POWER
focus on supply chain solutions. Even now, 50 per cent of all order lines in the UK are processed through EDI and the supply chain solutions tools that we have adopted or created. However, we knew we had good internal people.
By this time, I had become the supply chain manager. I was responsible for all customers made suggestions for supply chain solutions win-win situation. Some of the methods we developed included showing customers how often they placed the same low-value orders and convincing them to consolidate, meaning placing fewer but larger orders. Another example is a customer who is still 24-hour turnaround, but we could not do that from Germany at the time because we was to set up a UK hub through a third-party logistics provider.
Over time, an obvious
development is moving towards higher ASP products.
Lee Morris: Yes, we put this in place ten years ago. It involved more design and fewer passive components, as well as a more focused approach. We demonstrated components from 30 per cent to 26 per cent, while simultaneously growing our overall business. You could really see it, and when you looked at the pie charts, you could see the embedded and wireless slice growing without reducing the volume and value of passive components.
How did you approach customers who had already set up passive components for logistics?
Lee Morris: Well, by then, we were important to them. You see, we have always tried not to let them take us for granted because it was easy for them to do so. Now that they have their passive components, Rutronik always delivers them on time. So, we tried to educate customers on the value did not want to undersell its value. I told our sales team, “You have got to look at your contracted business. It is a platform to build on. We have to make sure there is a good funnel of articles to pursue with the right commercial relationship.” Once we established the base contract and ways of working, it was easier to build from there.
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Over the years, I have seen Rutronik UK/ Ireland grow from a small regional operation into a trusted partner for customers across sectors in the UK and Ireland.
Where do you see things developing in the future? What would you like to see happen in the
It became clear that you are passionate about sales funnels, that your approach for Rutronik UK?
”
Lee Morris: Exactly. I focus heavily on us to be the best we can be in the UK, and I am passionate and invested in it. I would say that the UK market has a more entrepreneurial spirit. We are more entrepreneurial in the way we have approached things: taking risks and acting like mavericks at times, while always coming back in line when necessary.
For example, we have become important to one of our top customers because we are one of their largest suppliers of low- value commodities. We have made this and fewer shipments. We are now receiving higher ASP parts, but we had to optimise the have recently been benchmarking us in the market but will not move away from us due
Lee Morris: us to start doing business with customers on our terms more often. We only do that doing next to nothing. It is hard to show customers your value when everyone must compete with such low margins. Our systems and processes must be superior. Our new Rutronik ERP system and AI solutions in logistics and supply chain management are paving the way. In the to the voice of the customer. Finding the right balance is key.
about this year’s Rutronik UK/ Ireland anniversary that you would like to share?
Ron Smith: to our customers, partners and the entire Rutronik team.
not only because of the anniversary, but also because of leadership change and the current circumstances we are facing with positive signals after challenging one and a half years.
NOVEMBER 2025 | ELECTRONICS FOR ENGINEERS 37
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