Northrop关于供应链集成

Northrop关于供应链集成2024/3/29Northrop关于供应链集成AgendaIntroductionsSupplierManagement–WhatDoesItMean?TheDefenseBusiness–What’sDrivingtheTransformation?Northrop’sModel–“StrategicRelationships,StrategicAlliances”KeySuccessFactorsFutureVision–WhereDoWeGofromHere?QuestionsandAnswersNorthrop关于供应链集成MarySimmerman,VP,MaterielOverseeDomesticandInternationalProcurementandSubcontractManagementVP,SupplierManagementandProcurementatBoeingSpaceandCommunicationsCo-LeadSupplierMgmt.ProcessCouncilatBoeingPastLifeatNorthropinAdvancedSystemsDivisionandGrummanAerospaceSMEforMaterialOperationsofBoeingAirliftandTanker1998MalcolmBaldridgeAwardMBA,KellerGraduateSchool,BAinBusinessMgmt.,UniversityofPhoenixNorthrop关于供应链集成Cost-BasedAdversarial“Vendor”“TugofWar”Non-EvaluativeShort-TermEvent-BasedCollaborationJointinvestmentSophisticatedEvaluationToolsLong-TermFocusContinuousimprovementTruePartnershipsQualityIssuesPoorCommunic.TQM6SigmaMetricsIntegratedSystemsNewTech.SCMFocusPastPresentSupplierManagement–WhatDoesitMean?Northrop关于供应链集成WhatDoWeMeanToday?AFormalProcessbyWhichSuppliersAreEvaluatedandCategorizedbyTheirAbilitytoAddValuetoOurBusinessViaInvestment,CollaborativePlanning&Design,Risk-SharingandProductEnhancementSupplierManagementIsEnablingRelationshipswithProvidersofGoodsandServicesto:AttainBusinessObjectivesExpandBusinessOpportunitiesReduce/TransferBusinessRisksNorthrop关于供应链集成MarketShareSignificantlyEnhancedrevenueBenefitsfromSupplierManagementNewProducts/ItemsBroaderNameRecognitionReducedCostsNewDistributionChannelsNewCustomersWhyManageSuppliers?60-70%ofWhatWeBuildIsProcured!CustomerSatisfactionNorthrop关于供应链集成IndustryConsolidationWarTacticsCulturalIssuesEnhancedCommunicationsWeaponsTechnologyTheGenesisTheDefenseBusiness–What’sDrivingtheTransformation?“IntegratedNetwork”TruePartnerships“Systems,Services,Support”PrecisionWeapons&“Real-Time”CommunicationsGoalsCollaborationNorthrop关于供应链集成TheNorthropModel–SupplierEngagementPossessTechnologyThatWouldBeBeneficialtoOurFutureBusinessAspirationsAlignwithOurFutureStrategies(e.g.NHA,JIT)HaveR&DExpendituresThatAreRelevanttoTechnologiesWeBelieveAreGapsinOurPortfolioSelectPotentialStrategicPartners(Industry/Geography)withCharacteristicsThatWouldBeCriticalDifferentiatorsforUsinFutureCompetitions(e.g.Skills,PoliticalStrengths,Technologies)Northrop关于供应链集成TheNorthropModel–HawkeyeCaseStudyIssues:RadarApproach&TeamSolidifiedWithintheNavy(NAVAIR,OPNAV,CNO,ASN)NavyFundingProfilestoSupportRMPSD&DandPostMultiyearProductionRMPSD&DProposalSubmissioninJuneandContractAwardbyDecemberFY2004NTEProductionProposalSubmissioninNovemberandAACAwardbyDecember(3Hawkeye2000Aircraft)Strategies:PreserveFY2003BudgetforSD&DandProductionandPreservationinPOM-04ContinueHawkeye2000andAdvancedHawkeye/RMPAdvocacyCampaignsWorkwiththeCustomerforPostMYPProductionViaAffordabilityOptionsFY2004-2005(Hawkeye2000)FY2006-TBD(RMPLS/TAMD)HawkeyeIndustryTeamTactics:LeveragetheStrengthofa“Team”inUSN,OSD,CongressandtheMediaPropagate“ValueofRMP”asHighestPriorityofAdvocacyCampaignStress“ValueofHawkeye2000/CEC”toNear–termFleetOperationsDevelopAffordabilityPostureonRMPSD&DandPostMultiyearProductionTargetKeyOPNAVFlagsPromoteTeamAccomplishmentsStrategicIntent:JointMarketingoftheE-2CHawkeyeandUSNAEW&CRoadmapNorthrop关于供应链集成TheNorthropModel–F-35CaseStudyStrategicIntent:CollaborativeDesignandEngineeringwhilepursuing“BestValue”Issues:CostcontainmentiskeyfortheprogramInvestmentstructurerequiressourcingstrategyforparticipatingcountriesRFB/RFQare“model”basedDesignandproductionspecsareevolvingasthebidprocessprogressesStrategies:ExploittechnologieswhichsupportcollaborativedesignandengineeringtoaddressweightandconfigurationchallengesEmploy“ePMO”fordocumentanddatasharingforglobalteamDeploycommonengineeringstandards(CATIA)F-35GlobalTeamTactics:DevelopedJSL“VirtualPMO”forglobalprojectmanagementsupportBalance“bestvalue”andcollaborativeengineeringcapabilitiestomeetcostanddesignchallengesDevelopspecificincentivesforteamtoaddresscenterfuselageandweightchallenges.Northrop关于供应链集成ContinuousReviewProcessBasedonPerformanceMeasuresReflectingTotalCostofOwnershipMustBeinPlacetoProvideOngoingMonitoringoftheSupplier'sEffectiveness“PlatinumSource”CaseStudyKeySuccessFactors–SupplierRelationshipManagementNorthrop关于供应链集成KeySuccessFactors–SupplierRelationshipManagement,PlatinumSourceNorthrop关于供应链集成KeySuccessFactors–SupplierBenefitsNorthrop关于供应链集成KeySuccessFactors–SupplierRelationshipManagementSuppliers/ContractorsAreSelectedStrategically,withaLong-TermFocus,RatherThanHistoricShort-Term,Transaction-Based.OrganizationMustCommittheResourcestoDevelopMutuallyBeneficialRelationship.DemandsonSuppliersRequiringCapitalInvestmentsNecessitatestheSharingofPlansandSchedulesUtilizeSuppliersAsaKnowledgeSourceandShareBenefitsofExpandingIntoNewMarkets,AssessingValue-BasedOpportunities,DiscoveringNewCostSavings,andExtendingCurrentFunctionalitiesNorthrop关于供应链集成KeySuccessFactors–SupplierRelationshipManagement(Cont)InvolveKeySuppliersinLong-TermStrategicAlliances,WhereSpecificCapabilitiesMayNeedtoBeDeveloped.MWBEsMayBeaGoodSourceforThis.AlignSuppliers,IR&DtoTechnologyMapsNorthrop关于供应链集成BusinessPartnersWorldEnterpriseGroupSAPR/3Business

WarehouseOrderEntry,ILS,CSFinancialsHRFulfillment...E-ProcurementStrategic

Enterprise

ManagementPortal.....ExtendingScope(NewDimensions&Add-Ons)

COLLABORATIONInternetExtranetIntranetENTERPRISEKnowledgeWarehouseSupplierRelationshipMgtCollaborativePLMAPOCRMCustomerRelationshipMgmtMFG,QAProcurementBillingCompleteIESIII/IVFoFKeySuccessFactors–TechnologyBlueprintNorthrop关于供应链集成User-initiated,catalog-basedrequisitioningStrategicSourcingOrderExecutionandSettlementProductLifeCycleManagementOrderPlanningandCreationEDIDirectIndirectSupplierCollaboration,Management,ImprovementSpecificationDevelopmentePLM(PDM,CAD/CAM,Proj.Mgmt,collab,etc.)ERPSupplyChainPlanningSupplyChainExecution“e-procurement”IndirectProcurementComponentSupplierManagement(CSM)EngineeringPurchasing,Mfg.Planning,SupplyChainPlant,IT,WarehouseLinkage#1Linkage#2Linkage#3KeyLinkagesSupplier/Part/CategoryMasterDataDetailedCostElem