Our Clients prefer us to keep their work confidential. That’s not an issue for us. We’re used to working with the best: firms that compete tooth-and-nail with one another in the market, so we respect their requirements for confidentiality. We also recognise that we are involved at the early stages of new product launches, so there’s another reason not to tempt the industrial spying community to visit us on a ‘supplier audit’.
Our current client base covers the following sectors:
• Automotive (‘A’ face & other internal trim parts; external parts such as grilles, fog-lamp surrounds, wheel-arch liners and under-bonnet parts for filtration, fluids, coolants etc)
• Aerospace (cabin electronics, fuselage & wing internal components)
• Automation (components for industrial drives and other automation-related products)
• Defence (tanks, warships, fighter jets – only joking! Various components)
• Electrical (connector housings, instrument panels, critical safety etc)
• Housing & Construction (domestic housing roof parts, TRVs, sprinkler system components etc.)
• Medical & Welfare (washroom hygiene, personal hygiene, wearable medical disposables etc.)
• Point of Sale (trays, pushers and other components for retail display cases)
• Sports (golf course management products – rather than clubs – plus our own range of cycling products)
• Water Distribution & Heating (domestic boiler parts, water distribution accessories etc.)
Other sectors that we are currently targeting, being a good strategic & technical fit with what we’re doing already and the experience we have within our senior management team, are:
• HVAC (air movement & management)
• Packaging (high-cycle, twin-shot products such as caps, enclosures, holders, scoops)
Been there; done that:
• Lighting (white, opal and clear mouldings for domestic & commercial buildings and electronics)
• Flooring (indoor & outdoor floor tiles)
• Energy, water treament (e.g. Pall rings)
• Packaging (grocery basket handles, lin bins, containers, trays etc)
We believe our clients come to us because the ‘low-cost’, extended supply chain model that saw buyers rush off to the Far East, and then Central & Eastern Europe, has become increasingly outdated, difficult to manage and less & less cost-effective, when total (landed, stocked, paid-for-ahead-of-time) costs are considered.
We recently heard one of our more enlightened customers (an acquisitive, dynamic American industrial conglomerate – market cap $30bn) call it “best-cost” sourcing. They don’t refer to ‘low-cost’ sourcing because it misses too many other points. They focus on the total cost of doing business with us, rather than simply focussing on the purchase price. That means they look at the additional cost of internal & external resources tied up in managing an extended supply chain. They take into account the cost of bloated finished good stock, on the sea/lorry as it makes its way from supplier to customer, AND in their warehouses, where it’s often given the comforting sobriquet of ‘safety buffer’, like some old friendly station master who makes sure everything runs smoothly. They count the cost of dealing with down-time (where critical parts are missing because of delays at customs or in loading) and they count the cost of physical returns, where the parts delivered are incorrectly coloured, shaped or configured. It’s a bit of a pain calculating all this, so the more sluggish purchasing departments will simply ignore it and present their credentials (for cost ‘saving’) based on their PPVs (Purchasing Price Variance – price paid for the part in the UK minus price paid for the part in their ‘low cost’ supplier’s country). That’s it; job done.
But, these sluggish, introverted purchasing teams haven’t worked out that:
- ‘Low-cost’ economies have themselves developed into attractive markets for the best of their indigenous supplier base. The best ‘low-cost’ suppliers are no longer waiting to be beaten over the head on price in transactions with their (‘high-cost’?) customers in different time zones, who don’t speak their language: they’ve moved on…to work with local customers in fast-growing local markets
- European buyers have therefore been left to deal with less sophisticated, second- and third-tier ‘low-cost’ suppliers who are just as willing…but less capable of delivering the same quality, on time. Oh yes, they’ll make all the right noises when a foreign buyer turns up needing large quantities of this or that, but…
The problem has been that, having been abandoned all those years ago, the local manufacturing supply base (particularly in the UK, although also in Western Europe in general) is a shadow of its former self. But we believe the investment we have made at Goodfish will lead the return of this work to the UK.
This is why we say ‘Manufacturing’s Coming Home’.