1.0 INTRODUCTION

The function of an expeditor is to facilitate the progress of a contract by taking action as necessary to assist in the timely completion of the work and to prepare reports in sufficient detail for action to be taken by the client where the programme of work is in jeopardy.

In order to fulfil these responsibilities the expeditor must be fully familiar with the requirements of the contract including all the specific documentation which needs submission and approval as part of the contract.

The purpose of this Work Instruction is to provide guidance to expeditors on the type of information to be obtained from a supplier and what 'follow up' action is required if problems or delays are identified.

This Work Instruction is applicable to all expediting assignments for QA Management Services where clients have not otherwise imposed specific requirements and for which, specific Work Instructions are prepared.

2.0 INITIAL CONTACT

1. Within 24 hours of receipt of an assignment, the expeditor shall make contact, by telephone, with the supplier for introductory purposes, on behalf of QA Management Services and arrange a time to visit the supplier to discuss the contract.

2. During the telephone contact the following information should be obtained :-

i) Name of regular contact and position within the suppliers organisation.

ii) Confirm the supplier is in possession of the purchase order and is able to quote the order number.

iii) Confirm the date of receipt and acceptance of the purchase order and the acceptance of the supplier to the quoted delivery date.

iv) Enquire the status of drawings and when or if the supplier intends for drawings to be submitted for Client approvals.

Enquire if drawings are 'for information' (if propriety items being purchased) or if drawings require 'approval'.

It is important to establish if the supplier does not intend to proceed unless drawings are approved (when specified).

v) Advise the supplier that in order to effectively expedite you will need to monitor work against a documented production schedule.
If not already available, attempt to get a commitment from the supplier that a production schedule will be produced for the work.

(This may not be practical or possible for propriety equipment being assembled or produced on a production line).

vi) Enquire if any problems exist with the purchase of materials and identify any critical items of sub-supplied material or equipment and, if there is, arrange to obtain an unpriced copy of the purchase order for attachment to the expediting report.

vii) Submit a report on the issues discussed in the preliminary contact completing all the information required by the attached 'Expediting Report' form PMP2.08.12F.

3.0 REPORTING

Unless advised otherwise, an expediting visit shall be carried out weekly and it should be remembered that most suppliers will only answer direct questions and will not normally offer information which has not been requested. It is therefore important to probe in depth the main points - as listed below - and seek evidence that what the supplier is saying is factual by sighting drawing registers, obtaining copies and order numbers of sub-orders etc. and always visiting the shop floor to ascertain production status.

The following headings must be addressed on each visit :-

• Engineering
• Drawings
• Materials
• Manufacture
• Sub-contracts
• Documentation

Note: It is important that the topics are discussed at every visit even if, for example, on a previous visit all drawings had been approved. It may be that modifications have been instigated which result in the revision of drawings. If this is the case then it will be necessary to expedite approvals through the system.

(It may become necessary to take action to 'backwards' expedite information for the supplier from the clients office).

PRELIMINARY

Confirm that all the information in the header of the expediting report are completed including confirmation of the suppliers understanding of the order basis.

e.g. FOB* - Free on Board
FAS* - Free Alongside Ship
ExW - Ex Works Despatch

* FOB/FAS should be specific and include location.

Enquire from the supplier the expected delivery date which should be the same as the purchase order delivery date.

The expeditor must now systematically work through the following headings :-

* Note : If the manufacturer/fabricator is not the party on whom the order was placed then the information obtained may need to be carried out from more than one worksite which will require prior approvals before proceeding.

ENGINEERING

Is engineering complete and when specified, have design details been submitted to the Client for approval or comments?

(Consider if design has, in addition, to be submitted to any statutory/regulatory authority e.g. Lloyds, DLI, DOHSW, DNV etc).

Monitor status in the event that work will not proceed unless Client approvals have been received.

At each meeting enquire if any changes to the engineering status exist - a Client or Supplier may revise requirements part way through a contract.

DRAWINGS

Obtain a list of drawings which are being prepared for the work and list the drawing numbers in the report. Obtain confirmation that, where specified, drawings have been returned 'approved' by the Client and record the date that approval was given.

Once all drawings and revisions are approved the list may be dropped from the report and the word 'complete' inserted.

On each visit the expeditor must enquire of and report any changes to drawings that have taken place; this is particularly important where design changes have occurred.

'As built' drawings will often be required as the contract concludes.

MATERIALS

Using the 'bill of materials' or drawings with materials lists, work through the list and ascertain which items are to be purchased and those to be drawn from stock.

Enquire if orders have been placed and who are the sub-suppliers.

Obtain copies of sub-orders as evidence that equipment is being purchased and check delivery dates.

The monitoring of incoming materials is an important part of expediting.

If the supplier advises that materials are in the stores then the expeditor must visit the stores and check that material is available for the work.

During subsequent visits, the outstanding materials list should be reduced until all items of 'bought in' materials or equipment are in the works.

The contractor should be encouraged to prepare and maintain a "Material Status Report" even if this is not otherwise specified.

Particularly identify and report on "long lead" items or critical components.

MANUFACTURE

Manufacturing status should always be assessed by comparison with a manufacturing schedule or bar chart.

Sufficient breakdown of activities should be made so that progress can be sensibly monitored.

If slippage to program occurs then the question must be asked how the supplier intends to recover the lost time. (eg. overtime; extra personnel; sub-contracting ...)

Where slippages have occurred the supplier must be requested to revise the production schedule to show how rescheduling will result in finally achieving the required delivery date.

At all times, constructive advice on how to prevent slippage should be made and early warnings of delays are essential.

A workshop visit to establish the current status of manufacture is essential.

The objective at all times is to provide an independent report to the client of the status of the contract.

SUB-CONTRACTS

In a similar manner to the method of expediting from the prime supplier a similar series of questions is required to be asked of the sub-supplier for all sub-contracted work or 'bought in' items of plant and equipment which requires sub assembly or fabrication.

A supplier will often incur delays because of difficulties in obtaining materials and equipment from a sub-supplier therefore close monitoring of sub-suppliers is essential.

DOCUMENTATION

The expeditor must list all the documentation which requires submitting as part of the contract and monitor that submissions are made in a timely manner.

SUMMARY

Summarise the important points of the visit which could result in delays and include any recommendations or action required by the Client.

The expeditor should always be alert to serious delays, machinery breakdowns, industrial unrest and financial stability of the supplier and where slippages have occurred. If corrective action is not being positively taken by the nominated contact, the expeditor should seek a meeting with Senior Management to resolve the matter.

Note : It is a requirement that reports are prepared prior to leaving a suppliers works and faxed direct to QA Management Services on +61 (09) 9386 8200 prior to departing.

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