3-2001 Supply-Chain Management: The bottom line:... -
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Published on: 6/7/2002
Last Visited: 6/7/2002
U.S. Steel approached Olympic Steel about forming Olympic Laser Processing, a 50/50 joint venture formed in 1997, says Mark Williamson, OLP's general manager.OLP produces laser-welded blanks.Olympic Steel oversees the operations, while U.S. Steel is in charge of the sales and marketing.Olympic, already a significant customer of U.S. Steel's, had experience in laser cutting but not laser welding.
Fewer customers, bigger risksMany of these investments rely on just a few customers.
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Because of U.S. Steel's ownership of OLP, "you don't have finger-pointing when there's an issue at the stamping plant," Williamson says; there isn't debate about whether a problem is weld- or steel-related.Olympic Laser Processing functions as a toll-processor for the steelmaker.
OLP is implementing a quality-assurance system in which each weld is inspected at the plant and can be tracked through the stamping and painting process.The operation uses an ultrasonic post-weld inspection system that records the results of each weld.Each blank receives a unique number; previously, the blanks were identified by pallet number.Some facilities use ink-jet printers to identify parts, which means the identification is lost during painting.OLP engraves the serial number on each blank; this allows traceability through painting.
Building trust
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At its customers' direction, Olympic Laser Processing holds two weeks of finished material on the floor to protect against downtime because of major equipment repairs, Williamson says.OLP also maintains one to two weeks of work-in-process and raw-materials inventory.Williamson is comfortable with the current inventory levels; there are no plans to reduce them.
Pricing practices and a company's sales goals can muddy the waters as well.When steel companies announce price increases, service centers often start building inventories, distorting the demand picture.Steel mills sometimes stockpile low-priced scrap.