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Corporate Purchasing Evaluation et qualification des fournisseurs chez Thales Alain MONJAUX, Directeur de la Corporate Purchasing Evaluation et qualification des fournisseurs chez Thales Alain MONJAUX, Directeur de la Relation Fournisseurs Direction des Achats Groupe

Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 • Le “master data” associé au management du panel de fournisseurs 2

Purchasing - Organisation Chart Group Purchasing C. Brabec-Lagrange P. Lacroux – D. Talwar – Purchasing - Organisation Chart Group Purchasing C. Brabec-Lagrange P. Lacroux – D. Talwar – KK NG IPOs Y. Serre (S 1) P. Neel (S 2 -S 8) Thales Corporate Services FR E. Harle (S 1) Thales Corp UK FONCTIONS FRENCH ENTITIES Suppliers Relationship Mgt F. Monira TCF, TS, T 3 S , … Process, Methods & Tools P. Quesnel Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 F. Levron 3 A. Monjaux TAV, TED, TXL, TSA, TUS, TMI…… I. Quettier SEGMENTS (STRATEGIES) TR 6, TOSA, TDA, TRS, … S 1 (General Purchases) S 2 (SW Licences) S 3 (Equipments & Systems) S 4 (HW Dev-Manuf-Integration) S 5 (Components) Thales Alenia Space A. Musazzi International COUNTRIES C. Victor S 6 (Systems & SW Engineering) S 7 (Support services) S 8 (Installations & Civil Works) Germany Australia UK J. Stauss 3 NL TBD D. Hodkinson P. Garnero P. Petit-Belleville C. Carver C. Brombeck I. Centofanti

Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Purchasing Segmentation 4 Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Purchasing Segmentation 4

Thales Value Chain Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 5 Bid Reviews Bid approval Contract Thales Value Chain Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 5 Bid Reviews Bid approval Contract signed Effective Contract SYSTEMS Win Bid Manage Programme Develop External CUSTOMERS SUPPLIERS & SUB-CONTRACTORS Bid No Bid Internal Source, Make and Deliver Provide Support and Service EQUIPMENTS SERVICES Purchasing Volume 2009 # 6 G€ # 50% of Turn-Over 15 000 Suppliers More than 20 countries Suppliers highly contribute to the Value of Solutions to Thales Customers

The impacts on Purchasing The opportunities Ø A Panel of Strategic Suppliers delivering good The impacts on Purchasing The opportunities Ø A Panel of Strategic Suppliers delivering good performance & capable of offering Low Cost content Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Ø Working with SME as providers of Technology & Innovation 6 Ø An absolute need for improved competitiveness (> 20% for certain Business segments) Ø Local Content to be seen as a Sourcing opportunity in India, China , Brazil. . . Where business opportunities exist Ø A 1300 Buyers organised by Segment and involved in Bid / Programs and Product Policy Ø A Group referential of Purchasing process & Practices integrated with the other main processes

Purchasing - Key Strategies 1. Move up the Purchasing Value Chain by involving Buyers Purchasing - Key Strategies 1. Move up the Purchasing Value Chain by involving Buyers as well as Suppliers in our BIDs in order to secure our Solutions & manage Risks at early stage 2. Capture Innovation from the external Market (incl SMEs); improve Practices in Supplier involvement at conception stage Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 3. Develop competitive Sourcing outside our boundaries, thus leveraging Thales multi-domestic presence in China, India, Asia … 7 4. Leverage Thales Buying Power by pooling volumes for common Purchases & by aligning purchasing Policies with common Suppliers 5. Improve relationships with our Suppliers in order to strive continuous Performance & Lean end to end processes 6. Boost (web) tools to foster the process flows & reduce non value added tasks for the Purchasing people 7. Raise Purchasing skills & develop leaders capable of leading Sourcing Strategy & Risk Management within Bid & Programs

