Northrop关于供应链集成

Click to Edit Master Title Style,Click to Edit Master Text Styles,Second Level,Third Level,Fourth Level,Fifth Level,#,Copyright 2003 Northrop Grumman Corporation,Improving Supply Chain Management Relationships,Mary Simmerman,Vice President, Materiel,April 23, 2003,Acquisition & Logistics Excellence Conference,1,Copyright 2003 Northrop Grumman Corporation,Agenda,Introductions,SupplierManagement WhatDoes It Mean,?,?,TheDefenseBusiness, What,sDriving theTransformation?,Northrops Model ,“,“StrategicRelationships,StrategicAlliances”,KeySuccessFactors,FutureVision WhereDoWeGofromHere?,Questionsand Answers,2,Copyright2003NorthropGrumman Corporation,MarySimmerman, VP,Materiel,Oversee Domestic andInternational Procurement andSubcontractManagement,VP,SupplierManagementandProcurementatBoeing Space andCommunications,Co-Lead Supplier Mgmt,.,. ProcessCouncilatBoeing,Past LifeatNorthropinAdvancedSystemsDivisionand GrummanAerospace,SMEfor Material OperationsofBoeing Airliftand Tanker1998 MalcolmBaldridgeAward,MBA, KellerGraduateSchool, BA in Business Mgmt,.,.,University of Phoenix,3,Copyright2003NorthropGrumman Corporation,Cost-Based,Adversarial,“Vendor”,“Tug of War”,Non,-,-Evaluative,Short-Term,Event-Based,Collaboration,Jointinvestment,Sophisticated EvaluationTools,Long-TermFocus,Continuous improvement,True Partnerships,Quality,Issues,Poor,Communic.,TQM,6,Sigma,Metrics,Integrated,Systems,New,Tech.,SCM,Focus,Past,Present,SupplierManagement WhatDoes it Mean,?,?,4,Copyright2003NorthropGrumman Corporation,What Do We MeanToday,?,?,A FormalProcess by Which SuppliersAreEvaluated andCategorizedbyTheirAbility to AddValuetoOurBusinessVia Investment, CollaborativePlanning,&,&Design, Risk,-,-SharingandProductEnhancement,SupplierManagement Is Enabling RelationshipswithProvidersofGoodsand Services to:,AttainBusinessObjectives,ExpandBusinessOpportunities,Reduce,/,/TransferBusinessRisks,5,Copyright2003NorthropGrumman Corporation,MarketShare,Significantly,Enhancedrevenue,Benefitsfrom Supplier Management,NewProducts,/,/,Items,Broader,Name Recognition,Reduced Costs,NewDistribution,Channels,New,Customers,WhyManage Suppliers?,60-70%ofWhatWeBuildIsProcured!,Customer,Satisfaction,6,Copyright2003NorthropGrumman Corporation,IndustryConsolidation,WarTactics,CulturalIssues,EnhancedCommunications,Weapons Technology,TheGenesis,TheDefenseBusiness, What,sDriving theTransformation?,“IntegratedNetwork”,True Partnerships,“Systems,Services, Support,”,”,PrecisionWeapons,&,& “Real-Time,”,” Communications,Goals,Collaboration,7,Copyright2003NorthropGrumman Corporation,TheNorthropModel,SupplierEngagement,Possess TechnologyThatWouldBeBeneficial to OurFutureBusinessAspirations,Alignwith OurFutureStrategies,(,(e.g.NHA, JIT),Have R,&,&DExpendituresThatAreRelevanttoTechnologies We BelieveAre GapsinOur Portfolio,SelectPotential StrategicPartners,(,(Industry,/,/Geography,),) withCharacteristics ThatWouldBeCriticalDifferentiators forUsinFutureCompetitions (e.g,.,. Skills,Political Strengths,Technologies),8,Copyright2003NorthropGrumman Corporation,TheNorthropModel,HawkeyeCaseStudy,Issues,:,:,RadarApproach,&,& TeamSolidifiedWithinthe Navy,(,(NAVAIR,OPNAV, CNO,ASN),Navy FundingProfilestoSupportRMPSD,&,&DandPostMultiyearProduction,RMPSD,&,&DProposalSubmission in Juneand Contract Award by December,FY2004 NTEProduction Proposal SubmissioninNovemberand AACAwardbyDecember,(,(3Hawkeye 2000Aircraft,),),Strategies:,PreserveFY2003 BudgetforSD,&,&DandProductionandPreservation in POM-04,ContinueHawkeye 2000and Advanced Hawkeye,/,/RMP Advocacy Campaigns,Work withthe Customer forPost MYPProduction ViaAffordability Options,FY2004-2005,(,(Hawkeye2000),FY2006-TBD,(,(RMP LS /TAMD),Hawkeye Industry Team,Tactics:,LeveragetheStrengthofa,“,“Team”inUSN,OSD, Congress andtheMedia,Propagate,“,“Value of RMP”asHighestPriorityofAdvocacyCampaign,Stress,“,“Value of Hawkeye2000/CEC,”,” to Near,termFleetOperations,Develop AffordabilityPostureonRMPSD,&,&DandPostMultiyearProduction,TargetKey OPNAV Flags,Promote TeamAccomplishments,StrategicIntent:JointMarketingofthe E,-,-2CHawkeyeandUSN AEW&C