ImprovingSupplyChainManagementRelationships(英文版).pptx

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1、Improving Improving Supply Chain Supply Chain Management Management RelationshipsRelationshipsMary SimmermanVice President,Materiel April 23,2003Acquisition&Logistics Excellence Conference 1Copyright 2003 Northrop Grumman CorporationAgendaIntroductionsSupplier Management What Does It Mean?The Defens

2、e Business Whats Driving the Transformation?Northrops Model “Strategic Relationships,Strategic Alliances”Key Success FactorsFuture Vision Where Do We Go from Here?Questions and Answers2Copyright 2003 Northrop Grumman CorporationMary Simmerman,VP,MaterielOversee Domestic and International Procurement

3、 and Subcontract ManagementVP,Supplier Management and Procurement at Boeing Space and CommunicationsCo-Lead Supplier Mgmt.Process Council at BoeingPast Life at Northrop in Advanced Systems Division and Grumman AerospaceSME for Material Operations of Boeing Airlift and Tanker 1998 Malcolm Baldridge A

4、wardMBA,Keller Graduate School,BA in Business Mgmt.,University of Phoenix3Copyright 2003 Northrop Grumman CorporationQualityIssuesPoorCommunic.TQM6SigmaMetricsIntegratedSystemsNewTech.SCMFocusPastPresentSupplier Management What Does it Mean?4Copyright 2003 Northrop Grumman CorporationWhat Do We Mean

5、 Today?A Formal Process by Which Suppliers Are Evaluated and Categorized by Their Ability to Add Value to Our Business Via Investment,Collaborative Planning&Design,Risk-Sharing and Product EnhancementSupplier Management Is Enabling Relationships with Providers of Goods and Services to:Attain Busines

6、s ObjectivesExpand Business OpportunitiesReduce/Transfer Business Risks5Copyright 2003 Northrop Grumman CorporationMarket ShareSignificantly Enhanced revenueBenefits from Supplier ManagementNew Products/ItemsBroaderName RecognitionReduced CostsNew DistributionChannelsNewCustomersWhy Manage Suppliers

7、?60-70%of What We Build Is Procured!CustomerSatisfaction6Copyright 2003 Northrop Grumman CorporationThe GenesisThe Defense Business Whats Driving the Transformation?GoalsCollaboration7Copyright 2003 Northrop Grumman CorporationThe Northrop Model Supplier EngagementPossess Technology That Would Be Be

8、neficial to Our Future Business AspirationsAlign with Our Future Strategies(e.g.NHA,JIT)Have R&D Expenditures That Are Relevant to Technologies We Believe Are Gaps in Our PortfolioSelect Potential Strategic Partners(Industry/Geography)with Characteristics That Would Be Critical Differentiators for U

9、s in Future Competitions(e.g.Skills,Political Strengths,Technologies)8Copyright 2003 Northrop Grumman CorporationThe Northrop Model Hawkeye Case StudyIssues:Radar Approach&Team Solidified Within the Navy(NAVAIR,OPNAV,CNO,ASN)Navy Funding Profiles to Support RMP SD&D and Post Multiyear ProductionRMP

10、SD&D Proposal Submission in June and Contract Award by DecemberFY 2004 NTE Production Proposal Submission in November and AAC Award by December(3 Hawkeye 2000 Aircraft)Strategies:Preserve FY 2003 Budget for SD&D and Production and Preservation in POM-04Continue Hawkeye 2000 and Advanced Hawkeye/RMP

11、Advocacy CampaignsWork with the Customer for Post MYP Production Via Affordability OptionsFY 2004-2005(Hawkeye 2000)FY 2006-TBD(RMP LS/TAMD)Hawkeye Industry TeamTactics:Leverage the Strength of a“Team”in USN,OSD,Congress and the MediaPropagate“Value of RMP”as Highest Priority of Advocacy CampaignStr

12、ess“Value of Hawkeye 2000/CEC”to Nearterm Fleet OperationsDevelop Affordability Posture on RMP SD&D and Post Multiyear ProductionTarget Key OPNAV FlagsPromote Team AccomplishmentsStrategic Intent:Joint Marketing of the E-2C Hawkeye and USN AEW&C Roadmap9Copyright 2003 Northrop Grumman CorporationThe

13、 Northrop Model F-35 Case StudyStrategic Intent:Collaborative Design and Engineering while pursuing“Best Value”Issues:Cost containment is key for the programInvestment structure requires sourcing strategy for participating countriesRFB/RFQ are“model”basedDesign and production specs are evolving as t

