Dynaplast

The performance of a company depends heavily on its suppliers. Therefore, a reliable network of partners (suppliers, dealers and manufacturers) is elementary. In bills of lading, a total of 133 international suppliers of Dynaplast could be identified on which the company is relying. One of the suppliers is, for example, the company Mold-Masters Singapore Pte Ltd., which delivered 12 shipments.

Among 24 identified supplying countries, an important source to purchase products from is: People's Republic of China. 76 shipments of goods could be identified from this country.

Get an overview of Dynaplast’s international procurement and its 133 suppliers with Company Transparency

Generally you can differentiate the supply chain or supply network of Dynaplast by two perspectives:

• The supplier side (a so-called Tier-1-supplier is a direct supplier, Tier-2 is a supplier of the Tier-1 supplier, Tier-n is a supplier at any level in the Dynaplast supply network).
• The buyer side (a so-called Tier-1 buyer is a direct buyer, Tier-2 is a buyer of the Tier-1 buyer, Tier-n is a buyer at any level in the Dynaplast distribution network).

To ensure business stability and continuity, a supply chain or supply network must be constructed in such a way that external influences can cause as little damage as possible to Dynaplast. This applies both in the area of procurement (the loss of a supplier must be covered by an alternative supplier) as in the area of sales (the loss of a buyer must be covered by an alternative buyer).

Risks can generally be considered as the non-availability of goods, through cutback or complete halt of production, or the potential loss of business partners, violating compliance rules (e.g. protection of the environment, labor legislation) and thus drop out of the supply network.

This risk should not necessarily be limited to the direct business partner (Tier 1), it involves the entire supply chain, unless sufficient alternative suppliers and buyers have been put in place.

Get an overview of the international supply chain of Dynaplast (upstream/procurement and downstream/sales) from Tier-1 to Tier-n

E.G.: Tier 1 supplier Mold-Masters Singapore Pte Ltd.Tier-1 Buyer Tupperware Brands Korea Ltd.

ABRAMS world trade wiki not only shows direct suppliers and customers of the first tier (Tier-1). With just one click in our tool Supply Chain Intelligence you get a comprehensive insight into the supply network with multiple tiers (Tier-n) beyond the first tier.

Each tier in the supply chain or supply network on the supplier side of Dynaplast involves a single risk. The more tiers, the more difficult it is to analyze and monitor the business partners. Suppliers of suppliers are generally unknown, so there is already an increasing risk at the second (Tier 2) level.

If e.g. a first Tier supplier is not adding any value, the supply chain can be shortened and the risk of failure can be minimized by skipping this supplier. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening and therefore stabilizing the supply chain of Dynaplast

Based on the analysis of international bills of lading (bill of lading/ bills of lading/ BOL), a total of 121 different product categories that have been purchased by Dynaplast, can be identified.

These are classified by means of HS codes (HTS codes or customs tariff numbers).

For example, HS code 848071 classifies the following products:

„Injection or compression-type moulds for rubber or plastics". This HS code was sighted 307 times in total.

Get an overview of internationally purchased products by Dynaplast with Company Transparency

Each tier in the supply chain or supply network of Dynaplast is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 supplier from Dynaplast that primarily trades a product and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain and reduce purchasing costs. A previous Tier-2 supplier now turns into a Tier-1 supplier, which we call "go-direct". In our tool Supply Chain Intelligence as far as international suppliers are concerned, this analysis can be done with one click:

Analyze the potential of shortening the supply chain of Dynaplast and saving costs on the procurement side.

The performance of a company depends fundamentally on its buyers. Therefore, a largest possible base of stable buyers is crucial. A total of 88 international buyers of Dynaplast could be identified in bills of lading. For example, one of the buyers is the company Tupperware Brands Korea Ltd., which has received 35 shipments.

Among 26 identified buying countries, an important target country to sell products to is: Thailand. 92 shipments of goods were shipped to this country in the period covered.

Get an overview of the international sales and its 88 buyers of Dynaplast with Company Transparency.

Based on the analysis of international bills of lading (bill of lading/ bills of lading/ BOL), a total of 20 different product categories sold by Dynaplast, can be identified.

These are classified by means of HS codes (HTS codes or customs tariff numbers).

For example, HS code 392350 classifies the following products:

„Stoppers, lids, caps and other closures, of plastics". This HS code was sighted 318 times in total.

