有关供应链的知识汇集课件

精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远有关供应链的知识汇集有关供应链的知识汇集2024/8/6有关供应链的知识汇集2023/7/301精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远AgendaIntroductionsSupplier Management What Does It Mean?The Defense Business Whats Driving the Transformation?Northrops Model “Strategic Relationships,Strategic Alliances”Key Success FactorsFuture Vision Where Do We Go from Here?Questions and AnswersCopyright 2003 Northrop Grumman CorporationAgendaIntroductionsCopyright 22精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Mary Simmerman,VP,MaterielOversee Domestic and International Procurement and Subcontract ManagementVP,Supplier Management and Procurement at Boeing Space and CommunicationsCo-Lead Supplier Mgmt.Process Council at BoeingPast Life at Northrop in Advanced Systems Division and Grumman AerospaceSME for Material Operations of Boeing Airlift and Tanker 1998 Malcolm Baldridge AwardMBA,Keller Graduate School,BA in Business Mgmt.,University of PhoenixCopyright 2003 Northrop Grumman CorporationMary Simmerman,VP,MaterielOv3精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远QualityIssuesPoorCommunic.TQM6SigmaMetricsIntegratedSystemsNewTech.SCMFocusPastPresentSupplier Management What Does it Mean?Copyright 2003 Northrop Grumman CorporationCost-BasedCollaborationQuality4精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远What Do We Mean Today?A Formal Process by Which Suppliers Are Evaluated and Categorized by Their Ability to Add Value to Our Business Via Investment,Collaborative Planning&Design,Risk-Sharing and Product EnhancementSupplier Management Is Enabling Relationships with Providers of Goods and Services to:Attain Business ObjectivesExpand Business OpportunitiesReduce/Transfer Business RisksCopyright 2003 Northrop Grumman CorporationWhat Do We Mean Today?A Formal5精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Market ShareSignificantly Enhanced revenueBenefits from Supplier ManagementNew Products/ItemsBroaderName RecognitionReduced CostsNew DistributionChannelsNewCustomersWhy Manage Suppliers?60-70%of What We Build Is Procured!CustomerSatisfactionCopyright 2003 Northrop Grumman CorporationMarket ShareSignificantly Bene6精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远The GenesisThe Defense Business Whats Driving the Transformation?GoalsCollaborationCopyright 2003 Northrop Grumman CorporationThe GenesisThe Defense Busines7精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远The Northrop Model Supplier EngagementPossess Technology That Would Be Beneficial to Our Future Business AspirationsAlign with Our Future Strategies(e.g.NHA,JIT)Have R&D Expenditures That Are Relevant to Technologies We Believe Are Gaps in Our PortfolioSelect Potential Strategic Partners(Industry/Geography)with Characteristics That Would Be Critical Differentiators for Us in Future Competitions(e.g.Skills,Political Strengths,Technologies)Copyright 2003 Northrop Grumman CorporationThe Northrop Model Supplier 8精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远The Northrop Model Hawkeye Case StudyIssues:Radar Approach&Team Solidified Within the Navy(NAVAIR,OPNAV,CNO,ASN)Navy Funding Profiles to Support RMP SD&D and Post Multiyear ProductionRMP SD&D Proposal Submission in June and Contract Award by DecemberFY 2004 NTE Production Proposal Submission in November and AAC Award by December(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/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 ProductionTarget Key OPNAV FlagsPromote Team AccomplishmentsStrategic Intent:Joint Marketing of the E-2C Hawkeye and USN AEW&C RoadmapCopyright 2003 Northrop Grumman CorporationThe Northrop Model Hawkeye Ca9精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远The Northrop Model F-35 Case StudyStrategic Intent:Collaborative Design and Engineering while pursuing“Best Value”Issues:Cost containment is key for the programInvestment 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 