This is always a problem of and on almost every project, just an everyday challenge. Want to say just deal with it but it is a little more complex than that. Our main focus from the beginning is to set up a proper and informative "Customer Expectation" of the project and make sure they understand you have to deal with this on every project. Next our project managers work hard of setting these hurdles up in every stage of a project in case they happen. Job changes and supply hold ups are part of our business. Maybe I do not understand the question, is this for the suppliers, maybe I misunderstood the question and who it was intended for.
There are alway unexpected problem(s) that come up in projects. What we usually do is find a product the customer likes or wants. If the product has a long lead time then we let the customer know the lead time but also present a very product similar that could work, if they like the product.
We often have many other vendors in line for this reason.
We always like our customer to feel like if there is a problem we have a solution with it. We are not only presenting a problem to our customers.
Depends on the product...if there is another supplier that can deliver quicker and I need it to make the customer happy, then I'd explore that option. If not, then just be honest with the customer and let them know that it is an issue that you have no control over. Maybe offer to do something a little extra for the customer so long as it doesn't hurt you too badly!
I do not see a need to offer a discount or incentive if lead times are longer than one might hope for. Lead times are always a challenge. We try hard to keep our customers well informed and update them as these things come up (which they always do). It is a pain if it holds up other aspects of the job. We want to offer the best quality work, combined with great products, make a little profit so we are around next year and to be priced competitively. If we priced it correctly there is not a lot of room to be giving discounts or incentives. I do not see any reason to offer an incentive for something we do not have control over. If the supplier/manufacturer gave us a discount due to the situation we might then have the ability to pass it on to the customer.
I make the owner of the project aware of any/all long lead items as I become aware of them to ensure everyone associated with the project is on the same page. I then make sure that they are kept in the loop and are aware of when we expect delivery of these items to happen, both good or bad news. I find it is easier to ask permission up front than to beg for forgiveness after the fact.
We try to request lead time info when we bid it so we can gather information on similar products before we go into it but every once in a while it does still happen and we get the information to the client immediately and offer the alternatives and work together on them. We do pay our suppliers quickly which helps the relationship and typically we don't have many who come to us with a delay.
Keeping two or more main suppliers busy with equal volume orders allows one to cover short term slowdowns of the other as a strategy, depends on context, becomes a 'team', less risk.
If my client doesn't mind waiting and the piece/fabric is perfect, then patience is the only solution. If there is a deadline (move in, party, meeting) then I search for another similar item that can meet the deadline.
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Answers (1-10)
This is always a problem of and on almost every project, just an everyday challenge. Want to say just deal with it but it is a little more complex than that. Our main focus from the beginning is to set up a proper and informative "Customer Expectation" of the project and make sure they understand you have to deal with this on every project. Next our project managers work hard of setting these hurdles up in every stage of a project in case they happen. Job changes and supply hold ups are part of our business. Maybe I do not understand the question, is this for the suppliers, maybe I misunderstood the question and who it was intended for.
There are alway unexpected problem(s) that come up in projects. What we usually do is find a product the customer likes or wants. If the product has a long lead time then we let the customer know the lead time but also present a very product similar that could work, if they like the product.
We often have many other vendors in line for this reason.
We always like our customer to feel like if there is a problem we have a solution with it. We are not only presenting a problem to our customers.
Depends on the product...if there is another supplier that can deliver quicker and I need it to make the customer happy, then I'd explore that option. If not, then just be honest with the customer and let them know that it is an issue that you have no control over. Maybe offer to do something a little extra for the customer so long as it doesn't hurt you too badly!
I do not see a need to offer a discount or incentive if lead times are longer than one might hope for. Lead times are always a challenge. We try hard to keep our customers well informed and update them as these things come up (which they always do). It is a pain if it holds up other aspects of the job. We want to offer the best quality work, combined with great products, make a little profit so we are around next year and to be priced competitively. If we priced it correctly there is not a lot of room to be giving discounts or incentives. I do not see any reason to offer an incentive for something we do not have control over. If the supplier/manufacturer gave us a discount due to the situation we might then have the ability to pass it on to the customer.
I make the owner of the project aware of any/all long lead items as I become aware of them to ensure everyone associated with the project is on the same page. I then make sure that they are kept in the loop and are aware of when we expect delivery of these items to happen, both good or bad news. I find it is easier to ask permission up front than to beg for forgiveness after the fact.
We try to request lead time info when we bid it so we can gather information on similar products before we go into it but every once in a while it does still happen and we get the information to the client immediately and offer the alternatives and work together on them. We do pay our suppliers quickly which helps the relationship and typically we don't have many who come to us with a delay.
Look for available alternates that can be changed out when the 1st choice arrives. That way you meet your deadline and complete the order.
l would look in another direction for a comparable product, clients typically don't want to hear about delays
Keeping two or more main suppliers busy with equal volume orders allows one to cover short term slowdowns of the other as a strategy, depends on context, becomes a 'team', less risk.
If my client doesn't mind waiting and the piece/fabric is perfect, then patience is the only solution. If there is a deadline (move in, party, meeting) then I search for another similar item that can meet the deadline.