The challenge of a hybrid flow
In modern manufacturing, very few companies produce everything in-house. The most common model is a hybrid flow, where part of the product is made internally and another part relies on specialized external suppliers.
The upside: you gain access to expertise, technology, and production capacity without having to invest in everything yourself. The downside: coordinating that value chain becomes a vital strategic challenge.
The case of 6 suppliers
In my experience, I worked in a hybrid flow where 6 different suppliers manufactured critical components, and one final supplier handled assembly. Each one delivered an indispensable piece:
- Precision machining
- Electronics
- Molded plastics
- Sheet metal fabrication
- Specialized coatings
- Packaging
The success of the project didn’t depend on the capacity of a single supplier, but on the orchestration of all of them working together.
Key lessons
-
End-to-end vision
The Project Manager (acting very much like an Operations Manager) must think beyond their own area. It’s not about one supplier delivering their part, but how that deliverable fits into the entire flow and the client’s deadlines. -
Structured communication
Email chains are not enough. Centralized platforms (Odoo, Asana, Slack, Fieldwire, etc.) align deliverables, versions, and engineering changes. Without them, the risk of miscommunication grows exponentially with each added supplier. -
Version control and traceability
With multiple suppliers working in parallel, strict control of drawings, specifications, and test versions is essential. In our case, Odoo PLM was key to ensuring everyone had the same information. CAD platforms like Fusion 360 are also indispensable, but they must be paired with proper version management and record-keeping. -
Building trust relationships
Supplier relationships cannot be purely transactional. Involving them in the product vision creates stronger commitment to quality and timelines. That’s why I always share the full story of the product—where we want to go and why. When suppliers understand the bigger picture, they engage more deeply. Their trust and involvement often lead to cost-saving suggestions in both design and manufacturing. -
Plan B in the chain
Even with solid planning, delays happen. Having alternative suppliers or contingency agreements ensures the entire flow doesn’t stall because of a single bottleneck. My suggestion: always identify two or three potential suppliers for critical activities. Work mainly with one, but never leave yourself uncovered.
My personal learning
At first, I focused on coordinating deliverables and timelines. Soon I realized my role was broader: I had to be the connector between design, manufacturing, and external suppliers—making sure everyone understood the global vision. I also had to communicate with marketing, sales, and stakeholders in a way they could clearly grasp.
And here’s a guiding principle I still apply today: never stop moving toward the goal. Even when activities slow down, if you keep advancing step by step, the bottlenecks pass faster and the entire chain keeps moving.
That’s why I believe hybrid manufacturing innovation doesn’t rely on a single big supplier—it depends on how you align everyone around the same vision and involve them to reach the objective together.
Conclusion
Integrating external suppliers into a hybrid manufacturing flow is an art of orchestration. It requires processes, tools, and—above all—leadership. When data, versions, and relationships are aligned, the result is a competitive, robust product ready for market.
Does your value chain depend on multiple suppliers? Let’s explore how to structure a more efficient hybrid flow.