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Value Sourcing Our Business Model for a Dynamic Global Aerospace Market Agoria Subcontracting 14 oct 2014, Sint-Lambrechts-Woluwe Toine Verbruggen VP Procurement & SCM

Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

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Page 1: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

Value SourcingOur Business Model for a Dynamic Global Aerospace Market

Agoria Subcontracting14 oct 2014, Sint-Lambrechts-Woluwe

Toine Verbruggen

VP Procurement & SCM

Page 2: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Fokker TechnologiesThe Fokker mind, heart and soul

Super specialist, adding value by offering integrator solutions with distinctive technologies on a global scale, contributing to safe,

sustainable, reliable and affordable aviation

Like the human body an aircraft is one,

fully integrated

system.

Therefore, changing one part always has an effect somewhere

else.

A deeper understanding that all

parts of an aircraft

are interconnected.

In which even the smallest detail is

important to the whole.

Page 3: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Super specialist based on rich heritage of aircraft manufacturing

1990

1970

1950

1910

1930

#1 in tails for Business Jets

#2 in Electrical Wiring Systems

#1 in out of production support

…delivered leading innovation that

shaped the aerospace industry…

…manufactured high quality aircraft that stood the test of time…

…with over 500 aircraft still in

operation today

Today Fokker is involved in 75 Aircraft platforms resulting in Fokker’s signature on over

14,000 aircraft today

Page 4: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Fokker Technologies Activities

Portfolio of high technology A&D businesses With €762m t/o & 4700 employees

Aerostructures

Defence & Space

Services

Landing Gear

Electrical Systems

Page 5: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Fokker Technologies Locations

THE NETHERLANDS

THE NETHERLANDS

CHINA CHINA

SINGAPORE SINGAPORE

MEXICO MEXICO

USA USA

CANADA CANADA ROMANIA ROMANIA

TURKEYTURKEY

THE NETHERLANDS THE NETHERLANDS

Page 6: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

A Global Footprint is Key to Achieving our GoalsGlobal Operations Capabilities in a Global Footprint

6

Fokker Aerostructures

Global Footprint

Architecture

North America

� US$ supply chain

� US Defense access (buy American)

� Customer proximity

� Fokker controlled composite production

� Fokker controlled conventional assembly

Europe

� Central management and HQ

� Design & Industrialization, R&D, new concept development (product and manufacturability)

� High end composite, metal bonding, glare and machined parts production & Assembly

� Dutch defense offset

Asia

� Growth market: Defense and commercial offset

� Composite parts

� Fokker controlled assembly

Strategic & Tactical Procurement Globally

80% NL Operational Procurement

Operational Procurement

Operational Procurement

Global Adaptive Supply Base Drivers: Total cost of acquisition, Program requirements, International trade

regulations, Low switching cost, offset, natural hedge SUPPLY

CLOUD

Page 7: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Value Sourcing4 Main Principles

7

MARKET / CUSTOMERS

VALUESOURCING

EXTENDEDENTERPRISE QLTC

Seen as a process for the entire company Select a theme…

Leading in sourcing & SCM

See your supply chain as part of your own company

How to start?How to start?

Set targets and install cross-functional teamsTargets derived from the market….QLTC

Page 8: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Supply Chain DevelopmentPerformance

8

MARKETREQUIREMENTS

SUPPLY CHAINREQUIREMENTS

Page 9: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Supplier Account Teamcross functional

9

LOGISTICS TECHNOLOGY TOTAL COSTQUALITY

B

A

Function of the Buyer = A x B

e

x

p

e

r

t

e

x

p

e

r

t

e

x

p

e

r

t

e

x

p

e

r

t

Page 10: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

DESIGN & INDUSTRIALISATION

Procurement & SCM An integral part of a complete value-chain

10

Global Supply Base

Fokker Aerostructures: A 1st-tier providing OEM’s with a comprehensive portfolio of capabilites…

…connecting the full value-chain

Customer FOKKER Tier-2 Tier-3

OEM corporate strategy aligned with airline market needs

Customer alignment & Strategic Supply Chain Development (SSCD) by Product Family Team (PFT)

PHASE 0

Procurement & SCM seamlessly integrate with each ‘life-cycle’ phase

Supply base development

Preferred supplier mgt.

