Cor
p ora
te P
urch
asin
g
Evaluation et qualification des fournisseurs chez Thales
Alain MONJAUX, Directeur de la Relation FournisseursDirection des Achats Groupe
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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
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Purchasing - Organisation Chart
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Group Purchasing
C.Brabec-Lagrange
E.Harle (S1)
Y.Serre (S1)
P.Neel (S2-S8)Thales Corporate Services FR
Thales Corp UK
P.Lacroux – D.Talwar – KK NGIPOs
COUNTRIES
UK
P.Garnero
Germany
J.Stauss
NL
TBD
Australia
D.Hodkinson
A.Monjaux
P.Quesnel
P.Petit-Belleville
C.Brombeck
C.Carver
I.Centofanti
FONCTIONS
C.Victor
F.Levron
F.Monira
I.Quettier
TCF, TS, T3S ,…
TAV,TED,TXL, TSA, TUS,TMI……
TR6, TOSA, TDA, TRS, …
A.Musazzi
FRENCH ENTITIES
S4 (HW Dev-Manuf-Integration)
S5 (Components)
Suppliers Relationship Mgt
S1 (General Purchases)
S2 (SW Licences)
S3 (Equipments & Systems)
S6 (Systems & SW Engineering)
S7 (Support services)
S8 (Installations & Civil Works)
Thales Alenia Space
SEGMENTS (STRATEGIES)
Process, Methods & Tools
International
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Purchasing Segmentation PURCHASING SEGMENTS
PURCHASING FAMILIES
SYSTEM ENGINEERING & PROJECT MANAGEMENT
SW DEVELOPMENT
TEST SYSTEMS & SERVICES
LOGISTIC SUPPORT ANALYSIS
TECHNICAL DOCUMENTATION
CUSTOMERS TRAINING
CUSTOMERS MAINTENANCE & REPAIRS
INSTALLATIONS
CIVIL ENGINEERING AND WORKS
S8INSTALLATIONS & CIVIL WORKS
S6
SY
ST
EM
& S
W
EN
GIN
EE
RIN
G
S7
SU
PP
OR
T S
ER
VIC
ES
PURCHASING SEGMENTS
PURCHASING FAMILIES
MECHANICAL PARTS
MECHANICAL ASSEMBLY & INTEGRATION
MECHANICAL COMMODITIES &
C CLASS
PCB
PCBA & HOUSING INTEGRATION
MICROWAVE MANUFACTURING &
INTEGRATION (DESIGN included)
INTERCONNECTION
CABINETS & RACKS INTEGRATION
ELECTRONIC
MICROWAVES & RF
S5COMPONENTS
S4
HW
D
EV
EL
OP
ME
NT,
MA
NU
FAC
TU
RIN
G &
INT
EG
RA
TIO
N
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Thales Value ChainSYSTEMS
EQUIPMENTS
SERVICES
SU
PP
LIE
RS
&
SU
B-C
ON
TR
AC
TO
RS
External Internal
CU
ST
OM
ER
S
Purchasing Volume 2009Purchasing Volume 2009 # 6 G€# 6 G€
# 50% of Turn-Over
15 000 Suppliers
More than 20 countries
Win Bid
Manage Programme
Develop
Source, Make and Deliver
Provide Support and Service
BidNo Bid
EffectiveContract
Bid Reviews
Contractsigned
Bidapproval
Suppliers highly contribute
to the Value of Solutions
to Thales Customers
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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
The impacts on Purchasing
The opportunities
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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
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
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
Purchasing - Key Strategies
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Preferred SuppliersPreferred Suppliers
Active SuppliersSuppliers
No New BusinessNo New Business
To be disengagedTo be disengaged
StrategicStrategic
Challengers
Thales Supplier Management
Improve relationships towards a higher Performance
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 / TargetPerforming Suppliers with proven track record –established ContractsBring innovation – Technology leaderGlobal or Regional scopeImpact on our cost competitivenessMutual interest to grow Include all Targets (= Preferred)
2%
From outside
SPM
Measure On Time Delivery On Conformity –
Review performance against targets - Set-up action plans
Collaborative approach in daily Operations
ChallengerAttractive supplier with good performance Potential to become a future S/T supplier if continuous improvement.
SD (Development)Diagnosis of Supplier
processes & interfaces
Commitment to improve performance on both sides
Apply root cause, 5S, 8D, Lean approach
<1000
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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
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11CHORUS 2.0 : Head Process map
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Manage Bids & Projects
Design, Develop and Qualify the solution
Source and Make *
Prepare and Deliver Customer Service
Support operational processes
Govern & Organize
Cu
sto
mer
an
d f
inal
use
r n
eed
s
Cu
stom
er and
final u
ser satisfactio
n
Define the strategy
Manageand Control
Manage Competences
Continuous Improvement
Level 0 - 9 ProcessesLevel 0 - 9 Processes
7.1 – Manage Acquisition 7.1 – Manage Acquisition and Offsetsand Offsets7.2 - Procure, Make & Deliver
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CHORUS 2.0 acquisition process overview
ACQUISITION PROCESS
SUPPLIER ASSESSMENT & QUALIFICATION
SUPPLIER PERFORMANCES
Deployment Acquisition strategy for all purchases (segment incl. Gexp, product , bid, project ,.)
