How do you go about evaluating new supply
partners and determining whether they would
be a good fit for you and Fuchs?
Obviously, they need to be able to offer the product
we need and have the right technology and scale to
get the approvals we require. Then, we look at quality
and cost. Another important aspect is their capacity to
develop further. We need to know if they have that
capability so, if anything changes in the future, they
can supply new types of additives, base oils, packaging
or anything else we may need.
We prefer to call them partners rather than
suppliers as we want to work with people who
have a strong focus on cooperation. We like to find
win–win scenarios, where both sides see benefits.
We want partnerships that are built for the future.
I mean, not just supplying for a couple of years;
we are seeking long-term agreements.
Finally, what are some of the things that you
have done to foster a fun and enjoyable
working environment at Fuchs?
Maybe this is part of the Scandinavian culture, but it’s
a good social climate in the company. We try to work
as one team, with one agenda. We have an
open office and that enables informal
conversations. We try to have open and
honest communication with ‘taking the pulse’
meetings at the plant and in customer service.
We do our best to celebrate good news
like new contracts. I have also implemented a
hall of fame. If something special is done, we
always inform everyone through our channels
about the particular person or group who has
achieved entry into our hall of fame.
We focus on continuous improvement in
the business and of course, especially for us
now with a new owner, we are past the
integration phase and moving into a phase
where we are targeting growth. It’s very good
to have owners who are willing to invest as
they give us great security and faith in the
organisation’s future.Half page advert
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