MARKETING& SALES

Supply chain feasibility

& requirement process

OPERATIONS

Order fulfillment

process

New product

Introduction processOrder fulfilment

process

Tier-3 supplier aligned with Tier-2 strategy and performance metrics with Fokker SAT support

marketing proposals contracting design prototype ramp-up volume / series production

� Innovation

� Low Cost

� Efficiency

� Outsource

� Integration

Supplier Account Team (SAT) aligns supplier strategy and performance with process tools (KPI’s)

Supplier Councilsalignment forum

PFT’s roll-out SSCDSAT’s embed KPI’s

SAT’s embed & monitorKPI’s with tier’s

Page 11: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED11

Procurement Vision, Mission & ObjectivesWithin a ‘7-S Model Framework’ Context

Structure

Staff

SharedValues

SystemsStrategy

Skills Style

FO KKER UNC LA SSIFIED 21

People Development Assessment, Alignment & Promoting Growth

Pr omo te Qu estion Mark?

� Pe rform an ce stay s b eh ind � Pe rso n is p ro ba bly to o s ho rt in

fu n ction � Pe rso n is in th e wro ng fun ctio n

ac co rdin g to h is/he r am bitio n s � Ac tion is ne ed ed : p e rfo rma n ce

im pro ve me nt an d / o r to an oth er fu nc tio n

� Is re ad y fo r a ca ree r (o n ter ms) � Kn ow in g y ou r go o d am bition s

a nd pro p erly u nd ers tan d in g k ey is su es r eten tion

� Ac tio n is n ee de d : B.V. giv e v iews o n p ro motio n,

in vo lv em en t in strate gic p ro je cts , train ing etc.

Con servat ion Reg ain

� Pe rso n is p erfo rmn ing be lo w s tan d ard

� Ac tion is n e ed ed : d irec tly

r einfo rce pe rform an ce � I f i t’s n o t wo rkin g: loo kin g fo r

a n oth er job or o uts id e th e c o mpa ny

� Per fo rma n ce p res erv e a nd e nh an ce

� Un de rsta nd ing wha t i t is to

m otiva te p eo ple a nd to en su re c on d itio ns h av e b ee n s atisfied

� Ac tio n: d ev elo p, in vo lve an d e xp an d

� Re main in fun ctio n or lo ca lly re mo ve

Per form ance

Gro

wth

Po

ten

tial

LO W

H IG H

DE FIC I EN T E XC ELL EN T

Mi smat ch i n f un ct ion

No imag e

(Too sh ort i n fu nct io n)

T o ano th er f un ct ion

w i th in t he co mpan y

T o ano th er f un ct ion

o ut si de th e comp any

P ro mot e

on s hort t erm

(0-2 yea r)

Promo te on lo ng t erm

(3 -5 y ear)

Dev elo p

i nt erna l fu nct io n

Po te nt io nal li mit s reac hed

FO KKER UNC LA SSIFIED

Procurement & SCM Organisation Globally scaleable

13

Lo uw S cho ts

Pro c. P roj ects

Proc uremen t

P roje ct L ead ers

• Pr og ramme

• Pr oj ect s

Ma uri jn van

de r Doe s

Materi al s

Mul t i- f unct i ona l

t ea m

• Buyer

• Ope ra ti onal

b uyer /s

• Qua li ty

• Engi neer s

Men no W ol f

Me tals / As sys.