Thales Supplier Management Improve relationships towards a higher Performance Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Thales Supplier Management Improve relationships towards a higher Performance Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Strategic / Target 8 Performing Suppliers with proven track record –established Contracts Bring innovation – Technology leader Global or Regional scope Impact on our cost competitiveness Mutual interest to grow Include all Targets (= Preferred) Challenger Attractive supplier with good performance Potential to become a future S/T supplier if continuous improvement. From outside SRM 2% Strategic SD (Development) Preferred Suppliers Diagnosis of Supplier processes & interfaces Commitment to improve performance on both sides Challengers 5 S, 8 D, Apply root cause, Lean approach Appoint S. Account Managers SAM Strategic Business Review SBR Relationship measurement questionnaire : supplier feedback Map Strategies - Opportunities for collaborations (Offset, engineering. . )Competitiveness - Corporate Responsibility SPM Measure On Time Delivery On Conformity – Active Suppliers <1000 No New Business To be disengaged Review performance against targets - Set-up action plans Collaborative approach in daily Operations

Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 • Le “master data” associé au management du panel de fournisseurs 9

CHORUS 2. 0 : Head Process map Govern & Organize Alain Monjaux-Group Purchasing-Club Iris- CHORUS 2. 0 : Head Process map Govern & Organize Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 10 10 Manage and Control Manage Competences Continuous Improvement Manage Bids & Projects Design, Develop and Qualify the solution Source and Make * Prepare and Deliver Customer Service Support operational processes Level 0 - 9 Processes Customer and final user satisfaction Customer and final user needs Define the strategy 7. 1 – Manage Acquisition 7. 2 - Procure, Make & Deliver and Offsets

CHORUS 2. 0 acquisition process overview Strategy setting (PVet 1) Short list & Nego CHORUS 2. 0 acquisition process overview Strategy setting (PVet 1) Short list & Nego Contract Purchasing contract strategy approval Kick-off (PVet 2) (PVet 3) (PVet 4) Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Upstream phase Purchasing Contract assessment (PVet 5) Contractual phase ACQUISITION PROCESS Deployment Acquisition strategy for all purchases (segment incl. Gexp, product , bid, project , . ) SUPPLIER ASSESSMENT & QUALIFICATION SUPPLIER PERFORMANCES Quality & Purchasing in close relationship to improve supplier quality assurance & performances challenges 11

Supplier assessment & qualification process Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 ØProcessus under Buyer’s responsibility Supplier assessment & qualification process Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 ØProcessus under Buyer’s responsibility with a strong support of Assurance Quality Manager (team approach) 12 ØQualification of “purchased product / supplier “ is the result of acceptance procedure phase to be validated by AQM A single process at Group level Mutualise supplier assessment results Explore opportunities for sharing audit resources

Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 • Le “master data” associé au management du panel de fournisseurs 13

Pre-assessment detailed phases & associated questionnaires (step 1) 1 st list of suppliers SOURCING Pre-assessment detailed phases & associated questionnaires (step 1) 1 st list of suppliers SOURCING ACTIVITIES Selected suppliers list (PVet 1) Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Non Technical aspects 14 Ethics & Corp. Resp. Technical aspects Financial aspects • General information • Maturity self assessment • Supplier Corporate Responsibility • Techno(detailed means) • Techno + Financial rating PACK 1 PACK 2 RFI Pre-assessment = Self-assessment ONLY 1 PACK, if relevant

General information questionnaire content q Activités principales / Core business q Forme juridique et General information questionnaire content q Activités principales / Core business q Forme juridique et actionnariat / Legal status & main shareholders q Principaux managers & effectif / Management & Staff q Principales implantations / Main plants Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 q Paramètres économiques et financiers / Economical & Financial parameters q Répartition de l’activité par domaine / Main activities q Références Clients / Customer references q Principaux produits et réalisations / Main products & realizations q Certifications qualité / Quality certificates 15

