Enhancing the Efficiency of the Vendor Registration Process Using Lean Principles: A Case Study of a Maintenance and Engineering Service Provider

Abstract

This study aimed to 1) examine the service-type vendor registration process of a case study company providing integrated maintenance and engineering services, 2) apply lean concepts to reduce waste in the vendor registration process, and 3) investigate the satisfaction levels of stakeholders and decision-makers regarding the improved vendor registration process. The research population consisted of 12 participants, including procurement officers and personnel involved in the vendor registration process, selected through purposive sampling. Lean thinking was adopted as the conceptual framework for process improvement. The main analytical tools included the 8 Wastes analysis and the ECRS principles (Eliminate, Combine, Rearrange, Simplify), which were used to collect and analyze data related to the company’s internal vendor registration process.

The results indicated that the original vendor registration process consisted of 42 steps with a total processing time of 1,465.041 hours. The most time-consuming activities were vendor data entry and document submission (44.67%) and approval procedures across multiple departments (29.99%). After applying lean concepts together with the 8 Wastes and ECRS principles, the process was reduced to 24 steps, and the total processing time decreased to between 989.937 and 1,109.937 hours.                     This represents a reduction of 355.104–475.104 hours, or approximately 24–32%. The improved process enhanced operational efficiency, reduced redundant activities, and increased workflow flexibility within the organization.