14、he bid process progressesStrategies:Exploit technologies which support collaborative design and engineering to address weight and configuration challengesEmploy“ePMO”for document and data sharing for global teamDeploy common engineering standards(CATIA)F-35 Global TeamTactics:Developed JSL“Virtual P

15、MO”for global project management supportBalance“best value”and collaborative engineering capabilities to meet cost and design challengesDevelop specific incentives for team to address center fuselage and weight challenges.10Copyright 2003 Northrop Grumman CorporationContinuous Review Process Based o

16、n Performance Measures Reflecting Total Cost of Ownership Must Be in Place to Provide Ongoing Monitoring of the Suppliers Effectiveness“Platinum Source”Case StudyKey Success Factors Supplier Relationship Management11Copyright 2003 Northrop Grumman CorporationKey Success Factors Supplier Relationship

17、 Management,Platinum Source12Copyright 2003 Northrop Grumman CorporationKey Success Factors Supplier Benefits13Copyright 2003 Northrop Grumman CorporationKey Success Factors Supplier Relationship ManagementSuppliers/Contractors Are Selected Strategically,with a Long-Term Focus,Rather Than Historic S

18、hort-Term,Transaction-Based.Organization Must Commit the Resources to Develop Mutually Beneficial Relationship.Demands on Suppliers Requiring Capital Investments Necessitates the Sharing of Plans and SchedulesUtilize Suppliers As a Knowledge Source and Share Benefits of Expanding Into New Markets,As

19、sessing Value-Based Opportunities,Discovering New Cost Savings,and Extending Current Functionalities14Copyright 2003 Northrop Grumman CorporationKey Success Factors Supplier Relationship Management(Cont)Involve Key Suppliers in Long-Term Strategic Alliances,Where Specific Capabilities May Need to Be

20、 Developed.MWBEs May Be a Good Source for This.Align Suppliers,IR&D to Technology Maps15Copyright 2003 Northrop Grumman Corporation Business PartnersWorldEnterprise GroupSAP R/3BusinessBusiness Warehouse WarehouseOrder Entry,Order Entry,ILS,CSILS,CSFinancialsFinancialsHRFulfillment.E-ProcurementE-Pr

21、ocurementStrategic Enterprise ManagementPortalPortal.Extending Scope(New Dimensions&Add-Ons)COLLABORATIONInternetExtranetIntranetENTERPRISEKnowledgeWarehouseSupplier Relationship MgtCollaborative PLMAPOCRMCustomer Relationship MgmtMFG,MFG,QAQAProcurementProcurementBillingBillingCompleteIES III/IVFoF

22、Key Success Factors Technology Blueprint16Copyright 2003 Northrop Grumman CorporationUser-initiated,catalog-basedrequisitioningStrategicSourcingOrderExecution andSettlementProductLife CycleManagementOrder Planning andCreationEDIDirectIndirectSupplier Collaboration,Management,ImprovementSpecification

23、DevelopmentePLM(PDM,CAD/CAM,Proj.Mgmt,collab,etc.)ERPSupplyChainPlanningSupplyChainExecution“e-procurement”IndirectProcurementComponent SupplierManagement(CSM)EngineeringPurchasing,Mfg.Planning,Supply ChainPlant,IT,WarehouseLinkage#1Linkage#2Linkage#3Key LinkagesSupplier/Part/Category Master DataDet

24、ailed Cost Element Definition/MeasurementSupply/Demand Plans and ChangesMake vs Buy AnalysisSpending Analysis via BOMs Linking as-Designed BOM to Sourcing WorkflowDrawing Sharing/Mark-UpGeneric Collaboration ToolsTotal Cost of OwnershipContract ParametersKPIs and Monitoring Rules(Blanket)POFuture Vi

25、sion Technology Capabilities17Copyright 2003 Northrop Grumman CorporationSupplierCustomerSupplierCustomerSupply ChainExtendedInformationSystemsCustomer Extended InformationSystemsPurchasingPurchasingProductionProductionLogisticsLogisticsOrderOrderManagementManagementSales,Sales,Marketing&Marketing&S

26、erviceServiceCoreApplications andArchitectureRFxTechnologyPDM/PLMTotal SCInventoryVisibilityStrategicSourcingFuture Vision The Eventual Model “Connectivity”18Copyright 2003 Northrop Grumman CorporationQuestions and Answers19Copyright 2003 Northrop Grumman Corporation20Copyright 2003 Northrop Grumman Corporation