A Continental Automotive Hungary beszállítói stratégiája – Beszállítók kiválasztása és fejlesztése helyben és globálisan
Business Unit Passive Safety & Sensorics Plant Veszprém
Continental Corporation A Continental világszerte 1871 óta Hannover (Németország) központtal 269 gyártási és kutatás-fejlesztési telephely 46 országban
163.788 munkatárssal 30,5 milliárd EUR-s forgalommal A világ vezető első 5 autóalkatrész-beszállítója között Információk: Konszernprezentáció 2012 Státusz: 2011. december 31. Business Unit Passive Safety & Sensorics Plant Veszprém 3 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
Continental Corporation 5 erős divízió
Business Unit Passive Safety & Sensorics Plant Veszprém 4 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
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
Business Unit Passive Safety & Sensorics Plant Veszprém 5 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
Supplier Management Core Processes Management Processes Opportunity Quote Order Approved Approved received
PLC Gate
G10
PLC Phase Innovation
AP
Final Concept Approved
Design defined
Design stable
Design validated
Production Process Confirmed
Production Approved
Production Launch Completed
Series Production Ended
Delivery Obligation Ended
G40
G50
G55
G60
G70
G80
G90
G100
G110
G20 G30 Quotation
Concept Refinement
Purchasing in Customer Quotation
Development
Industrialization
Product Validation
Production Ramp-Up
Series Production
Purchasing in Product Development
CM
SQM
Sourcing
Component Introduction
Purchasing in Series Production
CM/PP
Supporting Processes Business Unit Passive Safety & Sensorics Plant Veszprém 6 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
SQM in Series Production
After Series
BASE Basic Annual Supplier Evaluation Systematic Supplier Performance (Backward view)
Supplier Potential (Forward view)
equal
Technology equal
equal
Logistics
equal
Quality
+
equal
Logistics
Quality
Technology
equal
Cost
Classification and Consequences
equal
equal
equalLogistics
Supplier Evaluation
Cost
equal
Company
Company
X-Axis
Y-Axis
KPIs from systems
Def. in Strategy-Team
equal
=
Quality
equal
Technology
equal
equal
Cost
Top
Approved Critical for new business
Company
for all SSL suppliers
Consequences: Supplier award – Improvement programs - Escalation Business Unit Passive Safety & Sensorics Plant Veszprém 7 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
Supplier Classification and Supplier Status Supplier Classification review once a year
TOP
Approved
Introduce
Critical for new business
Supplier Status changes possible at any time
SSL NBH CoH
Business Unit Passive Safety & Sensorics Plant Veszprém 8 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
Strategic Supplier List
New Business Hold Capacity on Hold
Criteria for Strategic Supplier Decision
Business Unit Passive Safety & Sensorics Plant Veszprém 9 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
New Supplier Introduction Process - “The Funnel” REQUIREMENT
Preselection (Category Mgmt): Market research, RFQ Potential candidates Potential service by Supplier Mgmt.
Pre- Assessment
(Self or Guided) - self (with questionnaire) - guided (during a first visit) Selection of suitable suppliers
NSI Tool operated by Supplier Mgmt.
Preparation > 80%
Supplier suitable for Continental, Standard supplier qualification, regular continuous improvement
CFT-Visit
< 80% Action plan Cost/effort analysis Improvement projects
Team – Recommendation for business award - Consideration: risk to benefit -Awareness for necessary efforts to develop supplier Business Unit Passive Safety & Sensorics Plant Veszprém 10 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
Result and decision for next phase
Active Supplier Quality Management Supplier Quality Management Process
Increasing Supplier Quality (PPM1) Quality Planning
28,0
18,0 12,0
11,0
SOP
6,0 4,0 2,0
1,0
0 2005
2006
PPM: parts per million Products
2007
Siemens VDO Continental Automotive System
2008
2009
2010
New Continental Automotive
Business Unit Passive Safety & Sensorics Plant Veszprém 11 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
Quality Improvement
1,7
1)
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
Frontloading Activities in the Project Development Phase guarantee flawless Execution in Series Production Advanced Purchasing
Supplier Quality Management Best in Class Suppliers
Target Costing
Run @ Rate
Technical Clarifications
Spec not met Low margin Business Unit Passive Safety & Sensorics Plant Veszprém 12 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
12 / G. Fella / Date ©
Consequent sourcing process
APQP
Quality Problems
SOP and ramp Quality related cost up endangered
PLC
Thank You! 1 3
Business Unit Passive Safety & Sensorics Plant Veszprém 13 / OS / 16.04.2013 © 13 Continental / Tamás, Orosz, PM Purchasing / 09.04.2013 AG
© Continental AG
Business Unit Passive Safety & Sensorics Plant Veszprém 14 / Tamás, Orosz, PM Purchasing / 09.04.2013 © Continental AG
