices represent the actual capacity of a 7-person department<\/li>\n
      • An average of 2,100 invoices per person per month (100 invoices per day!)100 invoices a day!<\/strong>)<\/li>\n
      • Overtime and backlogs up to one week in invoice entry<\/strong>\u00a0reaching\u00a0one week<\/strong>\u00a0in the entry of invoices<\/li>\n
      • Late payments to suppliers result in a backlog of firefighting in purchasing, controlling, and accounting departments\u00a0firefighting in purchasing, controlling and accounting<\/strong><\/li>\n<\/ul>\n <\/div>\n \n
        \n Read more\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n \n
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        \n <\/mask><\/mask><\/g><\/g><\/svg> <\/div>\n\n
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        \n Part 2 <\/div>\n\n
        \n Proposed solutions <\/div>\n <\/div>\n
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        • Standardizing invoicing terms in monthly cycles<\/strong>\u00a0on a monthly basis<\/li>\n
        • rapid uplift\u00a0Rapidly increasing the percentage of electronic invoices from 12% to 80%<\/strong><\/li>\n
        • Enforcing the requirement for suppliers to include order numbers and customer index numbers on invoices\u00a0indication of the order number on invoices<\/strong>\u00a0and customer index numbers<\/li>\n
        • Improving the electronic document workflow for resolving discrepancies\u00a0electronic workflow<\/strong>\u00a0in clarifying inconsistencies<\/li>\n
        • Introducing the \"noPO, no Pay\" indicator to increase purchasing transparency\u00a0\u201enoPO,no Pay\u201d\u00a0<\/strong>in order to make purchasing more transparent<\/li>\n<\/ul>\n <\/div>\n \n
          \n Read more\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n <\/div>\n<\/div>\n\n