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INSIGHT The group supplies more than 200,000 distinct fastener


articles, both standards and specials. No surprise then that the Bossard Catalogue has long been labelled, throughout the world’s fastener industry, as the “Big Blue Bible”. First issued in 1949 its successive issues, each larger and more comprehensive than its predecessor, represent a remarkable production feat – made somewhat easier these days by modern publication methods and its presence online. The majority of


Bossard’s sales are to machine industries, accounting for around


48% of the total. Another 35% comes from electronics, and 16% from metal working sectors. The remainder is primarily supplied to


the construction sector. All of which is to understand Bossard in an, unquestionably impressive, statistical and physical


sense – but not to get to the heart of what makes this business an acknowledged benchmark throughout the global fastener industry and its customer base. For that one has to probe rather deeper into its vision and core values. The vision is simple, at least to espouse if not to deliver.


“We want to be the trusted expert brand providing assembly technology solutions globally.” David Dean lays definite stress on “trusted expert brand”. “To be continuously successful in the global market, trust is fundamental – with both customers and suppliers.” Tee Bin Ong takes up the point and rehearses five core values that Bossard has identified as crucial in establishing, maintaining and growing that trust. ‘Customer Focus’ comes as no surprise although Bossard is emphatic that focus must be on “real needs” and requires a clear understanding of the customers’ problems and the active development of an effective solution to them. ‘Quality Focus’ is also a familiar mantra across today’s supply industry. Bossard, though, are specific: “We do what we agree to do to provide economy, comfort and security to our customer”. Bossard is intent on being ‘Value Driven’ but David Dean


is quick again to translate the concept into practicality: “It is important we add value when the customer needs it” – left unsaid but clearly understood is to have a real impact on the customer’s business performance and also to ensure a realistic return for Bossard. “It’s all about execution at the end of the day,” says Tee


Bin Ong, “and for us that means having a Winning Team and ensuring a genuine climate for action, the capabilities for success and a commitment to achieve real results.” Perhaps, though, the most insightful comment relates to Entrepreneurship; yes, Bossard means the encouragement of creativity and innovation throughout its operations but far more telling and distinctive is a commitment to “Do what we feel is right, even the unconventional”. Delving more deeply into the concept of adding value reveals


a very precise formula underpinning the Bossard approach. “It is clear to us that the total cost of ownership,” says David Dean, “revolves around what we call the 15:85 rule.” The rule defines that 15% of the total cost of ownership for a customer rests


44 Fastener + Fixing Magazine • Issue 68 March 2011


Bossard’s Smart Bin system


in the value of the fastening elements. 85% though, rests in additional values – procurement control, warehousing, logistics, pre-assembly and assembly itself. “We have to be comparative in the 15% area,” acknowledges


David Dean, “but to provide best results for the customer we have to be effective in the 85% area.” The mathematics is really quite simple. Making a saving of 10% on the fastener costs delivers just a 1.5% improvement on the total cost of ownership. Make a 10% saving on all the other additional values - the 85% - and the reward is an 8.5% reduction in the total cost of ownership. “Bossard”, says David Dean emphatically, “focuses on where the impact will be greatest – to reduce logistic complexity, achieve process improvement and reduce total cost of ownership.” David Dean, Tee Bin


Ong and vice president for purchasing and logistics, Andreas Bertaggia, all have a wealth of examples but one achievement goes a long way to epitomise Bossard’s translation of this thinking into consistent practice. Bossard has installed 200,000 Smart Bins across its worldwide customer base since the inception in 1998 of what is described as “an innovative logistic solution with Automated Remote Inventory Management System technology”. Essentially that means that each fastener bin alongside the customer’s line or in its warehouse sits on a sophisticated but robust load cell, which monitors the weight of the remaining inventory in the bin. That data is automatically transmitted to Bossard every day, triggering replenishment orders at pre-determined levels. Anticipated rate of usage will trigger routine replenishment but accelerated usage will trigger an emergency response to ensure continuity of supply to the customer’s line. More recently Bossard has further developed the Smart Bin concept to provide mobile versions for larger assembly environments - for example for trains – powered by rechargeable batteries and also now including wireless transmission systems. “The critical technology,” says David Dean, “is really the


software behind the system.” This means Bossard can reconcile customer forecasts against history and has early warning


Andreas Bertaggia, vice president for purchasing and logistics


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