Value Sourcing, samenwerking in de toeleverketen

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1 Value Sourcing, samenwerking in de toeleverketen Creating Smart Solutions Jan Retera / Fred Westerveld Supply Chain dept. KMWE

2 KMWE Overview KMWE Turnover 2010: ~ 40 M KMWE Precision Components: 15 M KMWE Precision Systems: 20 M KMWE Malaysia: 4 M Coşkunöz Turkey: 1 M Employees 2010: 290 KMWE Precision Components: 135 KMWE Precision Systems: 75 KMWE Malaysia: 40 Coşkunöz Turkey: 40 Competences: High mix, low volume production High complex and critical products Highly automated, 5 axis CNC machining Clean & Clean room assembly Functional tested products Value engineering support Global Supply Chain Management Global presence Head Quarters; NL Precision Systems; NL Precision Components; NL KMWE Malaysia KMWE Turkey

3 KMWE Precision Systems - Netherlands Scope: Assembly of Mechatronics Modules and or Systems Large mechanical, machining content Annual volumes of 50 to 500 Ready to install, functional tested Support from engineering phase till repeatable production Capabilities: Repeatable quality reliable processes Clean room (Class ; ; 1000; 500) Functional testing Cleaning/Qualification Bonding

4 KMWE Market & Products Aerospace & Defence Semicon (Front End & Back End) Medical & Analytical Science & Industry

5 KMWE Market Facts & Figures KMWE NL Klanten Eisen op Quality AS 9100 ISO Value Sourcing ISO 9000

6 KMWE One Page Strategy

7 Supply Chain KMWE Account team approach KMWE Account Manager Vertalen naar

8 Development Introduction Growth Maturity Decline KMWE Required cost Roadmap from End Customers Small investment in the development phase will reduce the cost for long term ESI. LC: Volume Value engineering. Original Cost t

9 KMWE Value engineering Voorbeeld van Value Engineering vanuit de eindklant Before, 51 subassemblies 610 parts After, 32 subassemblies 470 parts Result, 140 Items eliminated, > 25 % cost reduction * * Based on 40 to 50 systems per year Hoe wordt dit vertaald in de Supply Chain? 1. MENS Verbeterde werkmethodes 2. PRODUKT Verbeterde (bewerkings)processen

10 KMWE Value Sourcing in de Supply Chain

11 Waarom Value Sourcing binnen KMWE? I. Leveranciers zijn bepalend voor succes van KMWE. (Inkoopwaarde bij Precision Systems (PS) bedraagt ~ 80% van de totale omzet en bij Precision Components (PC) ~ 20% van de totale omzet ) II. Klanten van KMWE stellen hogere eisen aan de supply chain van KMWE; a. Doorvertaling van de klant eisen in de gehele keten (OEM 1 st Tier 2 nd Tier etc). b. Risico mngt. in de KMWE supply chain. c. Trend naar verdere uitbesteding van ontwikkelwerkzaamheden in de keten. d. Aantoonbare beheersbaarheid van product- en processontwikkeling in de gehele keten. e. Toeleverancier dient specifieke competenties verder te ontwikkelen omdat eindklant dit niet meer doet.

12 KMWE The Main Drivers of Value Sourcing VALUE SOURCING Sourcing Segmentation Strategy (Kraljic matrix) Supplier Performance Management Cross Functional Teamwork MARKET REQUIREMENTS (adapted) Source: ASML Netherlands