Roadmap,9,Copyright2003NorthropGrumman Corporation,TheNorthropModel,F,-,-35CaseStudy,StrategicIntent:Collaborative DesignandEngineeringwhilepursuing,“,“BestValue,”,”,Issues,:,:,Cost containment is keyforthe program,Investment structurerequiressourcingstrategyforparticipatingcountries,RFB,/,/RFQ are,“,“model,”,” based,Designand productionspecsare evolving as thebidprocessprogresses,Strategies:,Exploit technologieswhichsupport collaborativedesign andengineeringtoaddress weightandconfigurationchallenges,Employ,“,“ePMO,”,” fordocumentanddatasharing forglobalteam,Deploycommon engineering standards,(,(CATIA,),),F-35 GlobalTeam,Tactics:,DevelopedJSL “Virtual PMO”for globalproject managementsupport,Balance “best value”andcollaborativeengineeringcapabilitiestomeetcost anddesignchallenges,Develop specific incentivesfor teamtoaddresscenterfuselageand weightchallenges.,10,Copyright2003NorthropGrumman Corporation,Continuous ReviewProcess Based on Performance Measures ReflectingTotalCostofOwnershipMustBeinPlacetoProvide OngoingMonitoringoftheSupplier,sEffectiveness,“PlatinumSource”Case Study,KeySuccessFactors SupplierRelationship Management,11,Copyright2003NorthropGrumman Corporation,KeySuccessFactors SupplierRelationship Management, Platinum Source,12,Copyright2003NorthropGrumman Corporation,KeySuccessFactors SupplierBenefits,13,Copyright2003NorthropGrumman Corporation,KeySuccessFactors SupplierRelationship Management,Suppliers,/,/ContractorsAreSelectedStrategically,witha Long,-,-TermFocus,Rather ThanHistoricShort,-,-Term,Transaction,-,-Based,.,.OrganizationMustCommitthe ResourcestoDevelop Mutually BeneficialRelationship.DemandsonSuppliersRequiring CapitalInvestmentsNecessitates theSharing of Plans andSchedules,Utilize SuppliersAsa KnowledgeSourceand Share Benefits of ExpandingInto NewMarkets,AssessingValue,-,-BasedOpportunities,DiscoveringNew CostSavings,and ExtendingCurrent Functionalities,14,Copyright2003NorthropGrumman Corporation,KeySuccessFactors SupplierRelationship Management,(,(Cont,),),Involve KeySuppliersinLong-Term StrategicAlliances, Where Specific CapabilitiesMayNeedtoBeDeveloped,.,.MWBEsMayBeaGood SourceforThis.Align Suppliers,IR,&,&DtoTechnology Maps,15,Copyright2003NorthropGrumman Corporation,BusinessPartners,World,EnterpriseGroup,SAPR/3,BusinessWarehouse,OrderEntry,ILS, CS,Financials,HR,Fulfillment,.,E-Procurement,StrategicEnterpriseManagement,Portal,.,.,.,ExtendingScope,(New Dimensions,&,&Add,-,-Ons),COLLABORATION,Internet,Extranet,Intranet,ENTERPRISE,Knowledge,Warehouse,SupplierRelationshipMgt,Collaborative PLM,APO,CRM,CustomerRelationshipMgmt,MFG,QA,Procurement,Billing,Complete,IESIII/IV,FoF,KeySuccessFactors TechnologyBlueprint,16,Copyright2003NorthropGrumman Corporation,User-initiated,catalog-based,requisitioning,Strategic,Sourcing,Order,Execution and,Settlement,Product,Life Cycle,Management,Order,Planning and,Creation,EDI,Direct,Indirect,SupplierCollaboration,Management,Improvement,Specification,Development,ePLM (PDM,CAD/CAM,Proj. Mgmt,collab, etc.),ERP,Supply,Chain,Planning,Supply,Chain,Execution,“,e-procurement”,Indirect,Procurement,Component Supplier,Management (CSM),Engineering,Purchasing, Mfg.,Planning,Supply Chain,Plant, IT,Warehouse,Linkage,#1,Linkage,#2,Linkage,#3,Key Linkages,Supplier,/,/ Part,/,/CategoryMasterData,DetailedCost ElementDefinition,/,/ Measurement,Supply,/,/DemandPlansand Changes,MakevsBuyAnalysis,SpendingAnalysisviaBOMs,Linking as-Designed BOMtoSourcingWorkflow,Drawing Sharing,/,/Mark-Up,Generic CollaborationTools,TotalCost of Ownership,ContractParameters,KPIs andMonitoring Rules,(Blanket)PO,FutureVision TechnologyCapabilities,17,Copyright2003NorthropGrumman Corporation,Supplier,Customer,Supplier,Customer,SupplyChain,Extended,InformationSystems,CustomerExtendedInformationSystems,Purchasing,Production,Logistics,OrderManagement,Sales,Marketing &Service,Core,Applications,and,Architecture,RFx,Technology,PDM,/,/PLM,TotalSC,Inventory,Visibility,Strategic,Sourcing,FutureVision The Eventual Model ,“,“Connectivity”,18,Copyright2003NorthropGrumman Corporation,QuestionsandAnswers,19,Copyright2003NorthropGrumman Corporation,