The supplier informs you of the delay two weeks after delivery. At that point you have no more leeway.
The expediting service is designed for those who manage orders and supplies in Oil & Gas, energy, marine, railway and metalworking.
The delay does not arise on the day the supplier declares it. It was born weeks earlier.
A material that slips, a subcontracting ordered late, a welding procedure stopped in approval: when the news arrives, the only options left are expensive.
Expediting serves to compress that delay in information. It is not a periodic reminder, it is the systematic verification that each phase of production has really begun, really in progress and really aligned with the agreed schedule.
We monitor production with scheduled visits and direct contact with the processing managers, providing concrete and verifiable updates.
When an issue arises, we request corrective actions from the supplier with defined dates and responsibilities, providing the necessary elements to evaluate recoveries, partial deliveries or alternative solutions.
We manage industrial technical inspections, certifiers, logistics and the technical team, integrating the information into the technical document management of the order.
Receive clear reports on the technical document management of recurrences on the status of activities, identified risks and actions in progress, which can be used in project meetings and communications with the end customer.
The service is for those who are responsible for the timing of an order without having control of the factory where the supply is produced.
We work with EPC contractors, plant and component manufacturers, Oil & Gas, chemical and petrochemical companies, renewable energy and wind energy operators, shipyards and offshore companies, railway companies and metalworking companies.
Within these organizations we mainly answer to project managers, project managers, procurement managers, supply chain managers and engineering managers.
More than the categories, however, the situations count. Recognizing one is the signal that we need a garrison on progress.
The cost of expediting is measured in days of supervision. The cost of a delay is measured in teams stopped on site, exceptional vehicles to be rebooked and penalties to be discussed for months. It is not a comparison that is played on the same order of magnitude. That's where the difference is made.
When the supply is almost ready, when the supplier communicates the new date
On a percentage of progress that no one has verified
Interlocutors who change and start from scratch every time
Your purchasing department, at the tail end of twenty other practices
An email notifying you of the delay
At the first missed milestone, with weeks ahead
On phases verified in the factory, with photographic evidence and dates
Always the same person, who follows the order from order to shipment
We, directly with those who manage production
A recovery plan with dates and managers, agreed with the supplier
The delay often arises weeks before it is declared: slippage materials, late subcontracting or firm approvals. Expediting reduces this information delay by verifying that each phase is really started, in progress and aligned with the schedule.
Frequently asked questions customers ask us about industrial expediting
Industrial expediting is the monitoring of the progress of a supply at the supplier, from order confirmation to shipment. It consists of verifying that each phase of production is underway and aligned with the schedule, identifying in advance the critical issues that generate delays and requesting verifiable corrective actions. It does not concern the technical quality of the product, but the timing and their sustainability. It is a continuous service: it lasts as long as the supply, it does not end in a single intervention.
The technical inspection verifies the technical conformity of a material or a process at a precise time. It answers the question: does this part conform to the specification? Expediting follows the supply over time and answers a different question: will this supply arrive when needed? An inspection can be successful on a component that will still be delivered six weeks late. On critical supplies, the two services are integrated, because time and compliance are distinct risks.
Purchase expediting indicates the extension of supervision to the procurement phase, i.e. the period between the issue of the order and the actual start of production. It is an often neglected and statistically critical phase. If the supplier has not yet ordered the materials or has not received approval of the procedures, the delay has already accrued even if everything seems calm in the plant. Checking order confirmation, availability of materials and starting subcontracting is the cheapest way to gain weeks.
The expediting desk takes place remotely: scheduled contacts, analysis of progress documentation, verification of production plans and feedback on subcontracting. Field expediting involves visits to the plant, with direct verification of the processing status. They are not alternative approaches. The desk guarantees continuity and attendance at low costs, the field provides evidence that the desk cannot give. The correct mix depends on the criticality of the supply and the reliability already demonstrated by the supplier.
The best time is immediately after the order is placed, at the order confirmation or kick-off with the supplier. At that stage, the production plan is still changeable and milestones can be agreed upon rather than suffered. Activating it later remains useful — we are often asked when the delay is already visible — but the margin is reduced and the work shifts from prevention to recovery. If the supply is on the critical path, anticipating is almost always more cost-effective.