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Evaluation et qualification des fournisseurs chez Thales

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 des fournisseurs Les méthodes/outils mis en oeuvre

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Evaluation et qualification des fournisseurs chez Thales

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

  2. Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre • Le “master data” associé au management du panel de fournisseurs

  3. Purchasing - Organisation Chart Group Purchasing C.Brabec-Lagrange Y.Serre (S1) P.Neel (S2-S8) IPOs Thales Corporate Services FR P.Lacroux – D.Talwar – KK NG E.Harle (S1) Thales Corp UK FONCTIONS FRENCH ENTITIES Suppliers Relationship Mgt A.Monjaux F.Monira TCF, TS, T3S ,… Process, Methods & Tools P.Quesnel F.Levron TAV,TED,TXL, TSA, TUS,TMI…… I.Quettier SEGMENTS (STRATEGIES) TR6, TOSA, TDA, TRS, … S1 (General Purchases) P.Petit-Belleville S2 (SW Licences) S3 (Equipments & Systems) Thales Alenia Space A.Musazzi C.Carver S4 (HW Dev-Manuf-Integration) S5 (Components) C.Brombeck S6 (Systems & SW Engineering) S7 (Support services) S8 (Installations & Civil Works) International C.Victor COUNTRIES I.Centofanti Germany J.Stauss NL TBD Australia D.Hodkinson UK P.Garnero 3

  4. Purchasing Segmentation

  5. Contract signed Bid approval Bid No Bid Bid Reviews Effective Contract Thales Value Chain SYSTEMS Win Bid Manage Programme Develop SUPPLIERS & SUB-CONTRACTORS Internal External CUSTOMERS 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

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

  7. 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 • Capture Innovation from the external Market (incl SMEs); improve • Practices in Supplier involvement at conception stage • 3. Develop competitive Sourcing outside our boundaries, thus • leveraging Thales multi-domestic presence in China, India, Asia … • 4. Leverage Thales Buying Power by pooling volumes for common • Purchases & by aligning purchasing Policies with common Suppliers • Improve relationships with our Suppliers in order to strive • continuous Performance & Lean end to end processes • Boost (web) tools to foster the process flows & reduce non • value added tasks for the Purchasing people • Raise Purchasing skills & develop leaders capable of leading • Sourcing Strategy & Risk Management within Bid & Programs

  8. Thales Supplier Management Strategic / Target 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) SRM Appoint S. Account Managers SAM Strategic Business Review SBR Relationship measurement questionnaire : supplier feedback Map Strategies - Opportunities for collaborations (Offset, engineering ..)- Competitiveness - Corporate Responsibility Strategic Preferred Suppliers Challenger Attractive supplier with good performance Potential to become a future S/T supplier if continuous improvement. Challengers SPM Measure On Time Delivery On Conformity – Review performance against targets - Set-up action plans Collaborative approach in daily Operations Active Suppliers From outside No New Business To be disengaged Improve relationships towards a higher Performance 2% SD (Development) Diagnosis of Supplier processes & interfaces Commitment to improve performance on both sides Apply root cause, 5S, 8D, Lean approach <1000

  9. Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre • Le “master data” associé au management du panel de fournisseurs

  10. CHORUS 2.0 : Head Process map Govern & Organize Define the strategy Manageand Control Manage Competences Continuous Improvement Manage Bids & Projects Design, Develop and Qualify the solution Customer and final user satisfaction Customer and final user needs • Source and Make * • Prepare and Deliver Customer Service 7.1 – Manage Acquisition and Offsets 7.2 - Procure, Make & Deliver • Support operational processes Level 0 - 9 Processes 10

  11. Strategy setting (PVet 1) Short list & Nego strategy (PVet 2) Contract approval (PVet 3) Purchasing contract Kick-off (PVet 4) ACQUISITION PROCESS Upstream phase Contractual phase Deployment Acquisition strategy for all purchases (segment incl. Gexp, product , bid, project ,.) SUPPLIER ASSESSMENT & QUALIFICATION SUPPLIER PERFORMANCES CHORUS 2.0 acquisition process overview Purchasing Contract assessment (PVet 5) Quality & Purchasing in close relationship to improve supplier quality assurance & performances challenges

