An interview with
Dr. Klaus Wutz | Supply Chain Manager
““Coming together is a beginning. Keeping together is progress. Working together is success.”
– Henry Ford
1) What is your role at Plasmion?
Being with Plasmion from the very first moments, my role has changed a little bit over time. In the beginning, I was mainly involved in testing our technology in the lab. As we took the next step from prototype to product, finding reliable suppliers to manufacture our sophisticated products became very important. Since then, I have been responsible for choosing of and communicating with our suppliers and service providers and taking care of the whole supply chain from the procurement of our supplier parts to the delivery and customs clearance of our products to our worldwide customers.
2) What skills are particularly valuable for your work at Plasmion?
From my personal assessment, I am a person who likes to work into a task in detail and is not looking for the quickest, but the best solution. This mind-set was extremely helpful for troubleshooting during our product development. However, working with Plasmion on establishing a sustainable business from scratch has taught me to familiarize myself very quickly and under pressure to the necessary degree with topics that initially were very foreign to me.
Whether it was the submission of EU-funded project proposals or the preparation of special export declarations or the supervision of TÜV product certifications: versatility is one of the skills that I think is very valuable in a growing company.
3) What do you value most about working at Plasmion?
I am pleased about the constant professionalization of our growing team and the new colleagues’ impulses from which I also benefit. Although we are still a very young company, we have established ourselves in a very specialized business environment dominated by large enterprises, which would never have been possible without the great commitment of all my colleagues. I appreciate the team spirit and that everyone believes in the success of our products. That’s why I’m glad to be a part of Plasmion’s exciting journey.
4) What is the biggest misconception companies have about their supply chain?
Companies often underestimate the risks of a highly globalized and cost-optimized supply chain. While minimizing costs and warehousing increases efficiency, it also makes supply chains vulnerable to disruptions, as seen during the coronavirus pandemic. The more complex a product and its production process, the more subcontractors are involved. Even with alternative suppliers, global disruptions can quickly impact all suppliers if they lack their own diversified supply chains. The pandemic highlighted the importance of regional supply chains and warehousing to mitigate risks. Given ongoing geopolitical uncertainties and trade restrictions, companies must reduce dependence on global influences to ensure stability.
5) Which aspect of supply chain management is often underestimated despite being crucial for success?
In my experience cooperation and a fair procurement policy are key but often overlooked. In industries like automotive, a top-down approach pressures suppliers into low margins, risking long-term stability. While large companies maximize profits, sustainable supply chains depend on profitable suppliers who can attract skilled workers. A fair procurement strategy is essential – sometimes, it’s better to support existing suppliers through price discussions rather than constantly seeking cheaper alternatives. That’s why I’m very curious about the actual content of manufacturers’ future sustainability policies regarding the strengthening of their suppliers.
6) Which technological development or innovation will fundamentally change supply chain management in the next five years?
Various technologies will shape the future of supply chain management, including Blockchain-based data sharing, Cloud-based track & trace, Predictive Analytics, and Digital Twin Simulations. However, it’s uncertain which will have the most disruptive impact. Rising energy costs are a major challenge in energy-intensive production and logistics, especially for European suppliers and manufacturers. That’s why I believe that technologies driving the transition to green and cost-effective energy will be invaluable for global supply chains.
7) What was the most unexpected challenge you had to overcome in your role as Supply Chain Manager, and how did you handle it?
One challenge perfectly illustrates the complexities of procurement in our company. Since we design our own products but adapt to various mass spectrometers, we sometimes need to source identical components to the originals. Early on, without established manufacturer contacts, I had to find a specific hinge for a Japanese mass spectrometer. I assumed a similar hinge would be available in Europe, but none matched the exact dimensions. So, I searched Japanese fastening suppliers and ended up spending a whole weekend – with my family’s help – going through 1,000-page catalogs from three manufacturers, but unfortunately without success. Eventually, our sales partner in Japan pointed me to the right supplier: a manufacturer of kitchen cabinet hinges. The next challenge was arranging delivery to Germany, as they only supplied Japanese kitchen makers. In the end, I secured a bulk order of left and (unneeded) right hinges – enough to last for decades!