文档介绍：Improving Supply Chain Management Relationships
Mary Simmerman
Vice President, Materiel
April 23, 2003
Acquisition & Logistics Excellence Conference
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Agenda
Introductions
Supplier Management – What Does It Mean?
The Defense Business – What’s Driving the Transformation?
Northrop’s Model –“Strategic Relationships, Strategic Alliances”
Key ess Factors
Future Vision – Where Do We Go from Here?
Questions and Answers
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Mary Simmerman, VP, Materiel
Oversee Domestic and International Procurement and Subcontract Management
VP, Supplier Management and Procurement at Boeing Space munications
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 Graduate School, BA in Business Mgmt., University of Phoenix
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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 Partnerships
Quality
Issues
munic.
TQM
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Sigma
Metrics
Integrated
Systems
New
Tech.
SCM
Focus
Past
Present
Supplier Management – What Does it Mean?
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What Do We Mean Today?
A Formal Process by Which Suppliers Are Evaluated and Categorized by Their Ability 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
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Market Share
Significantly
Enhanced revenue
Benefits from Supplier Management
New Products/
Items
Broader
Name Recognition
Reduc