HOW A GREAT LAKES SHIPBUILDER STRENGTHENED CASH FLOW AND MATERIAL CONTROL ON A MULTI-YEAR VESSEL PROJECT

Shipbuilding isn’t transactional.

It’s engineered across years and planned in phases, executed in precision, and measured in long-term performance.

For one Great Lakes shipbuilder supporting complex marine projects, wire was essential but the way it was purchased and managed was creating operational drag.

Large volumes were ordered upfront. Inventory was stored onsite. Cash was committed long before installation.

On multi-year builds like a Service Operation Vessel (SOV), that model created friction between purchasing strategy, production flow, and financial performance.

For marine and heavy industrial manufacturers, that tension is familiar.

WHEN TRADITIONAL BUYING MODELS DON’T FIT LONG-CYCLE BUILDS

In heavy industry, material strategy directly affects project performance.

This shipbuilder faced:

• Warehousing strain from bulk wire deliveries
• Cash tied up months sometimes years ahead of installation
• Delivery timing that didn’t always align with production sequencing
• Accountability challenges across extended project timelines
• Industry-specific sourcing and compliance requirements

Production teams were accustomed to established processes. Purchasing teams were focused on cost control. Project leaders needed reliability without disruption.

What they needed wasn’t a better price on wire.

They needed a better supply model.

A DIFFERENT CONVERSATION ON THE SHOP FLOOR

During an April 2024 on-site walkthrough, Werner approached the situation differently.

Account Manager William Hartwig, alongside Dave Kurtz, Business Development Leader for Heavy Industry at Werner evaluated how wire moved through the facility, not just how it was quoted.

They studied consumption patterns. They assessed storage constraints. They mapped purchasing timelines against production sequencing.

The opportunity wasn’t to sell more wire.

It was to redesign how it flowed.

DESIGNING A MANAGED WIRE STRATEGY FOR SHIPBUILDING REALITIES

Together, Werner and the shipbuilder built a supply program aligned to long-cycle marine operations.

The solution included:

• Offsite warehousing to reduce onsite inventory burden
• Staged material release aligned to production milestones
• Just-in-time and next-day delivery when needed
• Invoicing tied to shipment not bulk receipt
• Dedicated logistics support to manage non-standard engagement

Rather than requiring production to adapt to distribution norms, Werner adapted distribution to shipyard operations.

That required internal investment onboarding new vendors, building dedicated delivery routes, and supporting a customized engagement model.

But it preserved what mattered most: production continuity and financial control.

CROSS-FUNCTIONAL ALIGNMENT IN ACTION

The transition required alignment across Purchasing, Operations, and Project Management.

It wasn’t implemented overnight. Production-floor teams had understandable hesitation around changes to long-standing practices. Certain value-added services, like wire cutting and spooling, saw limited adoption.

But the core managed model delivered measurable operational and financial impact.

William Hartwig identified the opportunity. Dave Kurtz translated operational realities into a workable supply framework. Today, Account Manager Mike Manders continues to support the relationship, ensuring the strategy evolves with project demands.

The focus remains disciplined and practical: supply strategy that supports build schedules without adding complexity.

STRATEGIC VALUE FOR MARINE AND HEAVY INDUSTRIAL LEADERS

For shipbuilders and heavy industrial manufacturers, long-cycle projects amplify supply risk.

Material arriving too early strains working capital, material arriving too late disrupts production sequencing, and traditional bulk purchasing models often ignore project cadence.

Managed supply strategies reduce exposure when they are designed around how vessels are actually built.

Early collaboration between purchasing and operations is critical.

Inventory strategies must reflect milestone-based builds.

Cash flow discipline strengthens competitiveness across multi-year contracts.

MORE THAN MATERIAL

In marine manufacturing, the right partner understands that supply chain decisions influence schedule integrity, financial performance, and long-term growth.

Werner delivers more than product.

We design supply strategies that align with production sequencing, protect cash flow, and support operational control without disrupting the way shipbuilders work.

Because in long-cycle industries, reliability isn’t optional.

It’s engineered.