Cross-Country Product Line Relocation — 7,900 Components Resourced in 5 Months
A global OEM manufacturer needed an entire aerial platform product line relocated from Washington State to South Carolina — 7,900 components resourced, 10 kaizen events, and compressed from 8 months to 5. The first unit came off the new line on plan.
The Challenge
The aerial platform product line was being relocated from a facility in Washington State to South Carolina — a strategic move for supplier proximity and cost structure. The original plan called for two 4-month segments, but headquarters compressed the timeline to 5 months total. Meanwhile, 3 new product launches, an ERP implementation, and current production all had to continue uninterrupted.
The entire BOM scope of 7,900 components had to be resourced — new suppliers identified, qualified, and delivering to the South Carolina facility before the Washington line shut down.
Headquarters compressed the timeline from the original two 4-month phases to a single 5-month execution window. The Washington line had a hard shutdown date — the new line had to be operational and producing to meet increasing demand.
Simultaneous priorities: 3 new product launches, a full ERP implementation, and maintaining current production at the existing facility — all happening concurrently with the relocation.
Sourcing constraints and logistics challenges were significant — 5 semi-tractor-trailer loads of material components needed housing during the transition. Temporary trailer rentals were required until the new line was in place.
A new commodity manager was hired specifically for the resourcing activity. 3 suppliers were negotiated to co-locate distribution facilities within 1 mile of the new plant for VMI with multiple daily deliveries.
Our Approach
We used a 3P Stage Gate planning methodology with weekly stakeholder reviews, Gantt chart milestones, and no-go/go decision points. The relocation was executed in parallel with 10 kaizen events for kanban setup and material flow at the new facility.
Phase 1: BOM Resourcing & Supplier Strategy (Months 1-2)
Mapped all 7,900 components and developed sourcing strategy for each. Hired a dedicated commodity manager for the resourcing activity. Met with every supplier to discuss delivery, quality, and communication requirements through the transition. Began qualifying new regional suppliers while maintaining relationships with existing sources for continuity.
Phase 2: Logistics & Material Staging (Months 2-3)
Managed the physical movement of equipment and materials — 5 semi-tractor-trailer loads of component inventory. Housing material in rented trailers during transition until the new line was in place. Established secondary sources for challenging components. Negotiated 3 key suppliers to co-locate distribution facilities within 1 mile of the new plant.
Phase 3: Line Setup & Kaizen Events (Months 3-4)
Led 10 kaizen events for kanban setup and SWIP visual controls at the new facility. Established PFEP, FIFO supermarkets, barcoded kanban systems, and cycle count plans. Implemented the same material flow systems proven at the existing facility — standard work, visual management, point-of-use materials.
Phase 4: Launch & Stabilization (Month 5)
First aerial platform came off the new South Carolina line in the first week of month 5 — on plan. Ramped from 3 units/day to 5 units/day as demand increased. Hired 7 personnel for line management and assembly. Established all VMI programs with co-located suppliers for multiple daily deliveries. Achieved $100K annual cost savings versus the Washington BOM costs.
Results & Impact
The first unit came off the new line on plan — first week of month 5. All 7,900 components were resourced, 10 kaizen events established world-class material flow, and 3 co-located suppliers provided VMI with same-day delivery.
First unit off the new line in week 1 of month 5 despite compression from 8 to 5 months
Entire BOM scope resourced with new regional suppliers and qualified to production standards
Kanban setup, SWIP visual controls, PFEP, FIFO supermarkets, barcoded kanbans
Annual savings versus prior Washington State BOM costs through regional supplier optimization
Additional Outcomes
“Relocating an entire product line across the country in 5 months while launching 3 new products and implementing a new ERP — most people would say that is impossible. The first unit came off our new line right on plan.”
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