A European manufacturer of small electrical household appliances had sourced this gear from China for twelve years. Three reasons forced a relocation: increased customs costs due to CBAM, a quantified CO₂ footprint as an ESG reporting obligation, and two consecutive delivery delays (post-pandemic effects, container-price surge).
The reshoring had already been calculated in commercial terms back in 2023 — but failed on the qualification effort. Two Asian tool sets would have had to be physically transferred to Europe, plus re-qualification at two new suppliers.
In the One-Supplier model, the SRM onboarding of two new suppliers was eliminated. The tools were re-manufactured in Europe (cheaper than transporting the Asian tools). Dual sourcing was planned from the outset.
The normalised matrix allows a direct comparison of all requested network plants. The primary and secondary sources are released together, so that dual sourcing takes effect from the start of series production.
| Plant | Region | Unit price EXW | Lead time | Free capacity | Q-Score | Total |
|---|---|---|---|---|---|---|
| Plant C | Czech Republic | € 0,64 | 20 days | 150 % | 91 | 89 / 100 · Primary |
| Plant D | Poland | € 0,62 | 22 days | 170 % | 89 | 86 / 100 · Secondary |
| Plant A | Germany · South | € 0,82 | 18 days | 90 % | 94 | 75 / 100 |
Weighting: price 25 %, lead time 15 %, capacity 15 %, Q-Score 20 %, audit 10 %, risk 10 %, CO₂ 5 %.
Every step was recorded — customer, MIM Experts and the two network plants always shared the same level of information.
Reshoring is not just a price issue. For us it was about lead time, CO₂ balance and the ability to respond within three days in the event of a disruption. We now have that. — VP OPERATIONS · CONSUMER GOODS MANUFACTURER
