Supply Chain and the sharing economy

The impact of shared economy on supply chain

How to make Supply Chain more ethical?

How to make Supply Chain more ethical?

How to apply Circular Economy concept in supply chain

How to apply Circular Economy concept in supply chain

How to apply Agile methodology in the purchasing department

How to apply Agile methodology in the purchasing department

The current economic scenario requires faster responses from both companies and their employees. Aspects such as late deliveries of indirect material, for example, can generate a series of problems within the operations chain, impacting productivity and, consequently, financial return.

In order to try to respond to these demands, the Agile methodology becomes fundamental. In this text, we talk about the main concepts of agile mindset and give some tips on how to implement it in the purchasing sector.

What is the Agile mindset?

There are many cases that can exemplify the moment we live in: considering the field of technology, for example, extensive communication networks have been developed that allow instantaneous interaction between individuals in different parts of the world. Regarding the economy, we have seen supply chains become global, influencing and changing processes that involve a number of actors (suppliers, buyers, logistics companies, among others).

There are many experts and academics who seek to conceptualize what we live in the modern world. An example is the term VUCA, created by the US military to define scenarios and contexts of war, which has come to be used as a business strategy as well – long story short, VUCA is an acronym composed by the first letter of the words: Volatility, Uncertainty, Complexity and Ambiguity.

More recently, in order to expand this concept, the term MUVUCA was also introduced, with the addition of two new elements: Meaningful (all actions are guided by a purpose as a result of the search for a meaning for life and the world) and Universal (concern about the global impact of what we do).

In order to find a way to follow up a reality in constant change, the agile methodology emerges: coming from the Information Technology sector, it seeks to reduce the rigidity of traditional organizations’ processes and procedures, encouraging smaller and faster deliveries, constant reviews and collaborative work. Read our Agile Supply Chain article to understand more about it.

What are the agile principles?

Even though it emerged in the IT area, the set of principles and processes that make up the agile methodology started to be used by different types of departments and organizations. In the purchasing area it is also incorporated as an alternative to the traditional model of acquisitions.

It is important to emphasize that the adoption of agile thinking is not an easy task, it requires organizational changes and the willingness of employees to change. The use of this methodology also depends a lot on the context, but there are some topics that can be applied in all situations:

1- Consumer / customer satisfaction is the main element: highest priority, with a focus on deliveries happening correctly and in a short time. This customer or consumer can be thought of in many contexts: in the case of purchasing indirect materials, for example, it refers to the company that needs a spare part to continue its production.

2- Change as an opportunity: this new way of dealing with challenges is extremely important, regardless of the context in which the change occurs, helping to increase the competitive advantages and the satisfaction of the clients served. The focus now is on solving a problem and not on the problem itself.

3- Speed ​​and value go together: in short periods of time, high value-added deliveries must be made, whether the value is tangible or intangible. These deliverables can be products or services resulting from a process or project, which must be regularly revisited with updates. Here, “value” can be understood as the customer’s view (or expectation) of benefits and sacrifices in relation to what is offered.

4- Collaboration overcoming conflict: members of a project must develop the team mentality, in order to guarantee the transparency of communication and the shared commitment to guarantee success.

5- Power to people: projects are built and led by people and teams engaged. That is, they must be given the tools and working conditions necessary to succeed and complete the assigned tasks. Soluparts already understands and applies this concept since its creation, reflecting it in our purpose: Empowering Buyers, a maxim that reinforces the company’s focus on customer satisfaction.

6- Interpersonal focus: face-to-face communication is the most efficient way to share information between teams. Working with emotional and cultural intelligence can be very relevant in this case.

7- Demonstrable values ​​and results must guide each project: deliveries that meet or exceed expectations in terms of precision and value (tangible and intangible) become useful references for future initiatives and projects.

8- Keeping activities stable and sustainable: while delivering value is a priority, processes must be developed and optimized from a sustainable perspective to ensure that everyone is involved in a stable manner, without surprises that hinder decision-making.

9- Continuous improvement ensures agility: processes must be increasingly efficient through regular changes.

10- Simplicity is an essential element: maximizing returns using the least possible resources.

11- Self-managed teams are more successful: better results come from agile teams that are able to organize themselves.

12- There is always room for improvement: reassessing processes and making necessary changes to bring more efficiency and effectiveness are always welcome.

