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1、Improving Supply Chain Management Relationships Mary Simmerman Vice President, Materiel April 23, 2003 Acquisition & Logistics Excellence Conference 1 Copyright 2003 Northrop Grumman Corporation Agenda Introductions Supplier Management What Does It Mean? The Defense Business Whats Driving the Transf
2、ormation? Northrops Model “Strategic Relationships, Strategic Alliances” Key Success Factors Future Vision Where Do We Go from Here? Questions and Answers 2 Copyright 2003 Northrop Grumman Corporation Mary Simmerman, VP, Materiel Oversee Domestic and International Procurement and Subcontract Managem
3、ent VP, Supplier Management and Procurement at Boeing Space and Communications Co-Lead Supplier Mgmt. Process Council at Boeing Past Life at Northrop in Advanced Systems Division and Grumman Aerospace SME for Material Operations of Boeing Airlift and Tanker 1998 Malcolm Baldridge Award MBA, Keller G
4、raduate School, BA in Business Mgmt., University of Phoenix 3 Copyright 2003 Northrop Grumman Corporation Cost-Based Adversarial “Vendor” “Tug of War” Non-Evaluative Short-Term Event-Based Collaboration Joint investment Sophisticated Evaluation Tools Long-Term Focus Continuous improvement True Partn
5、erships Quality Issues Poor Communic. TQM 6 Sigma Metrics Integrated Systems New Tech. SCM Focus Past Present Supplier Management What Does it Mean? 4 Copyright 2003 Northrop Grumman Corporation What Do We Mean Today? A Formal Process by Which Suppliers Are Evaluated and Categorized by Their Ability
6、 to Add Value to Our Business Via Investment, Collaborative Planning & Design, Risk- Sharing and Product Enhancement Supplier Management Is Enabling Relationships with Providers of Goods and Services to: Attain Business Objectives Expand Business Opportunities Reduce / Transfer Business Risks 5 Copy
7、right 2003 Northrop Grumman Corporation Market Share Significantly Enhanced revenue Benefits from Supplier Management New Products/ Items Broader Name Recognition Reduced Costs New Distribution Channels New Customers Why Manage Suppliers? 60-70% of What We Build Is Procured! Customer Satisfaction 6
8、Copyright 2003 Northrop Grumman Corporation Industry Consolidation War Tactics Cultural Issues Enhanced Communications Weapons Technology The Genesis The Defense Business Whats Driving the Transformation? “Integrated Network” True Partnerships “Systems, Services, Support” Precision Weapons & “Real-T
9、ime” Communications Goals Collaboration 7 Copyright 2003 Northrop Grumman Corporation The Northrop Model Supplier Engagement Possess Technology That Would Be Beneficial to Our Future Business Aspirations Align with Our Future Strategies (e.g. NHA, JIT) Have R&D Expenditures That Are Relevant to Tech
10、nologies We Believe Are Gaps in Our Portfolio Select Potential Strategic Partners (Industry / Geography) with Characteristics That Would Be Critical Differentiators for Us in Future Competitions (e.g. Skills, Political Strengths, Technologies) 8 Copyright 2003 Northrop Grumman Corporation The Northr
11、op Model Hawkeye Case Study Issues: Radar Approach & Team Solidified Within the Navy (NAVAIR, OPNAV, CNO, ASN) Navy Funding Profiles to Support RMP SD&D and Post Multiyear Production RMP SD&D Proposal Submission in June and Contract Award by December FY 2004 NTE Production Proposal Submission in Nov
12、ember and AAC Award by December (3 Hawkeye 2000 Aircraft) Strategies: Preserve FY 2003 Budget for SD&D and Production and Preservation in POM-04 Continue Hawkeye 2000 and Advanced Hawkeye/RMP Advocacy Campaigns Work with the Customer for Post MYP Production Via Affordability Options FY 2004-2005 (Ha
13、wkeye 2000) FY 2006-TBD (RMP LS / TAMD) Hawkeye Industry Team Tactics: Leverage the Strength of a “Team” in USN, OSD, Congress and the Media Propagate “Value of RMP” as Highest Priority of Advocacy Campaign Stress “Value of Hawkeye 2000/CEC” to Nearterm Fleet Operations Develop Affordability Posture
14、 on RMP SD&D and Post Multiyear Production Target Key OPNAV Flags Promote Team Accomplishments Strategic Intent: Joint Marketing of the E-2C Hawkeye and USN AEW&C Roadmap 9 Copyright 2003 Northrop Grumman Corporation The Northrop Model F-35 Case Study Strategic Intent: Collaborative Design and Engin
15、eering while pursuing “Best Value” Issues: Cost containment is key for the program Investment structure requires sourcing strategy for participating countries RFB/RFQ are “model” based Design and production specs are evolving as the bid process progresses Strategies: Exploit technologies which suppo
16、rt collaborative design and engineering to address weight and configuration challenges Employ “ePMO” for document and data sharing for global team Deploy common engineering standards (CATIA) F-35 Global Team Tactics: Developed JSL “Virtual PMO” for global project management support Balance “best value” and collaborative engineering cap
