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Lifecycle Management

One essential driving force for sustainable appreciation in companies is the strict consideration of lifecycle costs in investment decisions with respect to new and renewable technologies or means of production and/or their continuance. Here, strategic decisions are not to be limited to individual technologies or means of production, but have to consider production processes such as all relevant technologies of a high-speed line. For example, the modularisation and standardisation of a technology sector can reduce the investment costs considerably, therefore rendering it economically still advisable also after the necessary establishment of additional procurement, implementation and operational resources.

With the implementation of an ideally consistent management (LC management) for the applied technologies or means of production it is possible to

  • reduce the costs for the technologies and/or throughout their entire lifecycle,
  • ensure high quality and thus indirectly greater customer acceptance and
  • create transparency in mid-term investment planning and budgeting for technologies and/or means of production, which leads to clearly greater planning security.

A consistent LC management designed by quattron comprises the following aspects, which can be integrated as well as considered individually.

  1. Technology strategy
  2. Modularisation / standardisation
  3. Comprehensive lifecycle planning
  4. Process / organisation optimisation

Requirement management, supplier management / purchaser competence and SLA management are tightly linked with LC management.

Requirement Management

At the interface to the operators, the requirement management forms the hub in the context of the LC management, as the applied technologies have to be (further) developed according to requirements.

All requirements for IT / technology applications or services / service levels have to be documented systematically, traceable and comprehensible for all parties involved. The objective in raising requirements is

  • to prevent functional and non-functional requirements from getting lost (completeness)
  • that each requirement is clearly identifiable (assignability)
  • that each requirement is intelligibly, correctly and precisely formulated (consistency) as well as
  • sufficiently described for prioritisation (measurability)

The determination of dependencies as well as the definition of service levels supplements the description of the requirements. quattron possesses extensive evaluation criteria for the quality assessment of documented requirements, which are compiled in a checklist. The documented requirements form the basis for procurement, i.e. the supplier management / purchaser competence and the SLA management.

Supplier Management / Purchaser Competence

Today, the supplier management plays a pivotal role in the procurement process and, based on the procurement strategy including the determination of the value creation depth, comprises all steps from the identification of potential suppliers through to the evaluation of the suppliers and the control and management of the supplier-consumer relationship. The objective of optimum supplier management is the assurance of a long-term compliance with requirement requests incl. budgeted LC data with minimum purchasing costs and high purchasing efficiency. This aspired combination of cost management and differentiation strategy requires consequent realisation of cost-saving potentials as well as high innovative capability and the definition of LC cost, quality and chronological objectives. Particular significance is here placed on the exchange of information with the suppliers and service providers throughout all lifecycle phases of the applied technologies and means of production.

Based on proven methods and numerous benchmarks and best practice, quattron not only realises direct cost reduction, but also structures for purchaser competence (processes, organisation, resources, qualification), which allow for sustainable competitive advantages in purchasing.

Contract / SLA Management

The design and control of the service relationship to manufacturers and service providers plays a pivotal role in the context of LC management. In contracts between principal and contractor, it is important to determine all relevant LC indices next to the actual services with quality indices. With the aid of Service Level Agreements (SLA), it is possible to contractually regulate interfaces for services between principal and contractor. Objective is to render control options for the principal transparent by precisely describing contractual performance characteristics. SLAs are applied exemplary in outsourcing agreements and particularly regulate reciprocal responsibilities, service level indices (such as availability of services, measuring procedures / dimensions) and escalation processes.

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  • Topic
  • SLA / LC / Supplier Management
    Optimised lifecycle costs for your technologies thanks to transparent contract management