The twelve principles shown above, are based on the Agile Manifesto, which is the basis of mentality and all agile methodologies around the world. These principles were designed and coined by the Agile Alliance, a global non-profit organization committed to supporting people who explore and apply agile values, principles and practices to make the development of solutions and projects more effective, humane and sustainable.

This alliance was created by a group of 17 developers who, at a meeting in Utah, USA, from February 11 to 13, 2001, developed the Manifesto for Agile Software Development. Read more about the Manifesto and its principles on the alliance’s official website.

Agile thinking in the purchasing department

Unlike traditional models, most commonly focused on cost reduction, Agile thinking in purchasing seeks to generate value by supporting the organization’s objectives and business needs. Considering some crucial aspects of the procurement sector, it is possible to raise the main differences between the traditional and Agile forms of purchasing:


Instead of fixed and extensive planning and documentation, with the Agile methodology, a more responsive, objective and iterative position is valued, attentive to the real needs of the moment. Thus, identifying priorities becomes very important for purchasing employees.


The focus should be on elaborate more collaborative terms and built stronger relationships with suppliers, having as a result the gaining of shared success (questioning the competitiveness and rigidity present in traditional format contracts). Learn more about the topic.

Supply chains:

They have to be iterative and responsive, in other words, suppliers can be changed after a round of work, as required by changing circumstances. On this topic, see the article we have specifically prepared on the application of agile methodology in the context of supply chains.

4 steps to make your purchasing department more agile, today

Below are some ways to make your purchasing process more agile:

1- Daily meetings at the beginning of the work day: lasting between 15 and 30 minutes, these meetings help to establish the day’s tasks, encouraging collaboration between team members to solve possible problems. In many companies, to encourage agility, it is proposed that participants remain standing;

2- Apply the notion of sprints, which would be small projects or project fragments, sequences of iterative work (with repetition of actions) in order to have a more compartmentalized notion of the whole, speeding up possible reevaluations and changes in the acquisition path;

3- Definition of priorities: in the face of frequent changes within the company, establishing priorities and regularly reviewing them helps to streamline the purchasing process;

4- of software that helps in Agile management: technology can help centralize data related to a purchase, in addition to facilitating communication and alignment between dispersed teams. There are a series of programs aimed at the application of Agile methodology in companies.


In this article, we show how Agile methodology can help a lot to optimize the projects and processes of purchasing departments. Even though the method was originated to meet the demands of software development, many business areas have adopted these guidelines, resulting in more effectiveness and efficiency. Responding quickly to market changes has become a competitive advantage.

The purchasing department has a lot to learn from Agile, but for that it is necessary to be sure that its organizational culture and professionals in the area are flexible and resilient. To help you optimize your purchasing department, we suggest the following readings:

Solving the 5 main problems of the purchasing department

4 ways to improve the management of indirect materials purchases

Strategic Sourcing: improving the purchasing process

The role of Strategic Force’s in Procurement 4.0


Another way to streamline the activities of your purchasing department is to count on a company specialized in the search for spare parts (MRO) from more than 15000 brands anywhere in the world, such as Soluparts.

Contact us today to find out how we can help your company!


6 tips to develop agile supply chain in your company

6 tips to develop agile supply chain in your company


The current economic context, filled with quick transformations, brings a number of challenges to supply chains. Issues such as slowbalization and the effects of the covid-19 pandemic, for example, impact an entire global distribution network for products and materials.

Given this scenario, managers and teams from different areas involved in supply chains need to develop the ability to quickly respond to demands, in addition to managing the new risks and uncertainties that arise. In this sense, an interesting path for companies is the use of agile methodologies in supply chains.

But what are agile supply chains?

According to an article published by Forbes magazine, agile thinking came from software developers, and consists in an alternative project management technique that designs processes by dividing them into small parts. This way, as soon as each small fragment of a project is finalized, it can be tested, validated and even implemented.

This methodology also allows new technologies developed and launched on the market to be immediately incorporated into a project under development. Also, when the dynamic world scenario implies some change in customer behavior, it is possible to redesign the product quickly and create new, refined versions to meet these trends.

Another strong feature of this methodology is the so called iteration (repetition of an action, in this case, testing and additions to the solution), flexibility and collaboration between team members. In addition, the team has more autonomy to make decisions related to its projects, without necessarily needing approvals from people in higher positions in the organization’s hierarchy.

