IMI Critical Engineering April 2020

Unifying its global supply chain IN ASSOCIATION WITH

IMI Critical Engineering

DIGITAL REPORT 2020

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Unifying its global supply chain 03

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IMI CRITICAL ENGINEERING

Aidir Parizzi, Director of Global Supply Chain at IMI Critical Engineering, discusses the consolidation of its global supply chain and digital transformation

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ith over 25 years in engineering and operations, Aidir Parizzi, Director of Global Supply Chain at IMI Critical

Engineering, has held various strategic sourcing roles within supply chain. “I started my journey in the automotive industry as a purchasing engineer 04

for Volkswagen after completing my bachelors and postgraduate degree. As a result, I was soon attracted to the supply chain sector,” reflects Parizzi. “After 10 years in the automotive industry I moved to oil and gas where I worked for FMC Technologies and General Electric in global strategic sourcing roles. In 2017, I joined IMI Critical Engineering with one clear mission - to consolidate the global supply chain operations of the company which is spread across 18 sites, in 12 countries worldwide.”

Dating back to 1862, IMI Critical Engineering is part of IMI plc “a major player in the energy and industrial process sector,” comments Parizzi.

“Our focus is to provide technically superior and cost effective flow control solutions, with every valve, actuator or control system we design and

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IMI CRITICAL ENGINEERING

“ Our focus is to provide technically superior and cost-effective flow control solutions, with every valve actuator or control system we design and manufacture meeting our vision – breakthrough engineering for a better world”

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— Aidir Parizzi, Director of Global Supply Chain, IMI Critical Engineering

manufacture meeting our vision - breakthrough engineering for a better world.” Parizzi believes that what makes the company different from its competitors is the talent and diversity across its entire operations. “We are relentless in our focus on customers and our dynamic collaboration with supply chain engineering and commercial teams to ensure we are quick, reliable and long term partners in the market.” Since his time at the company, Parizzi has seen IMI Critical Engineering experience the same challenges as others in the industry. “We have obviously felt the impact of the sharp market decline in the last couple of years. However, as a leader in the power generation sector, we must evolve at the same pace as the market by quickly reacting to new trends such as LNG, natural gas and petrochemicals. In addition to this we are also investing in adjacent sectors such as our recent acquisition of American company PBM, which gives us market leadership in pharmaceuticals and sanitary valves. While we need to adapt in order to remain industry leaders, our values and mission remain the same.”

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4:36

07 Over the last two years, Parizzi has

significant effort and manual inter-

been involved in multiple operations to

vention, we established reliable and

achieve his mission of consolidating

usable data that we could combine

IMI Critical Engineering’s global supply

with pragmatic and effective analytics

chain operations. “The initial activi-

tools. With this organised supply base

ties involved the basic fundamentals

and spend information, we estab-

of modern supply chain procurement

lished a category management team,

strategies. We started by putting our

a global standard strategic sourc-

efforts into organising, understand-

ing process and a unified Approved

ing and analysing the data of our 18

Vendor List.� In consolidating its global

business units. However, we did not

supply chain, Parizzi highlights the

expect our consolidated data from dif-

benefits IMI Critical Engineering has

ferent ERP systems and procurement

seen as a result, such as: diversity of

practices to automatically pull through

thought and experience, collaboration,

system reports. Therefore, with

consolidation of materials suppliers w w w.i mi - c ri t i ca l. com

Ridderflex’s outstanding quality and delivery performance, associated with extensive technical and commercial collaboration, enabled a true long-term strategic partnership with IMI Critical Engineering.

AIDIR PARIZZI, IMI PCL

Ridderflex is proud to be a valve parts key supplier to IMI View Ridderflex’s valve parts

I’m proud to be part of IMI’s supply chain and to contribute to their high product standard.

ERIK NEKEMAN, RIDDERFLEX

I love working for IMI Truflo because of the great cooperation.

I feel a valued partner, not just a supplier.

ALEX OPPENTOCHT, RIDDERFLEX

We keep our stocks of exotic metals, high-end engineering plastics and carbon graphites for seat assemblies closely aligned with IMI Truflo’s valve production schedules.

At Ridderflex we believe in empowering our customers by aligning our business methods closely with our customers to

Our efforts to align with our customers were rewarded with IMI Truflo Marine’s Supplier of the Year Award!

ensure close cooperation.

Our facilities were designed with production of high quality valve parts and short lead times in mind.

Long term relations with IMI Truflo

within hours of production of the valve

Ridderflex have been providing us with high quality bespoke parts for over 25 years. Good knowledge of various products and materials coupled with brilliant service has made Ridderflex one of our key strategic suppliers for the seals category.

parts.