Maturity self assessment questionnaire content o Management du Système qualité et de la satisfaction Maturity self assessment questionnaire content o Management du Système qualité et de la satisfaction de ses Clients, Quality management system and Customers satisfaction o Management de projets et des risques Projects & risks management Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 o Gestion des compétences et des ressources humaines Human resources & skills management o Maîtrise des phases de conception et développement, s’il y a lieu, Design & development phases maturity, if relevant o Maîtrise des achats, Purchasing maturity o Maturité environnementale Environmental maturity o Maîtrise du processus produit, s’il y a lieu Product process maturity, if relevant 16

Supplier Corporate Responsibility Signed by THALES the 3 rd June 2003 Human Rights • Supplier Corporate Responsibility Signed by THALES the 3 rd June 2003 Human Rights • Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and • Principle 2: make sure that they are not complicit in human rights abuses. Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Labour Standards 17 • Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; • Principle 4: the elimination of all forms of forced and compulsory labour; • Principle 5: the effective abolition of child labour; and • Principle 6: the elimination of discrimination in respect of employment and occupation. Environment • Principle 7: Businesses should support a precautionary approach to environmental challenges; • Principle 8: undertake initiatives to promote greater environmental responsibility; and • Principle 9: encourage the development and diffusion of environmentally friendly technologies. Anti-Corruption • Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

Technical questionnaires overview for pre- assessment phase Extract Subjects Mechanical parts & Integration Electronic Technical questionnaires overview for pre- assessment phase Extract Subjects Mechanical parts & Integration Electronic PCA , built box integration & equipped cables Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 Installation 18 Civil Works & Construction Customer support services HW Engineering SW Engineering Programme Management Local logistic support

Assessment & qualification detailed phases (step 2) Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 RFP 19 Assessment & qualification detailed phases (step 2) Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 RFP 19 Offer analysis AUDITS* Final list Final negotiation (Pvet 2) Short list (Pvet 3) STRUCTURAL RISKS THALSIS REGISTERED product/supplier (or techno/supplier ) Qualification TEST PURCHASE ORDER + FINANCIAL ASSESSMENT *Non Technical + Technical

Thèmes d’audits non techniques q Système de Management par la Qualité et de l'amélioration Thèmes d’audits non techniques q Système de Management par la Qualité et de l'amélioration continue q Maturité industrielle et de la supply chain (y. c. les capacités programmatiques et gestion de projet ainsi que le management de leurs propres fournisseurs) q Maturité de l'organisation et du processus d'ingénierie & développement Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 (y. c. les capacités de R&D et la maturité technique, ainsi que le système de gestion de configuration) q Politique et Performance achats q Système de Management environnemental (y. c. l'application des règlements relatifs à REACH, WEEE, ROHs, …) q Système de contrôle des exportations q Système de gestion des compétences et des ressources humaines 20

Thèmes d’audits techniques Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 MAITRISE DES PROCEDES , DES TECHNOLOGIES Thèmes d’audits techniques Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 MAITRISE DES PROCEDES , DES TECHNOLOGIES et VERIFICATION DES MOYENS/COMPETENCES 21 Les thèmes concernés sont directement issus de la segmentation achats et des familles et “commodités” associées

Règles d’évaluation et de qualification des fournisseurs üUn fournisseur qui ne s’engage pas à Règles d’évaluation et de qualification des fournisseurs üUn fournisseur qui ne s’engage pas à signer formellement la Charte Achats et de Responsabilité d’Entreprise ne doit pas être retenu dans la liste des fournisseurs potentiels. Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 üL’audit est réalisé pour le(s) site(s) concerné(s) du fournisseur. 22 üLa décision de ne pas conduire un audit est du ressort de la Qualité, en liaison avec l’Acheteur (cf conditions permettant de s’affranchir d’un audit : Ex sur le management du système qualité si le fournisseur présente une certification officielle ISO 9001, EN 9100 ou AQAP 2110, . . ). üSi un dossier complet d’audit mené par un tiers chez le fournisseur sur un thème à auditer est présenté par ce fournisseur, il est laissé à l’appréciation de la qualité de considérer cet audit comme représentatif. üUn fournisseur qualifié pour une ou des technologies par une Société du Groupe est réputé qualifié pour toutes les autres sociétés sauf cas particulier d’exigences spécifiques nouvelles pour lesquelles un complément d’audit éventuel doit être effectué. üUn fournisseur qualifié pour une technologie donnée n’est pas a priori qualifié pour d’autres technologies.

