ASIA to streamline those costs that Schneider made the decision to prioritise sea imports over air , with the costs associated with sea import being significantly lower .
“ This was a transformation that Schneider hadn ’ t undertaken before ,” Ahmed adds .
Transformation of importation The transformation of the supply chain was not an overnight process . Ahmed had previously worked at Schneider back in 2013 , when the company set out specific goals of reducing lead time , working on contract formalisation and regularly monitoring systems in order for the production team to be able to be updated at any time .
Ahmed returned to Schneider and the goal remained the same as he now managed the entire import and somewhat export of Schneider Electric Pakistan .
“ I am in constant contact with suppliers from France , China and other global partners following up with them about the orders placed by our upstream supply chain team . My task is getting the products ready , arrange logistics and deliver them in the hands of production / assembly unit in time ,” he says .
With the transformation already taking shape during Ahmed ’ s first tenure , the overall timeframe for the project has been just over three years and Ahmed can already point to significant benefits to the business as a result .
Lead time , production efficiency ( including import and assembly right through to delivery ) and of course reduced costs are the major benefits that Schneider can reap as a result of this transformation , but for Ahmed these benefits serve a greater purpose .
“ Customer satisfaction . Time efficiency and reduced costs impact not only Schneider Electric Pakistan but the customer themselves ,” he says .
“ When you reduce lead time , the customer is satisfied . When you reduce operational costs involved , you bring down the cost of the overall product and that is beneficial to both the organisation and the customer .” The benefit in creating a more efficient process and in turn a more
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