ATIF HUSSAIN, BUYER IMI TRUFLO MARINE

Marine and IMI Truflo Rona have taught us that when it comes to customer relations, service level is everything.

With that in mind, we ensure short lead times and flexibility by moulding PTFE compounds and PCTFE in house. Our laboratory can issue test certificates

IMI CRITICAL ENGINEERING

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to develop strategic partnerships,

benefits and collaboration with

hands on experiences and improved

our suppliers,” comments Parizzi.

use of time to increase efficiency.

For example “CF Booth’s flexibility,

Succeeding in this transformation

expertise and understanding of our

might sound daunting, but Parizzi

product requirements, has been a

highlights that the key to achieving

key factor in sustaining a long term

the consolidation of its global opera-

relationship of over 20 years at IMI

tions was not to radically change the

Truflo Marine,” says Parizzi, “While

way its teams were operating, but to

Ridderflex’s outstanding quality and

structure every step of the process

delivery performance, associated with

the same way, with the use of KPIs

extensive technical and commercial

and common supply chain language.

collaboration, enabled a true long-

“Today we are more focused on a

term strategic partnership with IMI

lean supply chain to allow for mutual

Critical Engineering’.

Alongside the consolidation of

digitisation projects. “The teams are

its global supply chain operations,

working on short to medium term solu-

Parizzi reflects on the company’s

tions that will make our supply chain

drive to digitally transform the com-

more efficient, competitive and more

pany to remove its legacy systems.

supportive of customers. We do not

“Digitalisation is a major trend in our

embark on any project that will not

industry. However, like it is in most

meet these three objectives.”

industries, there is still a lot of confu-

During his time at the company,

sion and uncertainty surrounding

Parizzi has seen the company trans-

the meaning of digitalisation and

form its ERP systems, data and

the actions required,” comments

analytics. “We are gradually transi-

Parizzi. To combat this challenge,

tioning our sites to a single system

the company has developed several

with the help of IFS. Since 2017, we

cross-functional teams working on

have moved half our sites onto one

E XE CU T I VE PRO FI LE

Aidir Parizzi Aidir Parizzi has over 25 years of extensive experience in Engineering and Supply Chain Management, with a strong track record of Supply Chain performance improvement in global businesses. He has worked internationally with global leaders in Automotive and Oil & Gas industries, always focused on building and consolidating Global Procurement & Supply Chain effective teams and processes. w w w.i mi - c ri t i ca l. com

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“ While we need to adapt in order to remain industry leaders, our values and missions remain the same” — Aidir Parizzi, Director of Global Supply Chain, IMI Critical Engineering

system, which can produce automatic reports and data analysis, to streamline and facilitate best practices and solutions within the division. In addition to IFS, we also use Cedar Bay, a comprehensive data capture solution that allows us to track our materials across the whole production cycle.”

When it comes to innovative technology, Parizzi explains the company’s adoption of digital twins. “In early 2019, driven by the potential impact of Brexit, we developed a rudimentary digital twin for our supply chain. Since

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IMI CRITICAL ENGINEERING

1862

Year founded

£682mn Revenue

5,000 Number of employees

14

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IMI CRITICAL ENGINEERING

its initial development, it has evolved to incorporate design to cost methodology and cost models, to name a few. This allows us to quickly evaluate risk and opportunities using different scenarios and market trends.” In addition to digital twins, IMI Critical Engineering has been investing into artificial intelligence (AI) and machine learning. “We are currently investing in this technology to help our customers become more efficient and agile. We are harnessing AI, machine learning 16

and big data - in collaboration with our human workforce - to enhance our well recognised Valve Doctor®

“ Today we are more focused on a lean supply chain to allow for mutual benefits and collaboration with our suppliers” — Aidir Parizzi, Director of Global Supply Chain, IMI Critical Engineering

program to increase plant’s availability and production performance.”

With transformation and innovation comes a lot of disruption and change. At IMI Critical Engineering, Parizzi explains that a good change management strategy starts with making sure all stakeholders are part of any decisions and contribute to finding the right solutions. “We follow a change management strategy that continues well into execution, keeping everyone engaged and focused

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on the outcomes. We’ve also invested

and positioning for the rapid evolution

in a growth acceleration program

of industries we serve. By continually

methodology that is embedded into

investing in our people, our solutions

all areas of the company, helping us

and our service we’ve maintained a

to achieve fast solutions, minimise

reputation for excellence that is crucial

costs and find inefficiencies.”

to our continuing success. The inter-

Reflecting on the company as a whole, Parizzi believes IMI Critical

ests of our customers will always be central to that approach.”

Engineering has been investing in a high-level transformation journey that will bring many benefits to the company. “IMI Critical Engineering has an excellent track record in anticipating w w w.i mi - c ri t i ca l. com

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