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TABLE OF CONTENTS

Basic Concepts Procurement Cycle and Processes Make or Buy? External Supply Chain Lean Supply Chain Procurement profile. INTRODUCTION TO THE AEROSPACE PROCUREMENT Author: ALBERTO BADAYA GARCIA AIRBUS MILITARY / VICEPRESIDENT PROCUREMENT & SUPPLY CHAIN. TABLE OF CONTENTS.

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TABLE OF CONTENTS

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  1. Basic Concepts Procurement Cycle and Processes Make or Buy? External Supply Chain Lean Supply Chain Procurement profile INTRODUCTION TO THE AEROSPACE PROCUREMENT Author: ALBERTO BADAYA GARCIA AIRBUS MILITARY / VICEPRESIDENT PROCUREMENT & SUPPLY CHAIN TABLE OF CONTENTS Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONAUTICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  2. 1. Basic concepts Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  3. Aerospace sector mainfeatures • Qualityrequirements in accordancewiththedemandingoperation of theproduct (itflies). • Technologicaldiversity, complexity and specificity. • Veryhighvalueaddedproducts. • Relativelysmallproductionbatches and rates. • Veryhighinvestments and longpay back periods. • Extreme sensibilityto global factors. • Attractiveindustry, basedonitstechnologicallevel. • Highdegree of dependancy of thegovernmentalbudgets. • Limitedsupplychain (strongentrybarriers) Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  4. Demand Purchasing Logistics Procurement & SupplyChain Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  5. Theactors • Theinternalcustomer • Thesupplier • Thelogisticchain (LLP & LTP) • The external customer (offsets) • Thegovernmentalauthorities (licences) • Quality (suppliercertification, productacceptance) • Finance (procurementcost control) • Legal (contracts) Key fortheoperation and liaisingwiththe complete company Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  6. Thetools • Thespecification • Thebudget • Therequestforinterest / proposal / quotation • Theselectionreport • Thecontract • Thepurchaseorder • Theshipping & deliverydocumentation Key forcompliance extreme formalitywhilebeing flexible Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  7. 2. Procurementcycle and processes Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  8. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  9. Back-Up Distribution of EADS AerostructureSuppliers 85 suppliers 3,5 bn€ 340 suppliers 1,5 bn€ 500 suppliers 194 M€ 1200 suppliers 27 M€ Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  10. Procurementcycle SOURCING & TENDERING INDUSTRIALISATION MAKE OR BUY & INDUSTRIAL COLLABORATIONS SUPPLY PLANNING ORDERING & PURCHASING SUPPLIER DEVELOPMENT PHYSICAL LOGISTICS & INVENTORY MANAGEMENT TheCompanymustselectthemodel (level of integration) Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  11. Procurementcycle Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  12. View by processes PLANNING & PROCUREMENT ORDERING & PURCHASING PHYSICAL LOGISTICS & INVENTORY MANAGEMENT SUPPLIER SELECTION AND TENDERING PRODUCT DEFINITION & INDUSTRIALIZATION MAKE OR BUY & OFFSETS SOURCING & SUPPLIER EVALUATION Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  13. View by processes SOURCING & SUPPLIER EVALUATION • Identification of supplier base by technology • To explore systematically sources in new areas from a global standpoint and with priority in targeted markets. • To develop procedures for pre assessment of supplier capacities • To maintain a suppliers data record • To ensure good communication to and from suppliers (I.e. Suppliers meetings) Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  14. View by processes MAKE OR BUY & OFFSETS • To participate and facilitate, if required, in the make-or-buy process of the company, by providing the necessary information about suppliers capacity and development. • To identify potential sources for long term work allocation in accordance with the MoB plan. • To participate in offset campaigns by offering information about industrial or service suppliers in the involved market in coordination with commercial directorate. • To manage the work allocation and the contract negotiation for selected suppliers • To collaborate with Commercial Directorate in the offset accounting Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  15. View by processes SUPPLIER SELECTION AND TENDERING • To select the best source for a given workpackage in terms of quality and price • To define formal evaluation procedures to ensure a systematic selection process • To use the most efficient ways for the tendering process (I.e. use of Portal,…) • To ensure that the internal customer formalize its requirement (DTS) Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  16. View by processes PRODUCT DEFINITION & INDUSTRIALIZATION • To participate in product development, assessing Design Office and Programmes decisions in terms of materials and standard hardware selection. • To ensure that the allocated workpackage is properly industrialized by the supplier, by the identification of potential weaknesses and providing the necessary support. • To establish formal procedures for the evaluation of supplier industrial and technical capacities, as part of the tendering process, and for its follow up • To perform continuous value analysis to identify cost reduction opportunities (I.e. lean supply chain). Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  17. View by processes PLANNING & PROCUREMENT • To ensure that the procurement plan is in line with the programme requirements through SAP system. • To identify internal customer requirements for independent demand (non product, services,…) and to create the corresponding procurement plan. • To optimize the planning parameters (ordering leadtime, batch size, etc) • To establish the means to allow identification and response to unexpected or urgent requirements (flexibility) • To survey suppliers planning systems and procedures to make them compatible with the company procurement plan. • To select the best planning option for the different type of products or services (call-up, kit header, …) Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  18. View by processes ORDERING & PURCHASING • To ensure that the issue of P.O. matches with planning • To establish procedures that ensure a proper goods reception and its registration on SAP system (I.e. direct picking-up of parts) • Regular and systematic follow-up of supplier production and deliveries • Introduction of simple administrative processes for goods reception and payment (I.e. “autofacturación”) • Minimization and systematic follow-up of suppliers overdue payments Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  19. View by processes PHYSICAL LOGISTICS & INVENTORY MANAGEMENT • To ensure an adequate storage and protection of goods and an acceptable warehouses reliability • To introduce stock-taking procedures to ensure the accomplishment of the related targets (100% recount as per part type) • To look for the most optimized physical flow of goods, per product type • To properly control inverse logistic • To manage the transport system Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  20. Procurement strategy • Procurement mission: • To secure a high performing , competitive and differentiating Supply Chain from the global Aerospace industry to enable Airbus to deliver the world’s best aircraft Enhanced business contribution recognised throughout Airbus World class Supplier management & development An optimised global Supply Chain An efficient , engaged and highly-skilled workforce Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  21. 3. ¿Makeorbuy? Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  22. Core or Non-Core ? a)       Ventajacompetitivatecnológica: la tecnología no puede ser copiadafácilmente por los competidores (productosbasados en conocimientosespecíficos son claves para el acceso a los mercados). b)       Capacidades con un aportesignificativo a la creación de valor y a la ventaja en costesfrente a la competencia. c)       Elevadainfluencia en la satisfacción del cliente. Las competencias del núcleo tecnológico suponenperseguir el liderazgo en las mismas, con prioridad a la inversión en sudesarrollo a)       La aprobación de la propuesta de actividades y tecnologías “core-non-core” corresponde al Comité de Dirección de la empresa. b)       El establecimiento de dichapropuestadebeinvolucrar a las direcciones de Fabricación, Proyectos, Programas, Comercial e Ingeniería de Desarrollo, debiendo ser liderada por las D. de Operaciones y Programas. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  23. Core or Non-Core: Benchmarking a)        El coste interno es competitivo: mantener la posición competitiva y la clasificación como “make”. b)       El coste interno no es competitivo, pero es posible reducir el “gap”: identificar las acciones de mejora. c)       El coste interno no es competitivo y no es posible recuperar una situación aceptable: revisar la clasificación “core-non-core” y la asignación de trabajo actual. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  24. Industrial Strategy and Sourcing Strategy “Make or Buy” rationale” Limited to specific cases Objective OUT Sourcing OUT Sourcing Sourcing strategy full scope Non core Make on purpose IN Sourcing Buy on purpose Industrial strategy full scope Core Objective Limites to specific cases Make Buy Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  25. Analysis Decision Non-core No capital investment Suppliers/Partners HR for Specifying and control Share Competitive reference follow up Best suppliers HR adaptation (transnational) Core Updated Capital Investment R&T Investment HR Competencies protection Outsource Control Protect Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  26. Make or Buy ? a)El incremento de la necesidad de subcontratar; ya sea parageneraraumentos de capacidad que evitencrecimientosarriesgados de plantillapropia, o buscandocompartirriesgosfinancieros y tecnológicos, o identificandomejoras de coste, o detrás de acceder a tecnologíascomplementarias de las de la propiaempresa. b)       La complejidad y coste de las inversiones, que exigenlimitar el abanico de tecnologías en las que crecer y apostar por el liderazgo. c)       La complejidadasociada al incremento de proveedores y a sudispersióngeográfica. d)       El decisivoprotagonismo de los acuerdos de compensación industrial (offset) en las campañas de venta y suimpacto en los planes industriales de los programas/contratos. e)       Los compromisos de inversión y asignación de carga de trabajoligados al soportefinanciero de entidadesestatales o locales. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  27. Make or Buy ? (Cont.) f)  La necesidad de identificarproveedores que aportenunamejorrespuesta a un menorcoste (=”best practice”). g)  Dificultadesparaalcanzar los requerimientos de calidad del producto / programa. h)  Especialmente en la industriaaeronáutica por la necesidad de incorporarsocios a riesgo a los nuevosdesarrollos. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  28. Políticas de Make or Buy A)   Definición de aquellas actividades que NO se debensubcontratar en ningúncaso, independientemente del programa, en línea con el plan estratégico de la empresa. b)    Definición de un esquema de subcontratación que soporte el plan de negocio de un determinadoproyecto, de acuerdo al Plan de Gestión del Programa. c)    Decisión de subcontratación de actividades o productos en relación con un plan de mejora, de reducción de coste, por sobrecarga en un área de producción, etc. Las organizaciones clave en la decisión de MoB son las siguientes: ·     Planificación Estratégica ·     Programas ·     Proyectos ·     Comercial ·     Producción ·     Ingeniería de Desarrollo Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  29. Make or buy during production phase a)      Reducción de coste. b)       Cambio en la definición de actividades del núcleotecnológicoqueafecten a la capacidadinternadisponible. c)       Nuevoscompromisos de offset debidos a la firma de un nuevocontrato d) Limitaciones de capacidadinternaestructural o por un pico de cargamásallá de las posibilidadesaportadaspor las herramientas de flexibilidad. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  30. 4. ExternalSupplyChain Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  31. ¿SupplyChain? A supplychainiscomposedbyallthepartiesinvolved in thedesign, development, production and delivery of a productorservicetothecustomer The set of companies which participation in the supply chain of a given product or service is managed through a commercial contract External Supply Chain Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  32. Thebusinessmodel of vertical integrationthatcameout of the industrial economy has givenwayto“virtual integration” of companies in a supplychain. Eachcompanynowfocusesonitscorecompetenciesand partnerswithothercompaniesthathavecomplementarycapabilitiesforthedesign and delivery of productstomarket. Companiesmustfocusonimprovementsin theircorecompetencies in ordertokeep up withthefast pace of market and technologicalchange in today’seconomy. No company can develop high skill levels in all areas of supply chain management so companies are focusing on developing and building their particular strenghts, their core competencies. Companies are defining the roles they want to play in the markets they serve and linking up eith other companies that have complementary skill sets. This is the dynamic that is driving the formation of modern supply chains. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  33. Themajor SC drivers Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  34. ¿SupplyChain Management? Supply chain management is the coordination of production, inventory, logistics and related information among the participants in a supply chain to achieve the best mix of responsiveness and efficiency. The goal of supply chain management is to support the growing of the company while at the same time reducing both inventory and operating expenses. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  35. Responsiveness Efficiency • Excess capacity • Flexible manufacturing • Smaller factories • High inventory levels • Wide range of items • Many locations close to customer • Frequent shipments • Fast and flexible mode • Collect & share timely, accurate data • Little excess capacity • Narrow focus • Few central plants • Low inventory levels • Fewer items • Few central locations serve wide areas • Shipments few, large • Slow, cheaper modes • Cost of information dro`ps while other costs rise 1. Production 2. Inventory 3. Location 4. Transportation 5. Information Supply chain capabilities of responsiveness and efficiency come from decisions made about the five supply chain drivers Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  36. Aligningsupplychainwithbusinessstrategy To succeed in the competitive markets of today’s economy, companies must align their supply chain with the demands of the markets they serve. Supply chain performance is now a distinct competitive advantage for succesful companies. • Understand the requirements of your customers • Define core competencies and the roles your company will play to serve your customers • Develop supply chain capabilities to support the roles your company has chosen Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  37. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  38. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  39. Average number of work-packages on successive aircraft program development • Increase of Work Package size • Reduced number of suppliers • Transfer of responsibility from Airbus to Tier 1 Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  40. ¿Howtoapproach ESC managementtoday? Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  41. ¿Howtoapproach ESC managementtoday? Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  42. Supply Chain Management recommendations • for External Supply Chain • process focus rather than functional focus as business processes • create value. • moving from an adversarial relationship to one of mutual support • and cooperation  incorporation and engagement of suppliers • information is a key issue: communication and planning • consistent flow of products that implies reduction of costs • inventory)  centralized logistic system • make-or-buy process is a key factor • continuous value analysis • lean supply chain & extended enterprise concepts • consider specific ethics issues Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  43. 5. LeanSupplyChain Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  44. ¿What’s “Lean”? • “A business philosophy based on concepts & tools focused on WASTE ELIMINATIONalong the extended Supply Chain (= the internal & external whole process steps to generate a product) so that we tend to deliver only VALUEto the Final Customerin the most efficient and profitable wayfor the Prime Company and its SC Partners”. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  45. GENERAL LEAN SC CONCEPT The Focus of Lean Manufacturing is delivering value to the customer by removing wastes from the manufacturing processes with the customer´s needs in mind. The Lean Supply Chain concept is built on the broader goal of providing value to the customer by optimizing the performance of the global supply chain as a WHOLE • INTRODUCTION OF LEAN PRINCIPLES ACROSS THE SUPPLY CHAIN BASED ON THREE MAIN LINES • Information Flow • Materials Flow • Commercial • Management Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  46. THE 7 WASTE….PRESENT ALL ALONG THE GLOBAL SC WAITING: Planned resource utilization not performed (ex.: due to missing component, etc.) UNNECESSARY TRANSPORTATION: Unnecessary products movement between facilities (manufacturing & warehousing) OVER - PRODUCCIÓN: Making items upstream before anyone wants or needs them downstream UNNECESSARY PROCESSING: Activities no adding value that could be reduced or eliminated (ex.:repackaging, etc.) NO QUALITY: Errors in products or delivery performance, rework & scrap UNNECESSARY INVENTORY: Products in excess of the amount needed to insure meeting consumer needs UNNECESSARY MOTION: Human resources unneccessary movement out of its workplace (ex.: due to material finding, etc.) Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  47. Lean 5 principles focus on creating value by… Specifying value from the perspective of the end customer • Determining a value system by: • Identifying/mapping all the steps required to generate product (= Value Stream) • Challenging every step identifying “waste” (= NA value activities) Creating flow, creating capable process steps so they occur in the most rapid and uninterrupted sequence possible Pulling materials, parts, products, and information from customers all along the Global Supply Chain Continuously improving to reduce and eliminate waste to create value. Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  48. TOPIC. Authors. NAME. Editors, Year. REFERENCES Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

  49. PROCUREMENT PROFILE Negotiation Globalization Customerorientation Teamwork Communication Master GSC & AIO 2011-2012 GLOBAL SUPPLY CHAIN & AERONATICAL INDUSTRIAL OPERATIONS Module 10: GLOBAL SUPPLY CHAIN MANAGEMENT

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