From the product descriptions of the analyzed bills of lading (bill of lading/ bills of lading/ BOL), the following products sold to various buyers can be identified as an example:

Get an overview of internationally sold products by Dynaplast with Company Transparency

Each tier in the buyer side of the supply chain or supply network of Dynaplast is adding value and therefore costs. The more tiers, the more expensive the product gets. Supply chains are normally not very transparent, trade secrets are part of the survival tactics in each stage of the value chain, especially for trading companies.

If e.g. a Tier-1 buyer from Dynaplast that primarily trades products and doesn’t add any value (only fulfills the distributor function) it is possible to shorten the supply chain downstream giving a potential to optimize profit margins for Dynaplast. A previous Tier-2 buyer now turns into a Tier-1 buyer, which we call "go-direct". In our tool Supply chain Intelligence as far as international buyers are concerned, this analysis can be done with one click:

Analyze the potential to shorten the supply chain and optimize the profit margins on the sales side of Dynaplast

Each company contributes significantly minimizing risks for its buyers, through its own stability. Internal risks (endogenous factors) can be e.g. financially (financial ratios, free cash flow, balance sheets) or operationally (production, lead times). Since 2021, external risks have increased due to worldwide shortages and are an important factor as to whether a supplier such as Dynaplast can itself reliably deliver due to external dependencies (exogenous factors).

To assess this, data analysis should be conducted to get practical answers:

How is the supply chain or supply network structured on the supplier side of Dynaplast? Are there suppliers or products in the supply chain that are reported as critical, e.g. in international media?

Which buyers does Dynaplast consistently sell to over a long period of time that can be identified as a good reference?

The more constant outgoing shipments of a company’s, the easier it is to assess potential problems for a supplier like Dynaplast

Operational aspects like a stable supply chain, an in-house production and reliable logistics define sustainable performance.

Since 2021, global supply shortages have increasingly added external factors as to whether a supplier like Dynaplast can deliver reliably itself through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) the current supply and performance capacity can be indirectly analyzed.

Here you can see an analysis of shipments by Dynaplast to international buyers in the last few months with Company Transparency

The more constant incoming shipments, the better one can determine possible procurement problems of a company like Dynaplast

Since 2021, there are increasingly external factors due to global supply shortages, whether a company, no matter manufacturer or distributor, can reliably deliver through dependencies.

Based on the statistical trend of shipments (in terms of the number of shipments and respectively the quantity of goods) it is possible to analyze current procurement stability and thus ultimately also to derive an indication of the company’s delivery and performance capability.

Here you can see an analysis of shipments from international suppliers to Dynaplast in the last few months with Company Transparency

Sourcing products as regionally as possible with short shipping routes and the use of sustainable materials define the CO₂ footprint and sustainability of the products of any company, including Dynaplast

After many companies, predominantly due to cost savings, have been building their networks increasingly internationally for years, there is now an increasing trend of so-called “on-shoring” or “near-shoring”. Attempting to include suppliers who are the closest to the supply chain because of financial, risk, environmental and image aspects:

• Saving international freight costs, which have risen extremely since 2021.
• Minimizing risks caused by logistics problems (e.g. the Suez Canal obstruction in 2021)
• Attempting to reduce the carbon footprint when purchasing products.
• Setting and meeting sustainability goals for own products of Dynaplast

Based on the development of current shipments (in terms of number of shipments and quantity of goods) and changes in international suppliers and routes, it is possible to analyze the extent to which Dynaplast has already made efforts in recent months and years, to focus on environmentally relevant aspects, like carbon footprint and sustainability in its business activities.

Get an overview of the international shipments that have an impact on the CO₂ footprint, as well as the sustainability of Dynaplast

Generally you can differentiate the competition of Dynaplast by the purchase and sales perspective.

• Start the competitive analysis on the purchase side.
• Start the competitive analysis on the sales side.

Competitors of Dynaplast on the purchase side (procurement of raw materials and components for production or distribution) are exposed on ABRAMs wiki under Competitive Intelligence, purchased products, classified by HS-Codes (e.g. 848071, 401693) or by top product terms.

Competitors on the sales side of Dynaplast (selling raw materials or components for production or distribution) are exposed on ABRAMS wiki under Competitive Intelligence, sold products classified by HS-Codes (e.g. 392350, 848071) or by top product terms.