Aeronautic manufacturing industry is facing huge challenge : production ramp up, new launch, etc Increase use of suppliers has complexified programs management and

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