Procurement department and summer slowdown : planification is key! 

With May just around the corner, June will follow, and then summer. For the procurement department, especially if it operates in an industry or for a company that sees a slowdown in activity during the summer months, this period calls for special preparation that requires a structured plan. That’s what we’d like to explore with you. Our topic for the May article might seem a bit premature, but preparations for the summer slowdown actually start now. So let’s break down the steps that need to be taken at each stage of the process to prepare for the slowdown in business activity during the summer months. 

In preparation for the slowdown

To ensure business continuity, the first step is to confirm with the relevant departments the scheduled date for the complete shutdown of production. Then, communicate this date to all departments and suppliers involved. 

Next, you must ensure that production and maintenance are secured to avoid any unpleasant surprises. Once the dates of these shutdowns have been confirmed, secure sufficient inventory to last until the selected shutdown date, assess the criticality of parts, and validate the critical inventory levels (materials and consumables) to be prepared and maintained, both in your own inventory and with your suppliers. Place purchase orders for the parts and services that will be needed during the slowdown, and confirm these with suppliers, emphasizing the firmness and criticality of the deadlines to be met. 

A rigorous inspection upon delivery will prevent any further unpleasant surprises. Be sure to verify the quality and compliance of the received inventory against the relevant technical documentation as soon as possible, and adjust orders or inventory levels as needed. 

In addition, you’ll need to plan to suspend or reschedule deliveries during the shutdown and adjust delivery schedules (before and after the shutdown) accordingly. Also, be sure to designate a purchasing/procurement manager for emergencies and make it clear that only you or the designated manager will serve as the sole point of contact for suppliers during this period.

In addition to deliveries, you will also need to focus on equipment preparation :

• – Identify the equipment that will require maintenance during the slowdown
• – List the parts, consumables, tools, and temporary equipment to be procured
• – Confirm the need for specialized subcontractors
• – Define the critical sequence of shutdown priorities in case of an emergency, as well as the types of interventions required (preventive / corrective / inspection)
• – Have maintenance kits prepared in advance

We also recommend preparing the restart inventory ahead of time. To do this, you need to validate the production lines that are priorities for the restart, identify critical materials for the first week, and secure parts with long lead times in advance. 

2. During the slowdown 

Ideally, with proper preparation, everything should go smoothly during the slowdown. The focus will therefore simply be on ensuring effective oversight of the implementation of the detailed plan outlined above and managing any exceptions that may arise : 

• – If needed, keep a record of exceptional stock withdrawals
• – Document any unplanned usage (excluding ERP if applicable)
• – Ensure full traceability for reconciliation.

During the shutdown, you will also need to maintain active contact with external mechanics and subcontractors, track work orders (signed at the end of each job), and approve deviations in real time (change requests).

3. Restarting operations  

When operations resume, the return to production must be monitored, and production priorities may need to be adjusted in accordance to what happened during the slower moment. Any discrepancies that occurred during the shutdown or slowdown period must be identified, documented, and corrected immediately. 

Adjust the ERP system based on inventory usage, note any off-system transactions that may have occurred, and reconcile purchase orders based on what was consumed, what was delivered, what was invoiced, and the work performed. This will allow you to analyze discrepancies and verify whether any potential overages were justified or not. 

Finally, take a brief tour of the production floor to verify the physical operation of the production line, check that equipment is operational, and confirm the availability of critical materials.

One last piece of advice? Continuous improvement!

The summer slowdown is a good opportunity to assess the structure and effectiveness of how you implement practices within your organization. With a focus on continuous improvement, you can use this opportunity to analyze your suppliers’ performance : Are they meeting deadlines? Is the quality of their work up to par? 

And on your end, are you able to mobilize your teams and stay within budget under conditions that differ from the norm? Internally, schedule a meeting to identify the strengths and pain points of this slowdown process. Identify any opportunities to adjust your procurement strategies and management of the slowdown plan for next year so that it can be further optimized.

What about J2?

At J2, we’ve supported several summer factory shutdowns.  Feel free to reach out to us for help with developing, analyzing, and optimizing your summer slowdown management plan. 

This calmer moment in activity and production is also an ideal time to schedule training sessions and help your team build their skills. Check out our training services and contact us with any questions! We’d be happy to discuss them with you!