Northrop关于供应链集成

1、Improving Improving Supply Chain Supply Chain Management Management RelationshipsRelationshipsMary SimmermanVice President, Materiel April 23, 2003Acquisition & Logistics Excellence Conference 1第一页，共二十一页。Agenda Introductions Supplier Management What Does It Mean? The Defense Business Whats Drivi

2、ng the Transformation? Northrops Model “Strategic Relationships, Strategic Alliances Key Success Factors Future Vision Where Do We Go from Here? Questions and Answers2第二页，共二十一页。Mary Simmerman, VP, Materiel Oversee Domestic and International Procurement and Subcontract Management VP, Supplier Managem

3、ent and Procurement at Boeing Space and Communications Co-Lead Supplier Mgmt. Process Council at Boeing Past Life at Northrop in Advanced Systems Division and Grumman Aerospace SME for Material Operations of Boeing Airlift and Tanker 1998 Malcolm Baldridge Award MBA, Keller Graduate School, BA in Bu

4、siness Mgmt., University of Phoenix3第三页，共二十一页。 Cost-Based Adversarial “Vendor “Tug of War Non-Evaluative Short-Term Event-Based Collaboration Joint investment Sophisticated Evaluation Tools Long-Term Focus Continuous improvement True PartnershipsQualityIssuesPoorCommunic.TQM6SigmaMetricsIntegratedSy

5、stemsNewTech.SCMFocusPastPresentSupplier Management What Does it Mean?4第四页，共二十一页。What Do We Mean Today?A Formal Process by Which Suppliers Are Evaluated and Categorized by A Formal Process by Which Suppliers Are Evaluated and Categorized by Their Ability to Add Value to Our Business Via Investment,

6、Collaborative Their Ability to Add Value to Our Business Via Investment, Collaborative Planning & Design, Risk-Sharing and Product EnhancementPlanning & Design, Risk-Sharing and Product Enhancement Supplier Management Is Enabling Relationships with Providers of Goods and Services to: Attain

7、Business Objectives Expand Business Opportunities Reduce / Transfer Business Risks5第五页，共二十一页。Market ShareSignificantly Enhanced revenueBenefits from Supplier ManagementNew Products/ItemsBroaderName RecognitionReduced CostsNew DistributionChannelsNewCustomersWhy Manage Suppliers?60-70% of What We Bui

8、ld Is Procured!60-70% of What We Build Is Procured!CustomerSatisfaction6第六页，共二十一页。Industry ConsolidationWar TacticsCultural IssuesEnhanced CommunicationsWeapons TechnologyThe GenesisThe Defense Business Whats Driving the Transformation?“Integrated NetworkTrue Partnerships“Systems, Services, SupportP

9、recision Weapons & “Real-Time CommunicationsGoalsCollaboration7第七页，共二十一页。The Northrop Model Supplier Engagement Possess Technology That Would Be Beneficial to Our Future Business Aspirations Align with Our Future Strategies (e.g. NHA, JIT) Have R&D Expenditures That Are Relevant to Technolog

10、ies We Believe Are Gaps in Our Portfolio Select Potential Strategic Partners (Industry / Geography) with Characteristics That Would Be Critical Differentiators for Us in Future Competitions (e.g. Skills, Political Strengths, Technologies)8第八页，共二十一页。The Northrop Model Hawkeye Case StudyIssues:Radar A

11、pproach & Team Solidified Within the Navy (NAVAIR, OPNAV, CNO, ASN) Navy Funding Profiles to Support RMP SD&D and Post Multiyear Production RMP SD&D Proposal Submission in June and Contract Award by December FY 2004 NTE Production Proposal Submission in November and AAC Award by December

12、 (3 Hawkeye 2000 Aircraft)Strategies:Preserve FY 2003 Budget for SD&D and Production and Preservation in POM-04Continue Hawkeye 2000 and Advanced Hawkeye/RMP Advocacy CampaignsWork with the Customer for Post MYP Production Via Affordability OptionsFY 2004-2005 (Hawkeye 2000)FY 2006-TBD (RMP LS /

