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Developing Aerospace Suppliers in Mexico

Developing Aerospace Suppliers in Mexico. Kalim Saiyed October 22, 2009. Agenda. Purpose Desired Outcome Understanding customer expectations and Supplier Performance Report Roadmap to development Obstacles to success Summary Questions and Answers. Purpose.

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Developing Aerospace Suppliers in Mexico

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  1. Developing Aerospace Suppliers in Mexico Kalim Saiyed October 22, 2009

  2. Agenda • Purpose • Desired Outcome • Understanding customer expectations and Supplier Performance Report • Roadmap to development • Obstacles to success • Summary • Questions and Answers

  3. Purpose • The purpose of this presentation is to provide an understanding of: • Customer expectations • Supplier performance report • Roadmap to Supplier Development

  4. Desired Outcome • To take away an understanding of how to challenge and leverage the supplier performance report • To grasp the supplier development process that meets customer expectations • Learn a few tips to remove cultural barrier

  5. Today’s Customers’ Business Challenges • Ensure sustainable and profitable growth • Better manage Customer relations • Further enhance value streams • Stay ahead of market conditions

  6. Tomorrow’s Opportunities • Today’s challenges provide strategic opportunities to strengthen tomorrow’s competitive position.

  7. Customer Expectations • Do you really know what your Customers want? • If you do what are you doing about it? • If you don’t can you afford to wait any longer? • Customers want • Quality • On-Time Delivery • Cost • You to be profitable Think Strategic – begin the journey today

  8. Supplier Performance Report • Management system to help suppliers analyze, control and improve their performance. • A method to measure monthly and year-to-Date historical performance and improvement. • Customers provide a monthly supplier performance report that includes; • Quality, On-Time Delivery and Cost performance along with Service, certification rating • Communicate with your customers and challenge the data • Now you have a good base line for improvements Data based improvements will sustain the gain

  9. Why Develop Suppliers? • Up to 70% of the content is purchased from the supplier base • Performance is not where it needs to be for key suppliers • Procurement function is becoming more strategic (make vs. buy, large strategic partners, innovation etc.) • Developing relationships with strategic suppliers is key for the whole value stream • The necessary capabilities are not in place • Suppliers need to be healthy, strong and competitive in order to remain competitive

  10. What is Supplier Development? It is an organized effort to transfer knowledge using a focused team approach to obtain sustainable results for the benefits of both - suppliers and customers

  11. Supplier Development – Who and Where • One or two Supplier development associates and one or two supplier associates dedicated full-time to the project • Other resources as needed • At the supplier facility

  12. Supplier Development – When? The project is conducted over a three to six month period after an on-site Assessment is completed

  13. Roadmap to Development Management Commitment Identify Champion and Team Members Perform Facility Assessment Train the Team Develop Action Plan Prioritize the Projects Develop Project Plan Identify Improvement Methodology and Metrics Execute the Project Measure the Performance Move on to next Project Celebrate the Success

  14. Supplier Development – How? • Basic Methodology • Kickoff meeting • Improvement area selection • Situation analysis • Data gathering • Baseline data • Data analysis • Develop a contract and establish goals • Develop improvement ideas • Develop implementation • Implementation and “CA” of PDCA • Collect and evaluate “after” data • Establish Control Plan and select next area • Management review attended by senior management • Lessons Learned

  15. Obstacles to success • Supplier must have strong relationship with the customer • Lack of mutual trust • Unqualified team lead • Lack of management commitment • Insufficient training • Zeal to get results quickly • Use Short cut or bypass the process • Ambiguous goals • Lack of follow up

  16. Summary • Basis for Selection of Supply Chain Partners For The Future • Data driven process • Mutually beneficial for growth • Improve Product Quality, OTD, Cost and lead time • Facilitate & Improve Communication at all Levels • Promote Continuous Improvement • Gather Feedback & Lessons Learned • Eliminate cultural barriers by suing common tools

  17. Thank YouQuestions and Answers

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