Aeronautic manufacturing industry is facing huge challenge : quick ramp up, new product launch. This has complexified program management and ability to meet target. This presentation is based on a similar experience coming from another sector : automotive industry. Don't hesitate to contact me for any feedback or interest

1. •Novembre 2011
H. CALMELLY – April 2013
From SUPPLY CHAIN management to VALUE CHAIN management :
Improve Competitiveness and develop Opportunities
How to manage external projects ?
How to develop suppliers ?
How to improve his operational performance ?

2. Ensure manufacturing ramp up – Manufacture backlog’s orders
Targets :
• Keep customer’s trust–
Deliver on time
• Accelerate Return On
Investment
• Improve rentability
through bigger volumes
Develop new products, versions
Targets :
• Answer customer’s needs
• Answer regulations
• New market’s conquest
Worldwide market
Targets :
• Manufacture locally,
where the markets are
• Competitiveness’s
improvement
• Increase market share
STATUS :
• Enable OEM’s to
concentrate on their core
businesses
• Risk’s sharing
• Investment’s sharing
to develop often and more
projects
• Boost R&D and Innovation
in every fields to answer
new needs and regulations
AN ACTUAL NEED :
REQUESTTOSUPPLIERS
Howtomanagethem?
Howtodeliverallbenefits?
H. CALMELLY – April 2013

3. More SUPPLIERS = OPERATIONAL’S MODES changes
LASOUS-TRAITANCE
MANAGEMENT SYSTEM
• Accountability rules
changes
• Project management
within Tier 1 and N-1 ?
• Interfaces management –
Information’s sharing
• Changes management
(reactivity & efficiency)
METHODOLOGY – TOOLS
BOX
• Share responsabilities
• Quality and reliability of
development
• Risks management
(SQCLT)
• Opportunities and
productivity radar
CHANGE MANAGEMENT
• Communication,
awareness and training
• Transparency , honesty
and trust (alert)
• Win/Win relationship–
Reciprocity
• Team working and
Collaborative spirit
X projects & Connectivity
Need for a TASK FORCE (multi skills)
to cancel RISKS (SQCLT) and to generate PRODUCTIVITY
PROJECT A
PROJECT B
PROJECT C
PROJECT A
H. CALMELLY – April 2013

4. A LEGITIMACY :
R&D
centres
Plants
PROJECTMANGEMENT
SYSTEM
Engineering
supplier
Component
suppliers
Customers
OEM
Engineering
supplier
CAREER
21 years
experience
Tier 1
supplier
Tier 2
supplier
Assembler
Quality,
Lean
Engineering
Industrializa
tion
SKILLS
INDUSTRIAL
PROJECTS
Account
Finance
Purchasing
Plant
managers
and teams
COO
FIELD
MANAGER
CHANGE
MANAGEMENT
Other
directions
(purchasing
, quality,
HR,
finance)
France
Worldwide
Technical
and Project
teams
H. CALMELLY – April 2013

5. BENEFITS:
MONITOR ANTICIPATE CAPITALIZE DEVELOP SUSTAIN
QCLT targets
delivered
Catch
Opportunities
Avoid
Risks
Improve
Performance
Develop
partnership
MANAGING SUPPLIERS ENABLES :
PROGRAM IN DEVELOPMENT SUPPLIER DEVELOPMENT
INVESTMENT PRODUCTIVITY / SAVINGS
2 levels of benefits :
A short term investment balanced by a long term productivity :

6. CONCLUSION :
Delivery at
targeted
quality (ppm,
reliability)
Delivery on
timer
Delivery at
targeted
quantities
Step 1 Step 2
Project development Ramp up – Manufacturing – End of life
Productivity
Kaizen
Industrial
maturity
Flexibility
improvement
Re Engineering
(Value
Engineering)
H. CALMELLY – April 2013
Costs
Time
Step 1
Savings
QCD savings
Costs
Time
Step 1 Step 2
Savings

7. •Novembre 2011
H. CALMELLY – April 2013
For any feedback, contact me at :
herve.calmelly@free.fr