However, considering the reality of supply chains, according to a report produced by Gartner, there is still no consensus on the use of the agile concept.

In short, different notions are shared between academics, researchers and companies, but all argue that the focus should be on breaking traditional paradigms and developing the agile mindset to manage changes in demand and the supply of materials which are necessary for operations – such as the indirect ones.

The following aspects are considered critical to making a supply chain or any other sector agile:

  • Responsiveness: identify and respond quickly to possible changes;
  • Adaptability: adjust processes within the chain according to changes in the scenario;
  • Coordination: knowing how to organize this complex network, composed of different agents and stages;
  • Speed: being able to act quickly in various situations;
  • Flexibility: changing the format of the chain, without resulting in additional expenses or loss of inventory, to meet an unusual situation;
  • Balance: knowing how to balance supply capacities and the needs of those who need the material.

6 Tips for developing an agile supply chain

To be able to implement this change in supply chains, the company needs to be aware of a few important points:

1. Define agile according to your reality:

Being clear about what agile means for your supply chain reality is crucial. Teams must come together and articulate the concept based on the six characteristics mentioned above (responsiveness, adaptability, coordination, speed, flexibility and balance). This step  is necessary to determine the level of importance of each one of them for the company, the maturity of the existing concepts and the necessary actions to improve them.

2. Define agile according to your reality:

Based on the definition, focus on establishing a program to make the supply chain agile from end to end, defining investments, choosing what critical areas to be prioritized and actions that can be replicated, involving the areas that participate in the chain (such as the purchasing sector).

3. Focus your transformation on people:

One of the most critical aspects, which must be worked on by everyone. A change of mentality and the development of new skills need to occur in order to make the employees able to develop and adopt new processes and frameworks. The involvement of all team members is crucial for the successful implementation of the agile mindset, rewarding efficiency and tolerating mistakes during the learning process.

4. Use technology to your advantage:

Consider it as a means to achieve this method, but not the focus. That is, do not prioritize acquiring and adopting the most advanced technology on the market without first focusing on people, processes and data.

5. Sustainability is essential:

Take ownership of the concept to develop socially and environmentally responsible chains, another important trend of the new century. Sustainability has been consolidated as a relevant element of competition, a requirement for regulatory restrictions and an opportunity for the development of more sustainable communities.

Therefore, it is a challenge for everyone to think about how sustainability can assist in the improvement of agile chains. For example, for the procurement sector, there are a number of advantages to making sustainable purchases.

6. Develop contracts with agile suppliers:

Until recent years, under a supply chain perspective,  risk has always been treated as something to be avoided. Today, it is seen as part of the process, along with the strategy of having ready solutions to deal with different crisis scenarios. One of the strategies to mitigate them is the so-called  redundancy – also known as having a series of suppliers available to fulfill an order.

In the agile context, it is important to have relationships with suppliers who accept to have more flexibility to serve in a constantly changing market and also to define contracts more aligned to this reality (such as smart contracts, made entirely online, generating reliability for transactions of this type).

Talking about contracts that serve you more flexibly, learn more about the annual option offered by Soluparts.


According to Mark Hermans, director of PwC, issues such as geopolitical tensions, changes in trade agreements and climate change, combined with the constant drive to reduce costs and improve productivity, will promote an increase in risks, uncertainties and pressures for performance.

Under this perspective, supply chains must, more than ever, be quick to respond to these changes. Faced with a world in constant transformation, the implementation of an agile mindset for supply chains becomes essential.

Several authors and courses on the subject focus on agile methodologies, which are many, Scrum, Lean, Kanban and Smart, among others, but experts on the subject say that before adopting or adapting one of these methodologies to their specific context, it is necessary to first break the way of traditional thinking and working so that the whole team develops an agile mindset, otherwise the implementation of the methodology, no matter what it may be, may not be successful. And it is in this change of mentality and paradigm that we focus on this article.

In order to measure the success of this initiative, it is important to collect, organize, analyze and monitor data and information (learn more about how to do this) of the following aspects: concern with the time to fulfill an order, costs involved, flexibility and compliance with deliveries.

It is also necessary to be careful with: the management of the people involved, who need to adopt an agile mentality in their routine; the definition of processes, being open to possible changes when necessary; and the use of data to plan activities and improvements to be carried out, with the support of technological resources.

