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THALES TYPOLOGIES

THALES TYPOLOGIES. C.Masia 4 Q 2007. THALES typologies. DRAFT. * Non existence in THALES world. agenda. Introduction THALES supply chain initiative SCOR model Thales SCM Toolbox Presentation Demonstration THALES results. Thales transverse initiatives.

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THALES TYPOLOGIES

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  1. THALES TYPOLOGIES C.Masia 4 Q 2007

  2. THALES typologies DRAFT * Non existence in THALES world

  3. agenda • Introduction • THALES supply chain initiative • SCOR model • Thales SCM Toolbox • Presentation • Demonstration • THALES results

  4. Thales transverse initiatives Q3 2004 headquarters launch competitiveness plan • General Management • Intragroup Trading Rules, • Back Office, Expenses, share services • MIS • Non-recurring Activities • Software (orchestra) • Recurring Activities : • Supply chain

  5. Corporate THALES REFERENTIAL

  6. Corporate Added Value Sales 10,5 G€ Systems Platforms Cooperants COTS Software Subsystems & Products Supply Chain Initiative EMS COTS Software Modules Mechanics Standard components Shared Services & external Consultancy 3,5 G€ Purchased Strategic Components COTS

  7. 5 Rupture (Challenging the business model) 4 Alignment on Company strategic evolutions 3 Transversal and global integration 2 Systematic optimization of means (by function) 1 Quick wins and cost reduction Business Model Review Performance improvement Supply Chain ambition Ambition = 3+ Global Optimization Corporate commitment / involvement Integrated Local Rupture per DIV/SBL

  8. agenda • Introduction • THALES supply chain initiative • SCOR model • Thales SCM ToolBox • Présentation • Démonstration • THALES RESULTS

  9. Corporate Plan Source Make Deliver Return Return THALES CHOOSE FOR SC model • Model developed since 1997 by Supply Chain Council : nonprofit organization grouping more than 1000 corporations in many sectors • Reference model taking into account the inter companies dimension of Supply Chain and macro process uses • Model offers • Normalized supply chain description in process activities et tasks • metrics • Sectors benchmarks • Best practicies

  10. The SCOR model is widely applied in the Aerospace & Defense and Electronics industries • Air Force Institute of Technology Air Products & Chemicals Inc. • Boeing Company Aerospace Support • Bombardier (Transportation Services) • Defense & Strategy Solutions • Defense Energy Support Center • DoD, Defence Materiel Organization • Dynamics Research Corporation • EADS Astrium • EADS Eurocopter • EMBRAER • Honeywell • KLM Engineering & Maintenance • Lockheed Martin • MINDEF – Defence Technology & Resources Ofc. Multinational Force and Observers Naval Inventory Control Point Navy Exchange Service Command Royal Australian Air Force Raytheon Singapore Armed Forces Snecma Moteurs Thales United Defense United Space Alliance US Department of Defense United States Air Force United States Marine Corps. United States Navy United Technologies Corporation

  11. Corporate R & D System Supply Chain J.I.T. Kanban … SC Tool Box SCOR CMMI Lean Manufacturing 6 Sigma Company process and models Company … Iso EFQM Company process model Assessment tool Improvement methods One shot / non repetitive repetitive

  12. Supply Chain Typologies • Catalogue • Multiple unpredictable Clients • Regular consolidateddemand 5 • Hyper-defined • Single predictable Client • Regular demand 6 3 • Customized • Multiple predictable Clients • Regular demand Volume 4 • Tailored • Single unpredictable Client • Singular demand 1 2 Level of standardization

  13. Corporate Hyper-defined Single predictable Client Regular demand Hyper defined design rules Mature technologies/processes Small products Highly prescriptive customer Tailored Single unpredictable Client Singular demand Evolutive requirements Mixed technologies Complex products Export sensitive components Frequent offset requirements Customised MultiplepredictableClients Irregular demand Evolutive requirements Advanced technologies Complex products Export sensitive components Frequent offset requirements Catalogue Multiple unpredictable Clients Regular consolidated demand Standard design rules Mature technologies/processes Samll and Complex products Few offset requirements KPI’s Continuous price reduction Punctuality KPI’s : Quality compliance Working Capital Requirement KPI’s Lead time reduction Continuous price reduction KPI’s : Customer reqmt compliance Delays vs latest Update The 4 Supply Chain Types COMINT, radio, camera, Broadcast Magellan, EFT, CGA Navaids, ATM radars Simulators Surface radars Sonars EW, Military airborne Optronic pods #3 G€ Offsets Airbus Fuzes, Startsreak #2 G€ Rafale Seekers OSF # 1 G€ #0,5 G€ ++ ++ 25% CHP 14% 12% 20% Customised Catalogue Tailored Hyperdefined

  14. Corporate Maximise Re-use Middleware perrenity According to riskmgt Based on ContractMgt Programme & Client Multi-site European* Shared Facility, specific logictics Dedicated, traceable Definedwith Client fromqualified EMS Just in time integrated Client-Supplier Global ww one Site Dedicatedww network & logistics Modular(predefined options) Open source Up to Black box Based on sales for’cast Product & Market Global ww one Site SharedFacility & logistics To Client budget Middleware perrenity Critical Component Based on Conf control Programme & Client Integrated w Prod Designer Facility, specific logistics * System engineering, Programme management and security features in Client’s country. One location per Building block Supply chain main attributes 1,7M 3,1M Sales ex Div 9,7 G€ (Product support excluded) Large Systems Ship Lead System Integration, Mission airborne syst Training, Land syst, ISTAR, Joint syst Air operations, Weapon syst Services & Solutions Transport & Energy Security Solutions Civil Administration Def Services Enterprise & Finance ATM syst 2,4M 1,7M Customised Subsystems Military avionics, Sonars, Military Sims, Surface radars, CNI mil, Sights, Optronic pods Hyper tubes 0,6 M Catalogue Products Helico, IFE, Computers, Navaids, Broadcast, Magellan, EFT, E-sec ATM radars, Civil Sims, Camera Radio, Med/Telecom tubes Electrical 0,3 M Tailored Combat solutions Seekers, Fuzes Space tubes TMI, AsGa Hyperdefined Civil avionics Design Architecture Make or Buy Ordering ERP Engineering Support