Wi m

Jag ten berg

C omp . & T ool i ng

Marce l D ekk er

N P R

S ec ., Fi nan ce,

H RM, et c…

Staf f Su ppo rt

P r ocu re ment

Q A & Q I

Qua li ty

T oi ne V erbru gg en

P rocu remen t & S CM

R ia n Bo ll

L ega l Co un cil

P ape ndr ec ht

Lo gi st ic s

Mul ti - fu nct io nal

t ea m

• B uyer

• O per at ion al

buye r/ s

• Q ual it y

• E ngi neer s

Mu lt i- f un cti on al

te am

• Buy er

• O per ati onal

buyer /s

• Q uali ty

• Eng inee rs

Mul t i- f unct i ona l

t ea m

• Buyer

• Ope rat io nal

bu yer /s

• Qua lit y

• Engi neer s

N etwork

Su ppl y Ch ai n

Pr of es sio nal s

• N et her land s

• Mexi co

• U SA

• R apid

De ploymen t Teams

• I nte rven ti ons

Task F orce

I n te grate d an d Emb ed ed wi th Pro gram me & Ope rati ons

Ho oge vee n

Lo gi st ics

Me xico

Lo gi st ic s

FO K K E R U N C LA S S IF I E D

Procurement Vision, Mission & Objectives

14

VISION: T he Art o f pu rc hasing Initiating, developing and sustaining supply chains

to enable Fokker competitive market position

K EY VA LUES GLOBA L S OU RC ING

P eo pl e: F un en vi ro nmen t, en cou ra ge su cces s, s upp ort o ne -a nothe r, ethi cs, in te grity

P erforman ce: Ful f il cus to mer QLT C de mand s

P rodu ct l i fe -c ycl e: A dd -val ue from ‘p ropo sal ’ to

‘ de vel opme nt’ thru ‘ in -s ervi ce’ s upp ort p has es

P rofess io nal : U se o f co mprehe nsi ve too ls ,

me th od s, pro cess es & ca pab il i ti es

Gl ob al fo otrprin t; $ co ntent; n atural hed ge

BQLT C pe rfo rma nce c apab il i ty a sess ments

Prod uct famil y team strategy d eve lo pmen t

To ach ie ve perfo rma nce c ontracts

Go verna nce n ego ti at i on p ro ces s

Prog ram in dep end ent con tra cts

C ONTRA CTIN G OPER ATING EXC ELLE NCE

QL TC b ased s upp li er rel at io n mana gemen t

Op erat io nal exce ll en ce ( in te rn al e ff i ci enc y)

FO K K E R U N C LA S S IF I E D

People Skills CMM key process areas

Placeho lder

Ch an ge Ma na g eme n t

Predicatable Empow er & i nteg rat e wor kf or ce compet encie s, ma nage

quant it at ivel y

Initial Wor kf or ce p raci tce s ap pli ed w it hout anal ysis of impa ct

M anaged U nit man ager s a re gi ven the t ools to manag e an d de velop t hei r peop le and deci sions beco me dat a dri ven

Defined O r gani sati on devel ops wor kfo rce

compe tenci es and wor kgr oups and al igns t hem w it h busi ness st r at egy

O ptimising C ont inu ously impr ove

Capability Management

Competency Management

People Management

Inconsis tent Management

Con ti nu ous workf orce in nov at ion Orga nis at io nal p erfo rma nce a li gnme nt

Con ti nu ous ca pabi l it y improv emen t

Me nt orin g

Orga ni sat io nal c apa bil i ty man age me nt

Qu ant at it i ve perf orman ce mana geme nt

Co mpet enc y base d asse ts

Empo we red workgrou ps

Co mpet enc y int eg ra ti on

P art ici pat ory cu lt ure Wo rk group d eve lop ment

Comp et ency b ased p ra ct ice s

Caree r de vel opme nt

Wo rk fo rc e pla nni ng

Comp et ency a nal ysi s

Comp ensa ti on

T ra in ing a nd de vel opme nt

P erf ormance ma nag emen t

Wo rk e nvi ro nmen t

Commu nic at ion a nd coo rdin at io n

S ta ff i ng

1

2

3

4

5

I nvesting i n peopl e and team devel opment

STRUCTURE

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY

Page 12: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

PHASE 4

Strategy alignment

� Realign SC with corporate and customer strategy

� Early, concurrent SC involvement

� More USD $ & RSP agremeents

PHASE 3

Structured improvement

� Lean six-sima in cross-functional teams

� BQLTC supplier measurement

� USA sourcing office (Asia later)

PHASE 5

Disruptive models

� Sales (new campaigns) capitalise on robust SCM framework

� Bridge-model; low-cost; offset; global footprint

PHASE 2

Human factor

� P.I.T.C.H. program

� Cross-functional PFT’s (teams)