  12. Supplier assessment & qualification process • Processus under Buyer’s responsibility with a strong support of Assurance Quality Manager (team approach) • Qualification 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

  13. Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre • Le “master data” associé au management du panel de fournisseurs

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

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

  16. Maturity self assessment questionnaire content • oManagement du Système qualité et de la satisfaction de ses Clients, • Quality management system and Customers satisfaction • oManagement de projets et des risques • Projects & risks management • oGestion des compétences et des ressources humaines • Human resources & skills management • oMaîtrise des phases de conception et développement, s’il y a lieu, • Design & development phases maturity, if relevant • oMaîtrise des achats, • Purchasing maturity • Maturité environnementale • Environmental maturity • Maîtrise du processus produit, s’il y a lieu • Product process maturity, if relevant

  17. Supplier Corporate Responsibility • Signed by THALES the 3rd 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.   • Labour Standards • 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.

  18. Technical questionnaires overview for pre- assessment phase Extract

  19. Assessment & qualification detailed phases (step 2) Final negotiation (Pvet 3) Final list (Pvet 2) RFP Offer analysis Short list product/supplier (or techno/supplier ) Qualification TEST PURCHASE ORDER AUDITS* STRUCTURAL RISKS THALSIS REGISTERED + FINANCIAL ASSESSMENT *Non Technical + Technical

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

  21. Thèmes d’audits techniques • MAITRISE DES PROCEDES , DES TECHNOLOGIES et VERIFICATION DES MOYENS/COMPETENCES • Les thèmes concernés sont directement issus de la segmentation achats et des familles et “commodités” associées

  22. Règles d’évaluation et de qualification des fournisseurs • Un 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. • L’audit est réalisé pour le(s) site(s) concerné(s) du fournisseur. • La 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,..). • Si 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. • Un 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. • Un fournisseur qualifié pour une technologie donnée n’est pas a priori qualifié pour d’autres technologies.

  23. ACQUISITION PROCESS Revue des résultats du fournisseur • 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. Strategy setting (PVet 1) Short list & Nego strategy (PVet 2) Contract approval (PVet 3) Purchasing contract Kick-off (PVet 4) Purchasing Contract assessment (PVet 5) Upstream phase Contractual phase

  24. Environment aspects : At each stage of the PROCESS we must ensure our Suppliers understand & comply with our Standards Select Suppliers Value Envir. : 5% weight Evaluate risks Introduce Environment Clauses Audit - Damages for default - Annex the Charter… Source Suppliers RFI incl Charter & Questionnaire Business reviews Share Improvement plans - set targets SBP1&2 PURCHASE VET (PV) PV Gate 1 PURCHASE VET (PV) PV Gate 2 PURCHASE VET (PV) PV Gate 3 Purchasing Purchase Supply Supplier Invoice Define a multi year Contract Order Receipt Payment Purchasing Strategy Review (*) P.O. R P CR 4 Consult & Pre - Select Nego t iate , Select Define an adapted 2 Phase 1 Phase 2 Procure Sourcing Strategy Suppliers and Contract 1 Purchasing Contract Signed Requirements Manage & Improve Suppliers 5 3 Performance Assess Suppliers Supplier Perf. Reviews 6 Elaborate specifications Integrate Environment requirements Re- Assess Suppliers Audit Supplier Sites Measure progress Audit Supplier Sites Check Supplier practices /Environment

  25. Sommaire • L’organisation et les enjeux achats • La stratégie d’évaluation et de qualification des fournisseurs • Les méthodes/outils mis en oeuvre • Le “master data” associé au management du panel de fournisseurs

  26. From Purchasing Family Managers • Definition of segment/families • Definition of commodity codes & associated technology • Definition of strategic suppliers • Definition oftarget suppliers • Definition of criticalsuppliers ThalSIS Overview : Suppliers portfolio master data management Input Sharing ThalSIS • Units/families data • Introduction ofnew assessed & qualifiedsuppliers(under Purchasing family Responsibility) • Quarterly Commitmentsby Purchasing commodity codes • Suppliers quality data SCR commitment • Quality certificates • Audit summary files Structural risk list Operational Perf. • Financial rating…. • SBR pres. & reports • Supplier status • 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)

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