Follow the trends about the future of supply chains on Soluparts blog.


Importância da gestão de estoque na cadeia de suprimentos

Importance of stock management in the supply chain

The supply chain plays a crucial role within a company, and for the proper functioning of the company, inventory management in the supply chain is a fundamental part. Many experts who discuss this topic reinforce this statement: for the Supply Chain Digital, portal, the clear adoption of actions that positively impact the process of requesting, organizing and using inventory is essential for the long-term growth of organizations.

In general terms, inventory management (or control) refers to the action of monitoring your organization’s assets and classifying them according to their weight, dimensions, quantity and location, in order to reduce costs to maintain an inventory, which helps the purchasing department know when to restock products and buy materials for their operations.

In this article, we will show examples and techniques to help you have a more efficient management of your spare parts inventory. Inventory control involves complex decision processes (what to buy, when to buy, cut excesses and meet demands), and by mastering them, waste and unnecessary expenses are eliminated.

The importance of stock management

As part of supply chains, inventory management helps organize and control supplier purchases.

Maintaining effective inventory management is important to ensure that you have enough of a certain indirect material to meet possible demands (e.g. maintaining a machine of your operation). If not done properly, your productivity will be impacted, which will compromise your competitive potential.

In addition, among the ways in which inventory management can help an organization, we can highlight:

  • Avoiding dead stock: it reduces the chances that indirect materials can no longer be used (because they have become irrelevant or have been poorly stored, for example).
  • Saving on storage costs: as in many cases it is a variable cost, that is, it changes according to the amount of materials stored, when you keep these materials, your costs go up.
  • Helping with the cash flow: storage directly affects your sales and expenses, and consequently, how much money is in the purchasing department’s cash flow. In this way, an inventory management system helps you control these important variables.


Stock management techniques

There are different ways and techniques for stock management, which can be adapted to the reality of each company and avoid problems in the sector. We list some of them below, relevant to the storage of parts:

1. Standardize stock levels

Setting the minimum quantity of materials that must not be missing is essential. This can be done in conjunction with the areas that use these parts, considering delivery times, storage conditions and other variables that involve the acquisition and delivery of these materials.

2. First in, first out (FIFO)

The first material to enter the stock must be the first one to leave, which prevents it from expiring in the warehouse or becoming obsolete.

3. Relationship Management

A good relationship with your suppliers is essential to solve any possible problems – such as replacing something in a more agile way, returning a barely used part, negotiating order quantities – through an agile and clear negotiation.

4. Contingency plan

Problems happen, even when trying to avoid them. Therefore, one should prepare as much as possible, keeping in mind the questions: what are the possible risks we have (for example, the delay in sending an order) and how to react to them? What steps to take and how do they impact the business?

5. Regular Auditing

Even with technological systems for control, it is important to adopt the custom of physically checking which parts are stored (many organizations do this audit once a year). There are also options to perform spot checks or check cycles for each product.

6. Use strategic supply matrix

Prioritize the storage of materials according to their relevance in company operations. The following proportion of space used is suggested: 80% for the most important products (category A), 15% for less important products (category B) and 5% for obsolete products (category C).

Tip: see our Strategic Sourcing content and download our Strategic Sourcing matrix.

7. Forecasting

Even though it is a complex activity, predicting demands can help in stock control. Therefore, look for specific information (such as forecasts of spare parts demands with the maintenance area) and more general information about the company (sales in previous years, market trends, annual growth rate, among other data).

8. Last in, first out (LIFO)

It defines that the last material purchased is the first to be used. Ideal for cases of companies whose spare parts storage has a high turnover, avoiding additional expenses in storage and their devaluation.

9. Just in time

Keep the minimum reserve for the demand and replace it before the material leaves the warehouse. It demands a rigorous control and an accurate forecast, but it can be a good option for organizations with calculated launches, with a certain quantity in an exact period of the year. For purchasing materials that will be stocked, define an annual contract, which guarantees the prices quoted for one year, this will help to reduce costs and increase productivity.

10. Safety Stock

An emergency fund, i.e. an extra quantity of certain reserved material if the normal stock limit is reached. It is a good option to avoid problems such as interruption of supply from your supply chain, if your goods are damaged or other unforeseen circumstances.

