When the opportunity arose in March to acquire the Alufix safety guardrail business, we at Combi Works knew we were facing a significant challenge—one that would test our capabilities and push our limits. Originally, we had until June to set up assembly in our own factory, giving us time to adjust and integrate. But when the timeline was unexpectedly shortened to April 1st, we had to move fast. The clock was ticking, a chance to prove what Combi Works can achieve under pressure.
This wasn’t just a simple takeover; it was a chance to apply our Combi Works supply chain service model internally, showing the value and efficiency of our approach in real-time. And we didn’t just meet the challenge—we exceeded it.
Strategic approach to procurement
Our first focus was on procurement. With a reduced timeline, we needed to act swiftly and decisively. We conducted a review of the existing supplier base, identifying opportunities for improvement. By performing supplier audits and implementing our dual-supplier model—a core component of our supply chain service—we ensured that we could not only maintain continuity but also reduce lead times and support scalable growth. This strategic approach positioned us for success, not just in the immediate takeover but for the long term.
Enhancing manufacturability
On the manufacturing side, we took the existing product and asked ourselves how we could make it better. The design and production processes were thankfully already solid, but we saw room for some improvement which could help in reducing lead times, and ultimately enhancing manufacturability. We dove deep and made changes that paid off quickly, proving once again that when the pressure is on, our Combi Works team delivers. We used our Tech review process to recognize manufacturability improvement areas and made concurrent changes into the design, helping push down the leadtimes.
Quality control and cost management
Quality was another critical area of focus. We implemented factory audits within our supply chain and established quality control procedures to ensure that incoming materials met our standards. The result? Zero defects so far—a testament to the effectiveness of our approach.
Additionally, we conducted an analysis of the cost structure to get a clear picture of our manufacturing costs. Something which was unclear at the time of handover. With this information in hand, we could make informed decisions that helped optimize our operations from both a quality and cost perspective.
Streamlining order planning and inventory management
One of the most complex aspects of the Alufix takeover was managing the order planning and inventory for a product with over a hundred components, from profiles to welded parts, fasteners to cassettes. With such a short handover period, there was no room for error. Leveraging our supply chain service, we built a BOM-related manufacturing forecast process to direct purchasing, production, and assembly operations.
The results have been impressive. Over five months, we not only managed to slightly reduce overall inventory levels, but more importantly, we dramatically cut down lead times—from 4-8 weeks to less than a week. This transformation has turned what was once a challenging aspect of the business into a streamlined process with full visibility across the manufacturing chain.
Implementing a new MES system for the assembly production
To further enhance our assembly production, we implemented a new MES system by acquiring a license for the MES module in Airfaas. This system was integrated with our inventory, allowing us to control the assembly function more effectively. The result is a more coordinated, efficient production process that aligns seamlessly with our broader operational goals. All concurrently with the takeover process.
Conclusion
Despite the unexpected and accelerated timeline, the takeover of Alufix has been a success. By applying the Combi Works supply chain service model to our own operations, we’ve not only met the challenge but set a new standard for how we approach acquisitions and integrations. This achievement wasn’t just about hard work; it was about methodical execution, proving that our process delivers results even under the most demanding conditions.
A big thank you goes out to my team in both Infra and Manufacturing services, who have shown their professionalism and dedication every step of the way.
As we look ahead, we’re excited about the future prospects for the Alufix product line within our Infra products business segment. Alufix is now fully integrated, optimized, and ready for growth—just the way we like it.
