Here was a great opportunity to make a buck! The inventory was almost zero. This demand called for the printing of $45,000 worth of products in a very short time.
Early on in our relationship, Bose's Mexico plant had a spike in production. JIT II partnerships also can prove to be a case study in faith. The benefits for the supplier include increased volume and the opportunity to expand the range of products offered. Stronger supplier alliances allow for more control over budgets and headcount. "Everybody wins and performs better," he says. It takes a leap of faith to share and entrust your JIT II partners with the information they need to make it pay off for both parties, says Sherwin Greenblatt, Bose president. After Bose forecasts customer demand, the inplant checks every plant's inventory, combining and reducing unit costs for any other needs, then orders the product to ship direct-to-stock to the Bose location. Under the JIT II program, however, the process is simplified. The sales rep would place the order with the plant, which would manufacture and ship. The company would analyze the bids and respond to the vendors' sales rep. The direct line of communication in a JIT II partnership lets us anticipate Bose's needs before those needs become problems, and those problems become a crisis.īefore it started its JIT II program, Bose would forecast customer demand, set planning and specifications, then send that information out to buyers for competitive bidding. Responding to constantly changing production schedules without creating costly inventory, or even worse shutting down the line with late shipments, is United Printing's challenge. Bose wants material when it is needed, not to sit in a warehouse.
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