Kellstrom implemented Phoenix—its enterprise resource-planning system—at AirLiance's facility, and went live with it this month. This was an essential step because it didn't make sense to start the physical process of moving the mapped inventory “loc to loc” beforehand—and disrupt the inventory's data integrity.
Parts are now relocating to Chicago, but Kellstrom's sales staff will remain in Florida. However, they have been visiting Chicago on “cultural exchanges” to cross-pollinate ideas.
The parts marketplace—material valuation, ownership options and distribution channels—has drastically changed since AirLiance formed. “Large holders of inventories in this business are seldom rewarded,” unless it is the right inventory—at the right price, says Musselwhite.
And with repair costs often eclipsing the price of a used part, having the three “rights”—part, place, location—is paramount (see page MR04).
I recently left my home of a decade for a new one, 700 mi. (1,126 km) away, so I acutely understand the energy it takes to cull, pack and move. The same week I was transitioning domiciles, Penton purchased Aviation Week from McGraw Hill—my work “house”—so I doubly understand the human side of undergoing a merger, posthaste. But like Musselwhite, I feel privileged to be at the stage of exploring new possibilities and brainstorming ideas with colleagues old and new.
Change can be disruptive, but it can blow open doors you may not have knocked on before. If you're in the Windy City, knock on my new office door, which is open.
Embrace new ideas and move your company forward.
—Lee Ann Tegtmeier Chief Editor MRO