The document discusses transitioning from supply chain management to value chain management to improve competitiveness and develop opportunities. It emphasizes the need for effective management of external projects, supplier development, operational performance, and risk sharing. The conclusion highlights the benefits of supplier development and the important balance between short-term investments and long-term productivity gains.

1. •Novembre 2011
From SUPPLY CHAIN management to VALUE CHAIN management :
Improve Competitiveness and develop Opportunities
How to manage external projects ?
How to develop suppliers ?
How to improve his operational performance ?
H. CALMELLY – April 2013

2. STATUS :
Ensure manufacturing ramp up – Manufacture backlog’s orders
Develop new products, versions
Targets :
• Keep customer’s trust– Worldwide market
REQUEST TO SUPPLIERS
Deliver on time Targets :
• Accelerate Return On • Answer customer’s needs
How to deliver all benefits ?
How to manage them ?
Targets :
Investment • Answer regulations
• Manufacture
• Improve rentability • New market’s conquest locally, where the markets
through bigger volumes are
• Competitiveness’s
improvement
• Increase market share
AN ACTUAL NEED :
• Risk’s sharing
• Enable OEM’s to • Boost R&D and Innovation
• Investment’s sharing
concentrate on their core in every fields to answer
businesses to develop often and more new needs and regulations
projects
H. CALMELLY – April 2013

3. More SUPPLIERS = OPERATIONAL’S MODES changes
LA SOUS-TRAITANCE
MANAGEMENT SYSTEM METHODOLOGY – TOOLS CHANGE MANAGEMENT
BOX • Communication, awaren
• Accountability rules
changes • Share responsabilities ess and training
• Project management • Quality and reliability of • Transparency , honesty
within Tier 1 and N-1 ? development and trust (alert)
• Interfaces management – • Risks management • Win/Win relationship–
Information’s sharing (SQCLT) Reciprocity
• Changes management • Opportunities and • Team working and
(reactivity & efficiency) productivity radar Collaborative spirit
PROJECT A
PROJECT A X projects & Connectivity PROJECT B
PROJECT C
Need for a TASK FORCE (multi skills)
to cancel RISKS (SQCLT) and to generate PRODUCTIVITY
H. CALMELLY – April 2013

4. A LEGITIMACY :
Engineering
OEM
supplier
21 years Tier 1
CAREER supplier
experience
Plant
R&D Tier 2
Plants Assembler COO managers
centres supplier and teams
Other
MANGEMENT Engineering CHANGE directions
PROJECT FIELD
SYSTEM supplier MANAGEMENT (purchasing
MANAGER , quality, HR
, finance)
Component Engineering Technical
Customers Quality, Le France
suppliers Industrializa and Project
an Worldwide
tion teams
Account
INDUSTRIAL
SKILLS Finance
PROJECTS
Purchasing
H. CALMELLY – April 2013

5. BENEFITS:
QCLT targets Catch Avoid Improve Develop
delivered Opportunities Risks Performance partnership
MANAGING SUPPLIERS ENABLES :
2 levels of benefits :
PROGRAM IN DEVELOPMENT SUPPLIER DEVELOPMENT
A short term investment balanced by a long term productivity :
INVESTMENT PRODUCTIVITY / SAVINGS

6. CONCLUSION :
Project development Ramp up – Manufacturing – End of life
Step 1 Step 2
Costs
Savings
Step 1
Re Engineering
(Value
Industrial Engineering)
QCD savings maturity
Flexibility
Time Productivity improvement
Kaizen
Savings
Costs
Step 1 Step 2
Delivery at
targeted
quantities
Delivery on
timer Time
Delivery at
targeted
quality
(ppm, reliabilit
y)
H. CALMELLY – April 2013

7. •Novembre 2011
For any feedback, contact me at :
herve.calmelly@free.fr
H. CALMELLY – April 2013