EMS providers are challenged to properly identify and capture indirect labor (IDL) effectiveness.
But this is necessary if EMS providers are expected to drive efficiencies for OEM cost reductions that are typically measured against MCOGs, only.
This makes it easy for EMS providers to overestimate IDL costs in quotes given to OEM prospects and existing customers.
To emphasize the importance of this, EMS IDL who are slow to act, use poor judgement and/or fail to execute interacting with vendors/suppliers in your supply chain and/or with internal EMS functional teams supporting your program(s) can tie up tens of thousands, or millions (even billions) of dollars of EMS working capital (depending on your program size). Each month. Every year.
This results in higher OEM customer costs (and pricing), plus lost opportunity cost incurred by both OEMs and their EMS partners.
OEMs and electronics manufacturing services (EMS) providers talk about Six Sigma, 5S methodology, kanbans, and lean but these only impact direct labor (on the production floor) but your supply chain’s second highest cost is S,G&A and none of these measure or drive real savings of costly EMS indirect labor.
Organizations with supply chain, departmental, and employee workflow that is more accurate and on time drive higer productivity and improved profitability.
Freeing up working capital driven by efficient employees who are effective at their work allows companies and supply chains to truly transform.
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Electronics OEM decision makers who are tasked with identifying and selecting contract electronics solutions providers face the truth that contract electronics solutions providers are not good at holding their costly indirect labor accountable (S,G&A).
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