Revue des résultats du fournisseur Strategy setting (PVet 1) Short list & Nego Contract Revue des résultats du fournisseur Strategy setting (PVet 1) Short list & Nego Contract Purchasing contract strategy approval Kick-off (PVet 2) (PVet 3) (PVet 4) Upstream phase Purchasing Contract assessment (PVet 5) Contractual phase Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 ACQUISITION PROCESS 23 • Pendant l’exécution du contrat d’achat, l’acheteur organise un bilan de l’acceptation des fournitures et des résultats du fournisseur dans l’exécution de ce contrat d’achat. • Le demandeur, le Responsable Technique de l'acquisition, le Responsable Assurance qualité et tout métier concerné contribuent à ce bilan. • Ce bilan de résultats fait l’objet d’une information partagée ou d’une revue formelle avec le fournisseur (Pvet 5) avant la date prévue de terminaison du contrat d’achat. • Le compte-rendu de cette revue est un enregistrement formel archivé par l’acheteur • Il permet de mettre à jour les données de performances opérationnelles globales et d’évaluation du fournisseur.

Environment aspects : At each stage of the PROCESS we must ensure our Suppliers Environment aspects : At each stage of the PROCESS we must ensure our Suppliers understand & comply with our Standards Select Suppliers Introduce Environment Clauses Value Envir. : 5% weight Evaluate risks Audit - Damages for default - Annex the Charter… Source Suppliers RFI incl Charter & Questionnaire Business reviews Share Improvement plans - set targets Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 SBP 1&2 Define a multi year Purchasing Strategy PURCHASE VET (PV) PV Gate 1 PURCHASE VET (PV) PV Gate 3 Purchasing Contract Review (*) CR Phase 1 Consult & Pre-Select Define an adapted Sourcing Strategy Requirements 24 PURCHASE VET (PV) PV Gate 2 Suppliers 1 2 Negotiate , Select and Contract Assess Suppliers 4 Purchasing Contract Signed 3 Purchase Order Supply Receipt P. O. Supplier Invoice Payment R P Phase 2 Procure Manage & Improve Suppliers Performance 5 Supplier Perf. Reviews Elaborate specifications Integrate Environment requirements Re- Assess Suppliers Audit Supplier Sites Check Supplier practices /Environment 6 Audit Supplier Sites Measure progress

Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 • Le “master data” associé au management du panel de fournisseurs 25

Thal. SIS Overview : Suppliers portfolio master data management Input Sharing Supplier status Units/families Thal. SIS Overview : Suppliers portfolio master data management Input Sharing Supplier status Units/families data • Introduction of new assessed & qualified suppliers Thal. SIS Alain Monjaux-Group Purchasing-Club Iris- 26/01/2011 (under Purchasing family Responsibility) 26 • Quarterly Commitments by Purchasing commodity codes • Suppliers quality data SCR commitment Quality certificates Audit summary files Structural risk list Operational Perf. Financial rating …. SBR pres. & reports From Purchasing Family Managers • Definition of segment/families • Definition of commodity codes & associated technology • Definition of strategic suppliers • Definition of target suppliers • Definition of critical suppliers • Strategic • Target • Critical Volumes View • • by segment/family by unit by country/legal entity by supplier by currency by technology …. . Assessment View • Quality Reports • Financial Reports • Operational perf consolidation • Commitment rate…. Thalsis managed by a dedicated team with Service Level Agreement (SLA)