11. New order point

Define the level at which the spare parts need to be replaced, considering the safety point, which corresponds to the ideal quantity of material stocked for the fulfillment of all commitments assumed by the organization, and the ideal time to receive the order, without running unforeseen risks (and always in dialogue with its suppliers).



In this article, we discussed the importance of maintaining efficient storage management in the supply chain in your organization, by helping in the adequate supply of indirect materials, which avoids shortages that can compromise operations or excesses that generate unforeseen expenses or waste.

To have this efficient management, in addition to the techniques already mentioned, it is essential to have adequate softwares and a computerized control system, combined with periodic physical counts – relevant to know what is in your inventory at any time, which allows to detect and update possible changes and define an action plan for requests.

The main tip is: in the most convenient format for your organization, keep the updated and organized data about your storage.

We also saw the importance of a good relationship with quality suppliers for an effective management. A late delivery can damage days of production, which creates unnecessary losses.

In this case, a good option is to count on a company like Soluparts, specialized in negotiating with the main suppliers in the world, and obtaining better commercial conditions in the purchase of indirect materials. Talk to one of our specialists for more information.

Papel da Experiencia Imersiva na Cadeia de Suprimentos Moderna

Immersive Technologies in Supply-Chain management

It is widely known that there are a number of technologies that will change the way we work in the supply chain. According to a report prepared in 2020 by Gartner, immersive experiences are a technological trend that withhold potential to radically change the sector, with new models and processes able to amplify human capabilities.

In this post, we’ll discuss the benefits of immersive experiences in supply-chain management, which are already recognized by many companies, as well as the challenges and barriers to its full implementation and development.

What are immersive experiences?

An immersive experience can be defined as a situation in which a person has the perception of being in a virtual location, that is, in an environment different from what one is actually experiencing. For it to be realistic, it must involve the senses of sight, touch and hearing.

We can summarize the main types of immersive experiences as follows:

Virtual Reality (VR):

The virtual environment completely replaces the physical, with no interaction with the real world. Example: a computer game that uses special glasses and headphones. These equipment make the player, represented by a character, immerse in the virtual world of this experience. What makes all this realistic is the control the participant has over his avatar.

Another example is the simulator used in driving classes for motor vehicles and piloting aircraft and helicopters. When using this machine, the student has the feeling of driving a vehicle or on board an airplane, allowing him to test the commands learned.

Augmented Reality (AR):

Its technology corresponds to the superimposition of virtual content with a live broadcast image of the real world. It is useful for providing additional information while completing tasks in the real world.

An example is to receive guidance or even test a specific product during your purchase, such as trying on clothes in a virtual mirror. This technology can also be used in the projection of instructions to repair the car in front of the hood, for example, making it easier to follow them.

Mixed Reality (RM):

As the name implies, it is the combination of RV and RA. It can be considered, in a way, an advanced form of AR, since the technology allows users to fully interact with virtual items superimposed on the real world. In the example of repairing a car, mentioned above, instead of changing and controlling the images and information projected on the computer, it would be possible to interact with the projection itself.

Creating an immersive experience

Creating an immersive experience is complex and requires highly qualified professionals. But there are three factors or components, fundamental to this creation:

  • An electronic device (such as a smartphone, pair of 3D glasses, headphones or a virtual work environment);
  • The ability to create or expand the virtual world as the user interacts with this reality;
  • The possibility of superimposing aspects of the virtual world to the user’s view of the real world.

In addition to in-depth knowledge of technology and equipment, having accurate information about the user’s profile and the context in which the experience will be applied are essential. For applications in the logistics area, for example, it is important to know in depth the challenges of the field and implement it gradually, creating and testing simpler versions of the application before developing its final version.

Immersive experiences in supply chain

According to a study developed by Deloitte, since its creation, in the mid-1950s, Virtual Reality has been developing rapidly in recent years, ceasing to be a niche technology. However, these innovations, which promote the improvement of equipment and synchronization of human and virtual activities, have not yet reached operational maturity for large-scale implementation, encountering difficulties related to a broader application for industries and users.

In the case of VR, we can mention some uses: for example, in tracking goods within stocks, the glasses that use the “inside-out” technology (with cameras and sensors attached to the device itself) are able to determine the position and orientation of the surrounding environment with great precision. In this way, the employee who uses this device is able to work in the stock, and even move goods through the control of robots, without being in person at the warehouse (see a video on this case).