13、 TAMD)Hawkeye Industry TeamTactics:Leverage the Strength of a “Team in USN, OSD, Congress and the MediaPropagate “Value of RMP as Highest Priority of Advocacy CampaignStress “Value of Hawkeye 2000/CEC to Nearterm Fleet OperationsDevelop Affordability Posture on RMP SD&D and Post Multiyear Produc

14、tionTarget Key OPNAV FlagsPromote Team AccomplishmentsStrategic Intent: Joint Marketing of the E-2C Hawkeye and USN AEW&C Roadmap9第九页，共二十一页。The Northrop Model F-35 Case StudyStrategic Intent: Collaborative Design and Engineering while pursuing “Best ValueIssues:Cost containment is key for the pr

15、ogramInvestment structure requires sourcing strategy for participating countriesRFB/RFQ are “model basedDesign and production specs are evolving as the bid process progressesStrategies:Exploit technologies which support collaborative design and engineering to address weight and configuration challen

16、gesEmploy “ePMO for document and data sharing for global teamDeploy common engineering standards (CATIA)F-35 Global TeamTactics:Developed JSL “Virtual PMO for global project management supportBalance “best value and collaborative engineering capabilities to meet cost and design challengesDevelop spe

17、cific incentives for team to address center fuselage and weight challenges.10第十页，共二十一页。 Continuous Review Process Based on Performance Measures Reflecting Total Cost of Ownership Must Be in Place to Provide Ongoing Monitoring of the Suppliers Effectiveness “Platinum Source Case StudyKey Success Fact

18、ors Supplier Relationship Management11第十一页，共二十一页。Key Success Factors Supplier Relationship Management, Platinum Source12第十二页，共二十一页。Key Success Factors Supplier Benefits13第十三页，共二十一页。Key Success Factors Supplier Relationship Management Suppliers / Contractors Are Selected Strategically, with a Long-Te

19、rm Focus, Rather Than Historic Short-Term, Transaction-Based. Organization Must Commit the Resources to Develop Mutually Beneficial Relationship. Demands on Suppliers Requiring Capital Investments Necessitates the Sharing of Plans and Schedules Utilize Suppliers As a Knowledge Source and Share Benef

20、its of Expanding Into New Markets, Assessing Value-Based Opportunities, Discovering New Cost Savings, and Extending Current Functionalities14第十四页，共二十一页。Key Success Factors Supplier Relationship Management (Cont) Involve Key Suppliers in Long-Term Strategic Alliances, Where Specific Capabilities May

21、Need to Be Developed. MWBEs May Be a Good Source for This. Align Suppliers, IR&D to Technology Maps15第十五页，共二十一页。 Business PartnersWorldEnterprise GroupSAP R/3Business WarehouseOrder Entry, ILS, CSFinancialsHRFulfillment.E-ProcurementStrategic Enterprise ManagementPortal.Extending Scope (New Dime

22、nsions & Add-Ons) COLLABORATIONCOLLABORATIONInternetExtranetIntranetENTERPRISEENTERPRISEKnowledgeWarehouseSupplier Relationship MgtCollaborative PLMAPOCRMCustomer Relationship MgmtMFG, QAProcurementBillingCompleteIES III/IVFoFKey Success Factors Technology Blueprint16第十六页，共二十一页。User-initiated, c

23、atalog-basedrequisitioningStrategicSourcingOrderExecution andSettlementProductLife CycleManagementOrder Planning andCreationEDIDirectIndirectSupplier Collaboration, Management, ImprovementSpecificationDevelopmentePLM (PDM,CAD/CAM,Proj. Mgmt,collab, etc.)ERPSupplyChainPlanningSupplyChainExecution“e-p

24、rocurement”IndirectProcurementComponent SupplierManagement (CSM)EngineeringPurchasing, Mfg.Planning,Supply ChainPlant, IT,WarehouseLinkage#1Linkage#2Linkage#3Key Linkages Supplier / Part / Category Master Data Detailed Cost Element Definition / Measurement Supply / Demand Plans and Changes Make vs Buy Analysis Spending Analysis via BOMs Linking as-Designed BOM to S