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SAFRAN AEROSYSTEMS – SEATS – PASSENGER EXPERIENCE OPERATONS – CHIHUAHUA MEXICO – DIRECT PURCHASING

AUGUST 2019 ALEJANDRO PAVON – DIRECTOR OF SUPPLIERS

DEVELOPMENT

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• Tecnologia, Soluciones, Trasnportacion , Inovacion, Comfort ?

• Es mucho mas que eso, es Arte, Inspiracion, nuestra compañia obtiene lo mejorde los empleados para el beneficio del mundo entero: Video.mp4

Cual es la Contribucion de Safran a la Industria Aeroespacial ?

January 2017

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SAFRAN AEROSYSTEMS MEXICO:OUR VISION AND VALUES

Transmitting Passion, Delivering Success

PASSION

INNOVATION EXCELLENCE

CUSTOMERFIRST

Safran Aerosystems / MEXICO

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SAFRAN: TECHNOLOGY THAT BENEFITS OUR DAILY LIVES

4

**in partnership with GE, through CFM International

***in partnership with Airbus, through ArianeGroup

1 SINGLE-AISLE COMMERCIAL JET TAKES OFF every 2 SECONDS, powered by our

engines**

MORE THAN 62,000 LANDINGS a day using our

equipment

80+ SUCCESSFUL ARIANE 5 LAUNCHESin a row***

3,000 MILITARY AIRCRAFT fitted

with our inertial

navigation systems

1 OUT OF EVERY 3 HELICOPTER TURBINE ENGINESsold worldwide

500 KM OF ELECTRICAL WIRING on an Airbus A380

MORE THAN 21,000 NACELLE COMPONENTSin service

OVER 40,000 POWER TRANSMISSIONStotalling over 1 billion

flight-hours

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1 MILLIONSEATS in service in airline

fleets worldwide

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SAFRAN

5

AN

INTERNATIONAL

HIGH-

TECHNOLOGY

GROUP

€21 BILLION in revenue

More than 92,000 EMPLOYEES in

30 COUNTRIES

5 CORE BUSINESSES:Aerospace propulsion

Aircraft equipment

Defense

Aerosystems

Aircraft interiors

€1.5 BILLION in R&D expenditures

850 INITIAL PATENTS filed*

€3 BILLION in

adjusted recurring

operating income

*in 2017

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WORLD’S No.3 AEROSPACE COMPANY (excluding aircraft

manufacturers)

(12/31/2018)

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11%0.3% 6.9%

81.8%

58% 33%

9%

Defense

FINANCIAL AND STOCK MARKET DATA

6

REVENUE BY BUSINESS SECTOR IN 2018*

Aerospace Propulsion

French State

Public

Treasury shares

Employees

CAPITAL SHAREHOLDING STRUCTURE*

*as of December 31, 2018

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26%

7%

8%

9%

50%

AircraftEquipment

Aircraft Interiors

Aerosystems

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25,600

28%

SAFRAN WORLDWIDE

7

55,500

60%

6,700

7%

4,800

5%

More than 92,000 EMPLOYEESin more than 340 LOCATIONSover 30 COUNTRIES

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CADENA DE SUMINISTRO

January 2017

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Key Figures of our Supply Chain

Page 9

Main Purchases Commodities (Direct Spend FY17)

Page 10

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Continue increasing our operational performances and reach our upgraded targets:

SOTD: 98% min

SNCR/PPM: 1000 ppm max

by

- Deploying Supplier Development initiatives through the internal SPM team

- Promoting and developing the Safran Improvement Plan within the supply chain and apply tools & methods such as APQP, FMEA, QRQC,

- Promoting and working with the suppliers delivering the best performances,

Identify and mitigate risks (financial, capacity,…) within the supply chain

Enhance the competitiveness of our supply base,

Streamline the supplier base and focus the new businesses & relationship on P suppliers

Develop purchasing synergies within the Safran team

Prepare the future by including suppliers into Innovation roadmaps

2019 Purchasing Objectives

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MANUFACTURE OPERATIONAL EXCELLENCE 31 STANDARDS (handbook example)

HSE & 5S Regular 5S audit 5S Compliance HSE

Line OrganizationClear and Continuous

Flow of productCustomer

Driven ProductionWorkloadBalancing

Optimized layout

Line ManagementLine Pacingproduction

PerformanceManagement KPis

PerformanceManagement (rituals)

Labor Flexibility

SupervisorManual

Material Flow Work in Process Inventory Material delivery to the line/cell

Information Flow Clear Work Instructions Manufacturing Planning and Scheduling

OptimizedWorkstations

Physical Ergonomics Point of Use IT equipment Automation

Means AvailabilityAnd Performance

OEE TPM

SupportFunction

Tooling Management at the Line

Calibration, maintenance management

Visible and accessiblesupport functions

QualityDetectionandpreventionof Non Qualities

QRQCmanagement

ProblemMasteringattitude3 reals

OptimizedInspections

ScrapManagement

FOD ManagementC

hap

ters

(9 o

n t

he e

xam

ple

)

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Cost Variables

The materiality and value of each component of the TCO in Supply Chain Management will vary significantly by item depending on specific characteristics, some of which include:

Item value Minimum order quantities Material content Physical characteristics Method of delivery/lead time/freight and logistics Source of supply Volatility of demand Product life cycle/obsolescence Order processing costs Application Program management costs Opportunity costs

Page 13

Estas listo para ser nuestro proveedor ?La oportunidad es mucho mas grande de lo que parece !

Page 14

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