A Continental Automotive Hungary beszállítói stratégiája Beszállítók kiválasztása és fejlesztése helyben és globálisan

Átírás

1 A Continental Automotive Hungary beszállítói stratégiája Beszállítók kiválasztása és fejlesztése helyben és globálisan

2 Business Unit Passive Safety & Sensorics

3 Continental Corporation A Continental világszerte 1871 óta Hannover (Németország) központtal 269 gyártási és kutatás-fejlesztési telephely 46 országban munkatárssal 30,5 milliárd EUR-s forgalommal A világ vezető első 5 autóalkatrész-beszállítója között 3 / Tamás, Orosz, PM Purchasing / Continental AG Információk: Konszernprezentáció 2012 Státusz: december 31.

4 Continental Corporation 5 erős divízió 4 / Tamás, Orosz, PM Purchasing / Continental AG

5 Strategy of Purchasing Automotive Pooling through global organisation Erőink egyesítése a globális szervezetünkön keresztül Active supplier quality management and performance tracking Aktív beszállítói minőség menedzsment és teljesítmény felügyelet Concentration on best in class performing suppliers Az ágazatok legjobb beszállítóira koncentrálunk Sourcing in Best Cost Countries Új termékek kihelyezése a Best cost country régióban Competition for efficient sourcing Versenyeztetés a leghatékonyabb beszállítói kiválasztások érdekében Early supplier involvement A beszállítók minél korábbi bevonása a termékbevezetés folyamatába 5 / Tamás, Orosz, PM Purchasing / Continental AG

6 Supplier Management Core Processes Management Processes PLC Gate Opportunity Quote Order Approved Approved received G10 G20 G30 Final Concept Approved G40 Design defined G50 Design stable G55 Design validated G60 Production Process Confirmed G70 Production Approved G80 Production Launch Completed G90 Series Production Ended G100 Delivery Obligation Ended G110 PLC Phase Innovation Quotation Concept Refinement Development Industrialization Product Validation Production Ramp-Up Series Production After Series AP Purchasing in Customer Quotation Purchasing in Product Development CM Sourcing SQM Component Introduction SQM in Series Production CM/PP Purchasing in Series Production Supporting Processes 6 / Tamás, Orosz, PM Purchasing / Continental AG

7 BASE Basic Annual Supplier Evaluation Systematic Supplier Performance (Backward view) Supplier Potential (Forward view) Supplier Evaluation Classification and Consequences Logistics Logistics Logistics Quality Technology Quality + = Technology Quality Technology Top Approved Cost Company Cost Company Cost Company Critical for new business X-Axis Y-Axis KPIs from systems Def. in Strategy-Team for all SSL suppliers Consequences: Supplier award Improvement programs - Escalation 7 / Tamás, Orosz, PM Purchasing / Continental AG

8 Supplier Classification and Supplier Status Supplier Classification review once a year TOP Approved Introduce Critical for new business changes possible at any time SSL NBH CoH Supplier Status Strategic Supplier List New Business Hold Capacity on Hold 8 / Tamás, Orosz, PM Purchasing / Continental AG

9 Criteria for Strategic Supplier Decision 9 / Tamás, Orosz, PM Purchasing / Continental AG

10 New Supplier Introduction Process - The Funnel REQUIREMENT Preselection (Category Mgmt): Market research, RFQ Potential candidates Potential service by Supplier Mgmt. NSI Tool operated by Supplier Mgmt. > 80% Supplier suitable for Continental, Standard supplier qualification, regular continuous improvement Pre- Assessment (Self or Guided) - self (with questionnaire) - guided (during a first visit) Selection of suitable suppliers Preparation CFT-Visit Team Recommendation for business award - Consideration: risk to benefit -Awareness for necessary efforts to develop supplier < 80% Action plan Cost/effort analysis Improvement projects Result and decision for next phase 10 / Tamás, Orosz, PM Purchasing / Continental AG

11 Active Supplier Quality Management Increasing Supplier Quality (PPM 1 ) Supplier Quality Management Process 0 28,0 11,0 18,0 6,0 12,0 1, ) PPM: parts per million Products Siemens VDO Continental Automotive System 4,0 2,0 1,0 New Continental Automotive Quality Planning Quality Improvement SOP Supplier Portfolio Management Components Review Sourcing committee Advanced quality planning Production part approval Pre-production run Run & Rate Performance monitoring/ reporting worldwide Consequent supplier management Continuous improvement Escalation process Quality improvement program Top management meetings 11 / Tamás, Orosz, PM Purchasing / Continental AG

12 Frontloading Activities in the Project Development Phase guarantee flawless Execution in Series Production Advanced Purchasing Supplier Quality Management Best in Class Suppliers Target Costing Technical Clarifications APQP Rate Consequent sourcing process Low margin 12 / Tamás, Orosz, PM Purchasing / Continental AG 12 / G. Fella / Date Spec not met Quality Problems SOP and ramp up endangered Quality related cost PLC

13 Thank You! / OS / Continental / Tamás, Orosz, AG PM Purchasing / Continental AG

14 14 / Tamás, Orosz, PM Purchasing / Continental AG