Global supply chains, new technologies, and parallel development and production projects are increasing the complexity of supplier quality management. For automotive OEMs, the challenge lies in managing suppliers across national borders while ensuring consistent quality standards, rapid response times, and transparent oversight.
When local supplier quality structures reach their limits
As supply chains become increasingly complex, a purely locally organized quality management system is often no longer sufficient. What is needed are models that can be flexibly adapted to new suppliers, technologies, projects, and regions—without sacrificing transparency and controllability.
A comprehensive supplier quality program therefore combines several elements:
- Specialized Supplier Quality Engineers and Technology Specialists
- Operational presence directly at the supplier’s site
- Consistent processes and quality standards
- Centralized Program Governance
- Transparent KPIs and Reporting
- Flexible resource planning by project phase, commodity, and demand
This allows for rapid on-site responses to be combined with overarching coordination.
From a Pilot Team to an International Engineering Network
An automotive project by the redi-Group illustrates how such a model can be developed in practice.
In collaboration with a leading OEM, a project model was established that combines specialized commodity teams, regional engineering expertise, and centralized operational management. Starting from an initial setup, this gradually evolved into an international network with up to 80 specialized engineers at full capacity.
The model can be adapted to the number of suppliers and projects being managed, different phases of the product lifecycle, as well as technology clusters and commodities.
Global coordination, direct on-site presence
In international supplier quality programs, it is essential to make engineering expertise available where suppliers and production sites are supported, while at the same time ensuring overarching management.
In the project described, operational engineering resources are therefore integrated into a centralized program organization. Assignments are carried out through redi-Group locations as well as directly at the production sites of the OEM and its suppliers.
This keeps decision-making processes short, while processes, responsibilities, KPIs, and reporting can be coordinated centrally.
Scaling requires more than just additional resources
A growing engineering network does not function solely through additional capacity. What is crucial is the interplay of local expertise, clear responsibilities, standardized processes, and a management structure that remains transparent even when new suppliers, project phases, or additional needs arise.
For companies with an international presence, this results in the following in particular:
- Direct support for international suppliers
- Quick response times thanks to a local presence
- consistent quality standards
- Flexible scaling for projects and launches
- Transparent management through defined KPIs and reporting
In our latest case study, we show how such a model was established and gradually refined in an automotive project—including project organization, the service model, and the development of the engineering network.