The need to strategically reposition production units, whether individual lines or entire production plants, brings with it requirements for transfer management. This is divided into transfer knowledge and transfer KPIs based on the customer's specification of each transfer. Our goal is to transfer production in the shortest or required time and within the customer's budget.
We also see it as important to briefly explain why Transfer Management is specific as opposed to regular project management. There are several influences: 1. Influence of the organizations between which the transfer is taking place (need to understand both parties and establish a proper communication plan); 2. Technical influence (typically you need to research not only the technology and assets being transferred, but also the destination and its technical specifics, as well as its differences from the original location); 3. Legislative/geopolitical influence (consider the geopolitical situation, or know what legislative requirements can be expected in the transfer and how they will affect the time length of the transfer in particular - especially if the transfer is associated with a greenfield or manufacturing/warehouse conversion); 4. Personnel impact (qualification requirements, training requirements for new staff, but also recruitment of new staff and labour market situation/risks associated with specific staffing needs); 5. Supply chain impact (very often during the transfer the material supplier is changed or the nature of the material changes from E to F status or vice versa. These are basic influences. There are many more such as product change during or just after the transfer, change of production model in the new location, etc.