With our diverse range of services within the EPOS, QSR, hospitality, and retail sectors, the key factor is ensuring no customers are waiting outside of clearly established expectations through tight and transparent Inventory Management processes. Here at Microtek, we try to keep some very simple metrics to ensure we can make the best inventory and stock decisions for our customers and partners by having real-time stock transparency through our two automated stock management systems. Having access to historical data and by working closely with our customers and partners for forecasts (sales or repair requirements), allows our management team to make fully educated inventory decisions and be a respected resource along the supply chain.
What We Offer
Working closely with IT service companies, on-site engineering teams, and the client, we support in two key ways. Firstly, as a repairer, delivering our own piece of the supply chain with transparency and tracking on ‘jobs in’, right through the repair cycle to ‘jobs out’ manifests. Secondly, by working with service partners to ensure the major logistical hubs and PUDOs have stock to meet the complex matrix of four-hour, same day and next day SLAs.
From hosting and shipping out ‘Advance Exchange’ parts as part of a ‘closed-loop’ repair stock, to managing the inventory levels of warranty parts, we have several programs to support our customers and partners on their warranty provision. Some programs require faulty component parts to be sent back to the manufacturer, while others require a straight stock control. Regardless, we deliver these services with dual interest, ensuring that we act as an extension of our partners and within a timely schedule.
Our stockholding on behalf of partners in the EPOS and Drive-Thru markets is based more than ever on historic run rate and forecasts. Yes, forecasts! Forecasts for large scale POS and Drive-Thru projects allows for stock and inventory management as a daily task. For our partners, not holding too much stock is key, but not having enough stock is unacceptable. This means close collaboration, full knowledge of lead times, and open communication channels have been our key to success.
“Having the basic information of existing stock levels, where it is, historical requirements and future forecasts… then, and only then, can data analysis and supply chain management be truly effective!”
— Peter Frost, Head of Operations, Microtek
