Fehlentscheidungen bei Bestands- und Projektplanung durch fehlende Transparenz im Liefer- und Installationsplan

Definition

Delivery scheduling sources highlight the need for clear inventory and order visibility as a foundation for efficient planning.[3] When wholesalers cannot reliably see when equipment will arrive, clear customs, be delivered, and be installed, they compensate by ordering early and keeping additional machines or major components in stock to avoid project delays. For high-value machinery, even a small number of extra units held as buffer can lock up large amounts of working capital: 2–4 additional machines at AUD 250,000–500,000 each equate to AUD 500,000–2m in inventory that might otherwise not be required if scheduling and visibility were robust. Carrying costs (finance, insurance, storage, obsolescence risk) are often estimated at 15–25% of inventory value per year, making this a recurring six‑figure drag. In parallel, to compensate for uncertain delivery and site-readiness timing, project managers build in generous buffer days for installation crews; this lowers apparent utilisation and drives decisions to hire extra staff or outsource work that could be handled in‑house with better scheduling data. These are decision errors: choices that appear prudent in a low‑visibility environment but which systematically reduce asset turns and profitability.

Why This Matters

The Pitch: Wholesale machinery players in Australia 🇦🇺 tie up AUD 500,000–2m in unnecessary buffer stock and low-yield project days because of opaque delivery and installation schedules. Decision-support tools that integrate ETAs, stock, and project milestones free this capital and capacity.

Affected Stakeholders

CFO, Head of Supply Chain, Inventory / Procurement Manager, Project Management Office, Operations Manager

Related Business Risks