  15. Corporate Their strategic contribution Warship Watchkeeper, Meltem Land & Joint Systems ATM & AD centers Security Systems ++ 14% Sales 10,5 G€ Systems Platforms Cooperants COTS Software COMINT, radio, camera, Broadcast Magellan, EFT, CGA Navaids, ATM radars Simulators Surface radars Sonars EW, Military airborne Optronic pods Rafale Seekers OSF Offsets Airbus Fuzes, Startsreak ++ ++ 14% 12% 20% Customised 25% Catalogue Tailored Hyperdefined COTS Software EMS Hardware & Software Modules 5% Modules 3,5 G€ Purchased Transport and Security solutions Technical Assistance, Training Outsourcing, Consultancy Mechanics Standard components Insourcing ++ Computers GaAs, Tubes 10% Shared Services & Consultancy #3 G€ 19% #2 G€ Strategic Components # 1 G€ #0,5 G€ COTS CHP

  16. Corporate regularwithpeaks 20 years System capacity Regular update Upgrade & maintain Shared Facility, specific logictics * regular & intensive 8 years High fleetavailability & higheqtreliability Quick replace / repair Dedicatedww network & logistics regular & intensive 5-20 years Fleetavailability Standard conf Replace (towards no repair) SharedFacility & logistics * irregular 12 years High equipt reliability Tailored conf, obsol Repair & update Designer Facility, specific logistics Product Support main attributes 0,1M 0,3M Sales ex Div 1,7 G€ Services & Solutions Transport & Energy Security Solutions Civil Administration Def Services Enterprise & Finance ATM syst Large Systems Ship Lead System Integration, Mission airborne syst Training, Land syst, ISTAR, Joint syst Air operations, Weapon syst 0,3M 0,5M Customised Subsystems Military avionics, Sonars, Military Sims, Surface radars, CNI mil, Sights, Optronic pods 0,2 M Catalogue Products Helico, IFE, Computers, Navaids, Broadcast, Magellan, EFT, E-sec ATM radars, Civil Sims, Camera Radio, Med/Telecom tubes Electrical 0,3 M Tailored Combat solutions Seekers, Fuzes Hyperdefined Civil avionics Client Usage & av eqt Life Need Main activity Location * with in-sourcing of repair activites to reduce cost and to improve logistics performance

  17. agenda • Introduction • THALES supply chain initiative • SCOR model • Thales SCM Toolbox • Presentation • Demonstration • THALES results

  18. Supply Chain Characteristics In order to get reliable results the assessment must be conducted for groups of items which share the same characteristics (“path” and the same behaviors). As a rule of thumb a supply chain to asses could be defined as a product family going thru the same production / storage facility. Demand • Annual volume size (log scale) • Predictability (budget, platforms) • Regularity • Lead-time criticality Product Lines & SL + Market Product • Design stability • Complexity • Maturity of technologies • Customer prescription • Local constraints and Offset • Supplier market maturity & accessibility

  19. Corporate 2 4 Financial data 23 datas SC Practices 38 questions SC Stakes evaluation COGS improvement SC Working Capital improvement SC KPI SC efficiency SC Question- naire SC Maturity Assessment SC Maturity index Benchmark SC Typology SC Practices List of general and typology specific best practices 3 5 KPI 9 to 14 values 1 Scenario Market Characteristics 6 questions : worksheet : datas : results Logic of use of the « Supply chain toolbox »

  20. Tool box summary

  21. Typologies main Caractéristics KPI’s Additional elements SC Characteristics Quality compliance Working Capital Requirement Tailored • Design to Customer budget • Outsourced shop floor, mgt of critical components • Integrated Eng and Manuf • Order based on Config control and Contract Mgt • Single location, no offsets • Multi-rescheduling ERP • Single unpredictable Client • Singular demand • Evolutive requirements • Mixed technologies • Complex products • Export sensitive components • Frequent offset requirements • Identify modules isolated from customized requirements • Buy complete Modules • Share Modules (middleware, computer, power supply) • Order based on Contract Mgt • Modules as semi-direct offsets • Program ERP Customized Customer reqmt compliance Delays vs latest Contract update • Multiple predictable Clients • Regular demand • Evolutive requirements • Advanced technologies • Complex products • Export sensitive components • Frequent offset requirements • Multiple unpredictable Clients • Regular consolidated demand • Standard design rules • Mature technologies and processes • Small and Complex products • Offset requirements (radio) Catalogue Lead time reduction Continuous price reduction • One design with few options • Buy from EES / EMS (small products and subassemblies) • Dedicated System Engineering • Order largely based on Forecast • EMS used as semi-direct offsets • Production ERP • Single predictable Client • Regular demand • Hyper defined soft/hard design rules • Mature technologies and processes • Small products • Highly prescriptive customer Hyper-defined • Fully dedicated design • Buy from EMS except integration • Dedicated Software Eng • Just in time delivery, traceability • Single location, no offsets • Customer driven ERP Continuous cost reduction Punctuality

  22. agenda • Introduction • THALES supply chain initiative • SCOR model • Thales SCM Toolbox • Presentation • Demonstration • THALES results

  23. divisions objectives

  24. Stakes per typologies Bubble size proportional to COGS

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