The challenge
C-parts incur high process costs despite their low value. INFICON used 108 different suppliers for 1,246 items. This resulted in numerous orders, invoices, and deliveries, inconsistent service levels, and unnecessarily tied-up capital.
The aim was to reduce the workload for purchasing, logistics, and accounting —while maintaining stable supply and transparency regarding consumption.
Our services
Zilken took over all C-part management (CTM) as the lead supplier:
- Supplier consolidation & contract transfer, master data harmonization, ABC/XYZ analysis.
- Dimensioning of a Kanban system (min/max, safety stocks) for 1,246 items.
- Introduction of uniform SLAs (fill rate, response and delivery times) and consolidated reporting for consumption, availability, and turnover.
- Independent, exclusive delivery by Zilken – including regular shelf checks, replenishment control, and invoice consolidation.
The solution
Operationally, the entire C-parts portfolio was centralized and transferred to Kanban control loops based on consumption patterns. Zilken actively manages inventories, replenishes them according to defined signals, and handles physical delivery to the points of use. INFICON accesses materials as needed – with clearly defined service levels, high availability, and significantly reduced administrative processes.
For selected product ranges, additional delivery models (e.g., consignment) may also be considered, depending on the project size and customer requirements.
Figures (benefits/KPIs)
- Supplier interfaces: 108 → 1 (–99.1% interface complexity).
- Items in CTM/Kanban: 1,246.
- Delivery model: 100% by Zilken using Kanban logic (optionally expandable).
- Operational effects (industry-standard empirical values for this setup):
- Order/invoice volume: –60 to –90%.
- Internal handling/goods receipt costs: –30 to –50%.
- Part availability (target fill level): ≥ 99% with defined response times.
Note: Hard project facts (108 → 1, 1,246 items, Kanban implementation) are taken from the use case. The procedural effects are conservative empirical values from comparable CTM implementations and serve for classification purposes.
Best practice – why this approach works
- One lead supplier, one process: Consolidation eliminates interfaces, redundant logic, and media breaks.
- Kanban instead of MRP small orders: Consumption signals drive replenishment—fewer orders, fewer rush orders, and higher material availability.
- SLA-based management: Clear performance metrics (stock levels, response time, lead time) ensure reliability and measurable service quality.
- Transparency & Reporting: Consistent master data and simple dashboards (consumption, turnover, fill levels) – this allows product ranges to be continuously optimized.
- Flexibility in the model: Depending on project requirements, additional supply concepts (e.g., consignment, JIT) can be integrated.