Deployment Acquisition strategy for all purchases (segment incl. Gexp, product , bid, project ,.)
Purchasing Contract assessment
(PVet 5)
Upstream phaseUpstream phase Contractual phaseContractual phase
Purchasing contract Kick-off(PVet 4)
Strategy setting(PVet 1)
Short list & Nego strategy(PVet 2)
Contract approval(PVet 3)
Quality & Purchasing in close relationship to improve supplier quality assurance & performances challenges
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Supplier assessment & qualification process
1 This document is the intellectual property of the Thales Group and may not be reproduced or communicated without Thales' express written permission.
V4-3– 1/10/2010 ASSESS AND QUALIFY SUPPLIERS ANDASSESS AND QUALIFY SUPPLIERS AND
MANAGE THEIR PERFORMANCE MANAGE THEIR PERFORMANCE
THALSIS
33
Assess suppliers:identify structural risks
Approve the introduction of a supplier into the supplier
portfolio
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Pre-assessment pack
Audit summary file (list of structural risks)
Buyer REQUESTER / ATS AQM BUSINESS UNIT
THALSIS
THALSIS
Buyer REQUESTER / ATS AQM
Buyer
•PPurchasing and Corporate Responsibility Chart•pPre-assessment questionnaires
Qualify the purchased product / supplier pair
44
55
AQM Buyer REQUESTER / ATS
Report on acceptance of testorder
List of suppliers whoseperformance is being
monitored
Guide to conducting audits
Pre-assess potential suppliers
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Measure operationalperformance with the
suppliers
Improve the supplier's(operational and competitive)
performance
Review summary with supplier
Buyer AQM
Buyer AQM
66
Operational performance consolidation
UP
ST
RE
AM
UP
ST
RE
AM
DO
WN
ST
RE
AM
DO
WN
ST
RE
AM
THALSIS
THALSIS
Instruction N°5 : Suppliers' operational performance
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
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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
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11Pre-assessment detailed phases & associated questionnaires (step 1)
SOURCING 1st list of suppliers
Selected suppliers listACTIVITIES
•General information
•Supplier Corporate Responsibility
•Techno
+Financial rating
•Maturity self assessment
•Techno(detailed means)
PACK 1 PACK 2
RFI
(PVet 1)
ONLY 1 PACK, if relevant
Non Technical aspects
Pre-assessment = Self-assessment
Technical aspects
Financial aspects
Ethics & Corp. Resp.
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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
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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 risquesProjects & risks management
o Gestion des compétences et des ressources humainesHuman 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 environnementaleEnvironmental maturity
o Maîtrise du processus produit, s’il y a lieu Product process maturity, if relevant
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Supplier Corporate ResponsibilitySigned 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.
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Technical questionnaires overview for pre- assessment phase
Subjects
Mechanical parts & Integration
Electronic PCA , built box integration & equipped cables
Installation
Civil Works & Construction
Customer support services
HW Engineering
SW Engineering
Programme Management
Local logistic support
Extract
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Assessment & qualification detailed phases (step 2)
RFP Offer analysis
Short list Final list
(Pvet 2)
Final negotiation
(Pvet 3)
product/supplier (or techno/supplier )
Qualification
AUDITS*TEST
PURCHASE ORDER
STRUCTURAL RISKS
THALSIS REGISTERED
FINANCIAL ASSESSMENT
+
*Non Technical + Technical
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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
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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
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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.
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Revue des résultats du fournisseur
ACQUISITION PROCESS
Purchasing Contract assessment
(PVet 5)
Upstream phaseUpstream phase Contractual phaseContractual phase
Purchasing contract Kick-off(PVet 4)
Strategy setting(PVet 1)
Short list & Nego strategy(PVet 2)
Contract approval(PVet 3)
• 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.
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Define a multi year Purchasing Strategy
PURCHASE VET (PV)PV Gate 1
PurchasingContractSigned
Phase 1
Requirements
Define an adapted Sourcing Strategy
Consult & Pre-Select
Suppliers
Negotiate , Select
and Contract
Assess Suppliers
Phase 2
Manage & Improve Suppliers Performance
Supplier Perf. Reviews
PurchasingContract
Review (*)
PurchaseOrder
SupplyReceipt
Supplier InvoicePayment
P.O. R PCR
Procure
SBP1&2
PURCHASE VET (PV)PV Gate 2
PURCHASE VET (PV)PV Gate 3
12
3
Re- Assess Suppliers
5
6
Environment aspects : At each stage of the PROCESS we must ensure our Suppliers understand & comply with our Standards
Elaborate specificationsIntegrate Environment requirements
Source Suppliers
RFI incl Charter & Questionnaire
Audit Supplier SitesCheck Supplier practices /Environment
4
Select Suppliers Value Envir. : 5% weight
Evaluate risks
Audit Supplier SitesMeasure progress
Introduce Environment ClausesAudit - Damages for default - Annex the Charter…
Business reviews Share Improvement plans - set targets
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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
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11 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
Units/families data
• Introduction of new assessed & qualified suppliers(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
Input
ThalSISSupplier status
• Strategic • Target• CriticalVolumes 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….
Sharing
ThalSIS Overview : Suppliers portfolio master data management
Thalsis managed by a dedicated team with Service Level Agreement (SLA)