There are still barriers related to computational power, price, security and user perception. However, companies in the field of development of more advanced hardware and softwares are making heavy investments in order to reduce these difficulties.

The study in question also raises some benefits of using immersive experiences in supply chains:

1. Less processes and faster product design time:

Teams around the world can work together on the design of products and processes through immersive experiences. In addition, there’s no need to produce a physical prototype, so experimentation costs are reduced. In the design of a production line, for example, it’s possible to produce virtual simulations of its different stages before implementing it. Consequently, you learn collaboratively what the processes are and get insights on how to optimize it.

2. Visualization of complex data and reducing the risk of operational problems:

The adoption of RV and RA also becomes an option for obtaining and digitizing information, along with other existing technologies, reducing the possibility of technical difficulties (such as the loss of a batch of products) to happen in stages of the supply chain.

In addition, when using 3D technologies, the organization is increasingly supported by data (of different types and levels of complexity) to plan its activities and processes. For example, when testing AR technology in inventories, it becomes easier to access information about the position of a particular product, optimizing the search process. In addition, the use of printed checklists of the selected materials is eliminated, giving greater control of the stock.

3. Increase in training efficiency:

Studies show the efficiency in applying virtual reality and augmented reality to the learning processes, offering important tools for teaching the best practices related to decision making (simulating real situations that require action) and learning procedures from attempt and error with low risk. Also, shared visualization and interaction through avatars and simulations in real time bring a series of insights to optimize supply chains. We can mention the realization of training simulating high risk scenarios, allowing the teams to identify, prioritize and analyze variables, reducing the risks of the task in the real world.

It’s important to note that there must be criteria for the evaluation and implementation of this type of technology, meaning, an understanding of how it will be used and will connect with existing systems. In addition, it is suggested that the company carry out small pilots to validate applications that can have immediate benefits and scalability.

You should also be aware of issues such as:

  • Functional implementation (which areas and functions should be prioritized);
  • The existence of technological infrastructure and a specialized team in this field, in a way that everything works correctly – this is an important point, since few professionals in the market dominate this type of technology;
  • Information security and regulations (whether new laws will be drafted or current ones, such as intellectual property, will be adapted to the virtual environment);
  • The operation of these devices and the perception of their users (in order to avoid health problems).

Cases of VR and AR applied to Supply-Chain Management

There are several cases of success involving companies that are already using this technology applied to supply chain:

  • Automotive companies, such as FIAT, offer virtual test drives and make changes to the design of their cars from immersive experiences (video);
  • As mentioned earlier, logistics’ teams use equipment to facilitate the location and access to information about a material in the warehouse (video 1 and video 2);
  • Companies from different branches already use these technologies to train teams, by simulating situations (video);
  • Tests have also been carried out to simulate the supply of markets using VR and robots, avoiding risks to employee’s health (video).

In addition to these examples, there are numbers that reinforce the relevance of this technology: according to projections released in 2019, the global market for Virtual Reality and Augmented Reality is expected to generate approximately US $ 100 billion (R $ 376 billion) in 2020. This figure probably suffered changes in the face of the Covid-19 pandemic, but reveals an unquestionable importance of VR and AR.

Challenges of immersive experience

Although these experiments are more frequent in some areas (such as entertainment), they can bring a series of benefits to different industries and even reduce costs in the long run. Also, there are some crucial elements that strongly impact the implementation of immersive experience in companies, being the cultural factor one of the most important of them, since the assimilation of disruptive technologies takes time to happen, and can only be seen, in many cases, in the long run. It is alleged that VR and AR came “before their time”, as there is still a lot of difficulty and resistance to use.

Experts who analyze changes in technological paradigms say that people respond in different ways to the need to learn to deal with disruptive technologies: while there are early adopters, who use new technology without difficulty, there are also laggards, which resist the change and only adopt the use when they are obliged (sometimes, because they have great difficulties in understanding it).

Thus, it is important that the implementation of these solutions is aligned with the company’s operational need, the budget available for its implementation and maintenance and the company’s reality (considering the cultural dimension). In other words, do not adopt it only because it’s something trendy to have.

In addition to the technologies related to the immersive experience, several others have influenced the global supply chain. To learn about these other trends and their applications, follow Soluparts Blog.