� Soft-skills, hard processes

Procurement RoadmapEnvironmental setting

12

PHASE 1

Content

� Set-up organisation

� Set-up processes

� Set-up purchasing tools

2010 2012 20142008 2016

Operational excellence: Foundations for successWorld-class SCM capabilitysupporting strategic growth

Page 13: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Our Procurement & SCM Strategy Summary

13

Maximum USD$ spend / hedge

Value sourcing BQLTC

Strategic match Supplier + Fokker

Total buy

Maximum low-cost sourcing

Page 14: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Procurement & SCM OrganisationGlobaly scaleable

14

Louw Schots

Proc. Projects

Procurement Project Leaders

• Programme

• Projects

Maurijn van der Does

Materials

Multi-functional team

• Buyer

• Operational buyer/s

• Quality

• Engineers

Menno Wolf

Metals / Assys.

Wim Jagtenberg

Comp. & Tooling

Marcel Dekker

NPR

Sec., Finance,

HRM, etc…

Staff Support

Procurement

QA & QI

Quality

Toine Verbruggen

Procurement & SCM

Rian Boll

Legal Council

Papendrecht

Logistics

Multi-functional team

• Buyer

• Operational buyer/s

• Quality

• Engineers

Multi-functional team

• Buyer

• Operational buyer/s

• Quality

• Engineers

Multi-functional team

• Buyer

• Operational buyer/s

• Quality

• Engineers

Network

Supply Chain Professionals

• Netherlands

• Mexico

• USA

• Rapid Deployment Teams

• Interventions

Task Force

Integrated and Embeded with Programme & Operations

Hoogeveen

Logistics

Mexico

Logistics

Page 15: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Procurement Vision, Mission & Objectives

15

VISION: The Art of Purchasing

Initiating, developing and sustaining supply chains

to enable Fokker competitive market position

KEY VALUES GLOBAL SOURCING

People: Fun environment, encourage success, support one-another, ethics, integrity

Performance: Fulfil customer QLTC demands

Product life-cycle: Add-value from ‘proposal’ to ‘development’ thru ‘in-service’ support phases

Professional: Use of comprehensive tools, methods, processes & capabilities

Global footrprint; $ content; natural hedge

BQLTC performance capability asessments

Product family team strategy development

To achieve performance contracts

Governance negotiation process

Program independent contracts

CONTRACTING OPERATING EXCELLENCE

QLTC based supplier relation management

Operational excellence (internal efficiency)

Page 16: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

DESIGN & INDUSTRIALISATION

Procurement & SCM An integral part of a complete value-chain

16

Global Supply Base

Fokker Aerostructures: A 1st-tier providing OEM’s with a comprehensive portfolio of capabilites…

…connecting the full value-chain

Customer FOKKER Tier-2 Tier-3

OEM corporate strategy aligned with airline market needs

Customer alignment & Strategic Supply Chain Development (SSCD) by Product Family Team (PFT)

PHASE 0

Procurement & SCM seamlessly integrate with each ‘life-cycle’ phase

Supply base development

Preferred supplier mgt.

MARKETING& SALES

Supply chain feasibility

& requirement process

OPERATIONS

Order fulfillment

process

New product

Introduction processOrder fulfilment

process

Tier-3 supplier aligned with Tier-2 strategy and performance metrics with Fokker SAT support

marketing proposals contracting design prototype ramp-up volume / series production

� Innovation

� Low Cost

� Efficiency

� Outsource

� Integration

Supplier Account Team (SAT) aligns supplier strategy and performance with process tools (KPI’s)

Supplier Councilsalignment forum

PFT’s roll-out SSCDSAT’s embed KPI’s

SAT’s embed & monitorKPI’s with tier’s

Page 17: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Fokker’s 8-Step Procurement ProcessSupply chain selection harmonised with market and program needs

17

Once in every 2-3 years new programs require supply chain adaptation…

Implementation & HandoverOpportunity Development & NegotiationData Collection & Analysis

