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Value SourcingOur Business Model for a Dynamic Global Aerospace Market
Agoria Subcontracting14 oct 2014, Sint-Lambrechts-Woluwe
Toine Verbruggen
VP Procurement & SCM
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.
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
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
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
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
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
FOKKER UNCLASSIFIED
Supply Chain DevelopmentPerformance
8
MARKETREQUIREMENTS
SUPPLY CHAINREQUIREMENTS
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
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
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
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
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
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
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)
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
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
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
FOKKER UNCLASSIFIED19
Business Process MappingEnabling process quality and business agility
• Bullet with copy 20 pt Bold
Operational Purchasing
Strategic Sourcing Contracting
Continuous Improvement
FOKKER UNCLASSIFIED
Supply Chain ManagementGlobal ICT back bone
20
Globally One system; One-way of working
FOKKER UNCLASSIFIED
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
FOKKER UNCLASSIFIED22
People DevelopmentAssessment, Alignment & Promoting Growth