In one of my "earlier lives" we used to spend a fair amount of time and effort, not to mention devoting a lot of funds, to the issue of spare parts stock for equipment maintenance. The contract often obliged us to plan for parts for all equipment on inventory (which we would have to draw up, of course), usually forecasting the requirement over the three years ahead. These lists of parts would be agreed by the client, quotes would be obtained, and the parts purchased. We would then have to account for these items, re-stock when used, and hand over the whole lot at the end of the contract. Be sure that considerable amounts of money were involved. Oh, happy days!
In these days of Just-in-Time inventory techniques, Next-Day deliveries and all the rest, plus the tendency to let someone else carry the burden of holding stock, does anybody bother with parts planning and stock control any more, I wonder?
Whilst commissioning a new piece of equipment, when the kit is in your hands, so to speak, do you make a note of the details of the batteries, lamps etc. that you will undoubtedly need to get hold of later (or do you just wait until the inevitable occurs, and scurry around for those details then)?
If you do stock spares, do you account for them, and how do you store them? An organized system, a proper stock control system (or, as I swear I have seen, scattered all over the floor in the "store room")?
Do you have full control over your spares, or are they held centrally, or "by others"? What arrangement do you use:-
1) Individually by stock number
2) Collectively as "spare parts for ... equipment)"
3) With the equipment itself
4) Some other arrangement
Meanwhile, does anyone have any information how (if) the issue of parts stocking is dealt with under PFI schemes?