ContractingNegotiation Handover & Discharge

Implement-ation

Commodity Profile &

Specification

ProjectDefiniton

RFI / RFP Process

Commodity Sourcing Strategy

Step 2Step 1 Step 4Step 3 Step 6Step 5 Step 8Step 7

Gate Review Gate Review

8-Step Procurement Process

Economiccrisis

Globalsupplybase

Highcostcommodity

Supply baseconsolidate

ValueChainintegration

Industrycycles

Globalrisk

Efficiencygains

Newtechnology

Newbusinessmodels

Influence

Robust sourcing process ensures market and program needs are fully met

Page 18: Fokker Aerostructures Procurement Presentation - 2014 ... Aerostructures Procurement... · FOKKER UNCLASSIFIED Fokker Technologies The Fokker mind, heart and soul Super specialist,

FOKKER UNCLASSIFIED

Procurement and SCM in ActionStrategic sourcing: Tools and process deployment

18

Robust tools and processes ensure the optimum in supply chainselection which deliver to ours and our customers requirements

Implementation & HandoverOpportunity Development & NegotiationData Collection & Analysis

ContractingNegotiation Continuous Improvement

Implement-ation

Commodity Profile &

Specification

ProjectDefiniton

RFI / RFP Process

Commodity Sourcing Strategy

Step 2Step 1 Step 4Step 3 Step 6Step 5 Step 8Step 7

Gate Review Gate Review

8-Step Procurement Process

Defines overall deliverables and means (Spec. Org., Resources)

ProgramCharter

i.e. AP2190. TH

Program & General Quality Requirements

Defines overall deliverables & spec. per commodity

Commodity WBS

ApprovedSupplier List

StrategicSourcing Strategy

Strategic Sourcing

Supplier Questionannaire

BLQTCScorecard

Commodity Sourcing Strategy

Pr ofi le Com modit y

Conduct Supply M arket

Analysi s

1 2

1. Baseli ne A nal ysis (basel ine 2010)

• S pend : 20 m j • N umber of suppl ier s 18 • N umber of order i nes 1435 • C LIP 82% • R LIP: 29% • P er centage on Gat e W ay: 72% • P er centage Contr act cover age 0% • P er centage Dollar cont ent 80%

2. Mar ket Analysi s Fi ndings and O pport unit ies • M arket overvi ew ( segments, size) :

S mall suppl ier base but global , niche • K ey tr ends:

C ostum ers wi th lar ge vol umes di ctat ing t he speci fi cati ons. Hard t o keep up Fokker spec.

SU MMA RY O F AN ALYSES PERFO RMED

D evel op Com modit y

St r at egy

3

COM MOD ITY STRATEG Y

Approv ed Supplier L ist

Stork Fok k er AESP B. V.Ma nage me nt For m # : SRM- 0001

i ss ue: 08-ok t- 07 / 01

Gen eral B usi ne ss Inf ormat i on

(P le as e ty p e ov er o r de le te a ll ex a mpl es )

R e sp o n d en t 's N a me D i re c t #

P o si tio n

E -Ma i l D a t e

Ge neral B us in ess

1 GENERAL INFOR MATION

1. 1 Company Nam eV is it in g a d d re s s

C it y

S ta t e Z ip C od e :