challengesEmploy“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 specific incentives for team to address center fuselage and weight challenges.Copyright 2003 Northrop Grumman CorporationThe Northrop Model F-35 Case 10精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远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 Factors Supplier Relationship ManagementCopyright 2003 Northrop Grumman CorporationContinuous Review Process Base11精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Key Success Factors Supplier Relationship Management,Platinum SourceCopyright 2003 Northrop Grumman CorporationKey Success Factors Supplier12精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Key Success Factors Supplier BenefitsCopyright 2003 Northrop Grumman CorporationKey Success Factors Supplier13精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Key Success Factors Supplier Relationship ManagementSuppliers/Contractors Are Selected Strategically,with a Long-Term 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 SchedulesUtilize Suppliers As a Knowledge Source and Share Benefits of Expanding Into New Markets,Assessing Value-Based Opportunities,Discovering New Cost Savings,and Extending Current FunctionalitiesCopyright 2003 Northrop Grumman CorporationKey Success Factors Supplier14精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Key Success Factors Supplier Relationship Management(Cont)Involve Key Suppliers in Long-Term Strategic Alliances,Where Specific Capabilities May Need to Be Developed.MWBEs May Be a Good Source for This.Align Suppliers,IR&D to Technology MapsCopyright 2003 Northrop Grumman CorporationKey Success Factors Supplier15精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远l Business PartnerslWorldlEnterprise GrouplSAP R/3l lBusinessBusiness Warehouse Warehousel lOrder Entry,Order Entry,l lILS,CSILS,CSl lFinancialsFinancialslHRlFulfillmentl.l lE-ProcurementE-ProcurementlStrategic Enterprise Managementl lPortalPortall.lExtending Scope(New Dimensions&Add-Ons)lCOLLABORATIONlInternetlExtranetlIntranetlENTERPRISElKnowledgelWarehouselSupplier Relationship MgtlCollaborative PLMlAPOlCRMlCustomer Relationship Mgmtl lMFG,MFG,l lQAQAl lProcurementProcurementl lBillingBillingCompleteIES III/IVFoFKey Success Factors Technology BlueprintCopyright 2003 Northrop Grumman Corporation Business PartnersWorldEnterpr16精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远User-initiated,catalog-basedrequisitioningStrategicSourcingOrderExecution andSettlementProductLife CycleManagementOrder Planning andCreationEDIDirectIndirectSupplier Collaboration,Management,ImprovementSpecificationDevelopmentePLM(PDM,CAD/CAM,Proj.Mgmt,collab,etc.)ERPSupplyChainPlanningSupplyChainExecution“e-procurement”IndirectProcurementComponent SupplierManagement(CSM)EngineeringPurchasing,Mfg.Planning,Supply ChainPlant,IT,WarehouseLinkage#1Linkage#2Linkage#3Key LinkagesSupplier/Part/Category Master DataDetailed Cost Element Definition/MeasurementSupply/Demand Plans and ChangesMake vs Buy AnalysisSpending Analysis via BOMs Linking as-Designed BOM to Sourcing WorkflowDrawing Sharing/Mark-UpGeneric Collaboration ToolsTotal Cost of OwnershipContract ParametersKPIs and Monitoring Rules(Blanket)POFuture Vision Technology CapabilitiesCopyright 2003 Northrop Grumman CorporationUser-initiated,StrategicOrder17精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远SupplierCustomerSupplierCustomerSupply ChainExtendedInformationSystemsCustomer Extended InformationSystemsPurchasingPurchasingProductionProductionLogisticsLogisticsOrderOrderManagementManagementSales,Sales,Marketing&Marketing&ServiceServiceCoreApplications andArchitectureRFxTechnologyPDM/PLMTotal SCInventoryVisibilityStrategicSourcingFuture Vision The Eventual Model “Connectivity”Copyright 2003 Northrop Grumman CorporationSupplierCustomerSupplierCustom18精彩展示精彩展示精彩展示精彩展示路漫漫其悠远路漫漫其悠远Questions and AnswersCopyright 2003 Northrop Grumman CorporationQuestions and AnswersCopyrig19