13 Total Cost Technology Logistics Quality Supplier name Confidential Order yield - Q1 Version control and archiving - Q2 Complaint handling - Q3 Proposal process - Q4 Agreed corrective actions / audit findings - Q5 Process control of the production process - Q6 Responsible business conduct - Q7 Quality performance of the supply chain - Q8 Supplier selection criteria throughout the supply chain - Q9 FSD's exclusive DOA s / DOI s - Q10 DOA and DOI parts at end-customers - Q11 Customer focus and craftsmanship - Q12 - Q13 Delivery reliability (2nd CLIP) - L1 Order fulfilment flexibility (RLIP) - L2 Delivery reliability (1st CLIP) - L3 Order time - L4 Order confirmation - L5 Intrinsic lead time - L6 Cycle time reduction - L7 Repair cycle time - L8 Process control ERP system - L9 Logistics performance of the supply chain - L10 Flexibility requirement - L11 Customer focus and craftsmanship - L12 - L13 Engineering change management - T1 Engineering / early supplier involvement- T2 Introduction of new products - T3 Production process structure - T4 Technology knowledge - T5 Investments on technology competence development - T6 Technology roadmap alignment - T7 Product design structure - T8 Product design process - T9 Continuous engineering improvement - T10 Process engineering - T11 Contamination control - T12 Technical support - T13 Technology performance of the supply chain - T14 Proto flexibility - T15 Customer focus and craftsmanship - T16 - T17 Market conformity - C1 Open costing - C2 Cost reduction programs - C3 Customer portfolio - C4 Market portfolio - C5 Lean maturity level - C6 Total cost performance of the supply chain - C7 Customer focus and craftsmanship - C8 - C9 Overall Vendor Rating Quality Logistics Technology Total Cost Supplier number Status 95% 87,5% 75% 50% < 50% A B C D E A Actual B B C Revision date D Wish RED RED RED KMWE Cross Functional Teamwork van de Elsen Supplier Profile Realisatie Strategic Define Level door Samenwerking Plan Tactical & Check Level KMWE Operational Execute Leverancier Source: ASML Netherlands

14 KMWE Documenten voor Value Sourcing 1. Value Sourcing Performance Indicators 2. Company Profile

15 Logistics Quality KMWE Documenten voor Value Sourcing 3) Supplier Profile Confidential Supplier Profile Supplier name abc Supplier number Revision date????? Value Sourcing Performance Indicators Version 2.0 November 2010 Order yield - Q1 Version control and archiving - Q2 Complaint handling - Q3 Proposal process - Q4 Agreed corrective actions / audit findings - Q5 Process control of the production process - Q6 Responsible business conduct - Q7 Quality performance of the supply chain - Q8 Supplier selection criteria throughout the supply chain - Q9 FSD's exclusive DOA s / DOI s - Q10 DOA and DOI parts at end-customers - Q11 Customer focus and craftsmanship - Q12 - Q13 Delivery reliability (2nd CLIP) - L1 Order fulfilment flexibility (RLIP) - L2 Delivery reliability (1st CLIP) - L3 Order time - L4 Order confirmation - L5 Intrinsic lead time - L6 Cycle time reduction - L7 Repair cycle time - L8 Process control ERP system - L9 Logistics performance of the supply chain - L10 Flexibility requirement - L11 Customer focus and craftsmanship - L12 - L Status RED YELLOW GREEN BLUE GREEN YELLOW RED

16 KMWE Documenten voor Value Sourcing 4. Smart Action Plan Plan geeft de weg aan om van Actual naar Wish te komen

17 Stappen plan voor het invoeren van Value Sourcing Q-deel (geldt ook voor L, T en C) Bepalen van de WISH score door KMWE Systems in samenspraak tussen SCM en SQA Bepalen van de ACTUAL score vlgs KMWE Systems (Klant) actie SCM en SQA Leverancier bepaalt eigen ACTUAL score actie Leverancier Meeting tussen KMWE Systems (Klant) en leverancier Overeenstemming realiseren van de WISH scores Overeenstemming realiseren van de ACTUAL scores Opstellen en overeenkomen van het actieplan Voortgang meten op de actieplannen

18 Stappen plan voor het invoeren van Value Sourcing Q-deel (geldt ook voor L, T en C) Focus verlegging: 1. Van Quality Control naar Quality Assurance 2. Consequenties van QC naar QA: Controleren Analyseren Correctieve maatregelen Preventieve maatregelen 3. Maandelijkse terugkoppeling van operationele performance met als doel om structurele verbetering te realiseren =

19 Wat betekent dit voor de leverancier? Objectieve communicatie tussen leverancier en KMWE. op basis van QLTC. Meetmethodiek die door meerdere OEM ers gebruikt. wordt leidt tot eenduidigheid van de gevraagde eisen. Verhoogde zichtbaarheid binnen de KMWE organisatie Werkt als spiegel voor de deelnemende partijen.

20 Lessons Learned binnen KMWE! Communicatie wordt naar ander niveau verplaatst wat leidt tot betere begripsvorming van de belangen. Eigen processen kunnen beter uitgerold worden in de supply chain. Bepaalde toeleveranciers hebben meer competenties dan zichtbaar was binnen KMWE. Subjectieve (interne) meningen moeten nu onderbouwd worden