C o u n try

T e le p ho n e

F a x

E - ma il

We b s it e a d d re s s

C a g e c o d e

Supplier Re la tion Management

Questionnaire

Define Approach, MDO, LAA,

BATNA & Agree Program Mandate

Negotation Strategy

Agree Team, Roles &

Responsiblities & Negotiate

NegotationTactics

Supplier Agreement

ProgramAgreement

S u pp li er Sc or e

Fig e ac 8 5

Te cn o vi a 8 2Pe rf ek ta 8 1

KMWE 7 7

Pa tr io t 7 6

S u pp li er Sc or e

Ne x -T ec h 8 7Pa tr io t 8 7

Fig e ac 8 5

Pe rf ek ta 8 3Man es 8 1

S u pp li er Sc or eCe nt ra 9 0

Ha rl ow 8 3

Pa tr io t 7 7

Ne x -T ec h 7 3Pe rf ek ta 7 3

S up p lie r Sc o re S u pp li er Sc or e

1 Fi ge ac 3 9 8 Fig e ac 9 1

2 Ne x -T ec h 3 8 5 Ne x -T ec h 8 8

3 Te cn o vi a 3 7 3 Ha rl ow 8 44 Ha rl ow 3 7 0 Te cn o vi a 8 4

5 Ce n tra 3 6 8 McC an n 8 1

6 Pa tr io t 3 6 8

7 Pe rf ek ta 3 6 48 Man e s 3 3 3 S u pp li er Sc or e

9 KMWE 3 2 2 Fig e ac 6 6

10 Mc Ca n n 3 1 8 Ne x -T ec h 6 411 G lo b al Va n t… 2 8 5 Te cn o vi a 5 8

12 N o rma 2 5 1 Gl ob a lV an t… 5 6

13 J HE 2 1 6 KMWE 5 6

14 Qu es t 1 9 215 A e ro st ar 1 4 9

16 G a rd ne r 1 3 3

Gen e ra l in fo r ma ti on

- T ot a l

s up p lie rs

a na ly ze d : 1 6

- All

sc o re s

n o rma liz e d

t o

10 0%

of

ma ximum

s co re

p e r

g ro u p,

in cl ud in g

wei gh fa c to r

- T he

s co re s

ar e

ba s ed

o n an

o ve r all

a va ila b ili ty

o f 7 8%

of

th e

d at a

20 10 , D es ig ne d by

C o st s

A l lg ro u p s

B u si ne s s

Qua li ty

L o gi st ic s

Te c hn o lo g y

B

Q

LT

C

Fi gea cKM W E

M an es

N ex- Te ch

20

30

40

50

60

7080

90

1 00

B Q L T C

Fi gea c K MW E

Gl obal Vantag

H arl ow

KM WE

M anes

M cCann

N ex-T ech

No rma

Perf ekta

S e le ct s u pp li er (s ) T o p 5 ra n ki ng s

F o kk e r Aer o st ru c tu r es

B QL T C R e po r t -G l o ba l S ou r ci n g

0

5 0

10 0

15 020 0

25 0

30 0

35 0

40 0

45 0

F ig ea c N ex -T ec h T ecn ov ia Ha rl ow Ce ntr a

Ov e ra ll To p 5

C T L Q B

T o ta ls r an k in g

B - Bu si ne ssQ - Q ua lityL - Lo gi sti csT - Te ch no lo gy

C - Co st s

Pri n t

BQLTC assesment Programm Agreement

Long Term Agreement

Management Information KPI’s

SCM Global ICT Backbone

Glob aly One syst em

Gl obal y On e w ay of f w orkin g

Cu stome r de sig n in fo

P rodu ct Da ta Ma nag eme nt

(mat ri x)

En te rpris e re sou rc e pl an ni ng

Baa N .

Cu stome r d ema nd

Ga teway su pp li er p ortal

O rder s

for ecast

De li ve ry

Ar ti cl e dat a packages

Spec. docum ents

KPI Re porti ng (MIS P roc, K IS) Cu sto mer Suppl ie rs F okke r

Multii-disciplinary teams

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Business Process MappingEnabling process quality and business agility

• Bullet with copy 20 pt Bold

Operational Purchasing

Strategic Sourcing Contracting

Continuous Improvement

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Supply Chain ManagementGlobal ICT back bone

20

Globally One system; One-way of working

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People SkillsCMM key process areas

Placeholder

Change Management

Predicatable Empower & integrate workforce competencies, manage quantitatively

Initial Workforce pracitces applied without analysis of impact

Managed Unit managers are given the tools to manage and develop their people and decisions become data driven

Defined Organisation develops workforce competencies and workgroups and aligns them with business strategy

Optimising Continuously improve

Capability Management

Competency Management

People Management

Inconsistent Management

Continuous workforce innovation Organisational performance alignment

Continuous capability improvement

Mentoring Organisational capability management

Quantatitive performance management

Competency based assets Empowered workgroups

Competency integration

Participatory culture Workgroup development

Competency based practices

Career development Workforce planning

Competency analysis

Compensation Training and development

Performance management

Work environment Communication and coordination Staffing

1

2

3

4

5

Investing in people and team development

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People DevelopmentAssessment, Alignment & Promoting Growth