spu supplier management - zeiss.de · 8 three core elements of sum classification – evaluation...

SPUSupplier Management

Oct 2017

Dr. Stefan HockeSCM

2Oct 2017SPU, Stefan Hocke, SPU-S

A development and manufacturing network with five sites

Carl Zeiss Jena GmbH Jena840 employeesSales of approx. €180M (entire CZJ)

Shared Production Unitapprox. 2,100 employeesSales of approx. € 290M

Carl Zeiss Jena GmbH Oberkochen440 employees

JV Zeiss BelOMOMinsk, Belarus350 employees

Carl Zeiss CMP GmbH Göttingen280 employeesSales of approx. €50M

Carl Zeiss Spectroscopy GmbH Jena80 employeesSales of approx. €30M

Carl Zeiss Suzhou Co., Ltd.Suzhou, China100 employeesSales of approx. €30M

FY 16/17


Vision and SPU AspirationAre Input for the SPU Supplier Management Program…



… and theSupplier Management enables the aspiration.



ZEISS VisionWe are the most attractive partner for our customers and fulfill the promise of our leading brand. We have a passion for our customers’ success and for developing our markets.

Vision and SPU AspirationInput for the Supplier Management Program

SuMProgram

SupplierManagement

SPU Aspiration

SPU Aspiration

We are the recognized system partner of the ZEISS Business Groups for optoelectronic modules, optical and mechanical components and assemblies. With our global network, we support the Business Groups and our external customers in focusing on final assembly and system integration.

We offer maximum customer benefit at competitive prices. Our added value consists in technological differentiation and in high flexibility and integration into the customers' processes during the entire product life cycle also on the basis of Smart Production (Industrie 4.0).

The basis of our success is motivated and customer-oriented employees who like working at the SPU and constantly strive for improvement.


3 | Operational Performance

8 | Sustainability

4 | Cost Awareness

9 | Trust and Openness

5 | Flexibility

6 | Business Ethics

7 | Global Presence

1 | Core Competencies

2 | Processes

10 | Logistics

SPU Strategic Levers SCM Guidelines

Fulfill quality and logistic requirements (lead times, delivery reliability) at all times

Constant investment of suppliers in product and process innovations guarantees sustainability. Early risk detection and risk management must be guaranteed

Costs and their constant reduction must be decisive factors for supplier selection

Mutual trust in joint decisions and agreements are the basis for creating a climate enabling the open exchange of information

Manage market volatility through flexible structures.

The global presence of the supplier is beneficial for supporting international sales activities and the service infrastructure

Complement our own strengths with the know-how of suppliers

Implement supplier management processes to transfer customer requirements reliably to suppliers and subcontractors

The prerequisite for the successful management of supplier relationships is the integrity of our own SCM personnel. Decisions about the awarding of a contract are based only on objective criteria

Manage logistic requirements in the entire supply chain to optimize end-to-end processes

10 Basic Guidelines for the SPU Supply Chain


Three Core Elements of SuMEvaluation – Classification – Development

SupplierPhase-in

SupplierEvaluation

SupplierClassification

SuMProcessSupplier

Development

SupplierPhase-out

SuMSupplierManagementProgram


Three Core Elements of SuMClassification – Evaluation – Development

The Supplier Management Program Covers the process comprehensively

SuMProcess

SuMSupplierManagementProgram


SupplierEvaluation


1 EvaluationSPU Supplier Evaluation is Based on SAP

ACS overall grade

Legend:VMI Vendor Managed InventoryQPI Quality performance indicator (grade) of the

test batch

Note: If one of the sub-grades is 0 (not evaluated), the corresponding weighting is removed from the denominator!

PPMQM Parts per million on basis of defects from Q reportsN NoteG Weighting

Hard factsWeighting: 60%60%

Soft factsWeighting: 40% 40%

Sub-grade:

Compl.Rate

Test batchWeighting 15%

Sub-grade:

Delivery reliability

Weighting 12%

Sub-grade:

Quantity reliability

Weighting 6%

Sub-grade:

VMI

Consignment Weighting 12%

Sub-grade:

PPMQM

Q reportWeighting 15%

12% 15% 12% 6% 15%

Class 1:

QM, AS, UMS, EnMS

Weighting 10%

Class 2:

Logistics

Weighting 5%

Class 3:

Price level

Weighting 15%

Class 4:

Tech-nology

Weighting 5%

Class 5:

Business require-ments

Weighting 5%

10% 5% 15% 5% 5%


1 EvaluationSPU Supplier Evaluation is Based on SAP

Class 11:

AuditWeighting 20%

Class 12:Management systemsWeighting 20%

Class 13:Q agreementWeighting 10%

Class 14:ComplaintmanagementWeighting 10%

Class 15:Initial sampleWeighting 10%

Class 16:Health & safetyWeighting 10%

Class 17:EMS, EnMSWeighting 10%

Class 18:DocumentqualityWeighting 10%

Class 21:FlexibilityWeighting 70%

Class 22:LogisticsagreementWeighting 30%

Class 31:ConditionsWeighting 70%

Class 32:Price develop-mentWeighting 30%

Class 41:CapacitydevelopmentWeighting 25%

Class 42:CooperationdevelopmentWeighting 50%

Class 43:Trouble-shootingWeighting 25%

Class 53:Communic./CooperationWeighting 30%

Class 52:Reaction timeWeighting 15%

Class 54:E-Business capabilityWeighting 15%

With traffic light control:>90green75…89yellow<75 red

With traffic light control:>90green65…89yellow<65 red

Class 51:Credit ratingWeighting 40%

Note: If one of the sub-grades is 0 (not evaluated), the corresponding weighting is removed from the denominator!

ACS overall grade

Sub-grade:

VMIConsignmentWeighting 12%

Sub-grade:

Compl.RateTest batchWeighting 15%

Sub-grade:

Delivery reliabilityWeighting 12%

Sub-grade:

PPMQMQ reportWeighting 15%

Sub-grade:

Quantity reliabilityWeighting 6%

Class 1:

QM, AS, UMS, EnMSWeighting 10%

Class 2:

LogisticsWeighting 5%

Class 3:

Price levelWeighting 15%

Class 4:

TechnologyWeighting 5%

Class 5:

Business requirementsWeighting 5%

Hard fact Weighting: 60% Soft facts Weighting: 40%

Legend:VMI Vendor Managed InventoryQPI Quality performance indicator (grade) of the

test batchPPMQM Parts per million on basis of defects from Q

reportsN NoteG Weighting


SupplierClassification


Suppliers with very important competences/ abilities for SPU

All qualified SPU suppliers

Managed Supplier

Approved Supplier

Target Supplier Structure

Business Excellence

Stra

tegi

cR

elev

ance

basic superior

high

low

ApprovedSupplier

ManagedSupplier

Supplier Selection Matrix

Each supplier with revenue > 150 TEUR* and basic contracts is allocated to the matrix system

* Actual or potential revenue in 5 years

2 ClassificationFocuses on Managed Suppliers


2 ClassificationStrategic Relevance and Business ExcellenceBased on Criteria

Strategic Relevance Complementary to SPU core

competencies Strategic fit between supplier and SPU Development potential and capabilities

of supplier to strenghten cooperation

Business Excellence Quality standards: Audit result ≥ 80 Delivery performance – A rating ≥ 90 for on-time delivery and

quality if B rating, development concept to be agreed upon Price development and Total Cost of Ownership

Business Excellence

Stra

tegi

cR

elev

ance

basic superior

high

low

ApprovedSupplier

ManagedSupplier


SupplierDevelopment


3 DevelopmentSupplier Management Program Modules Cover Key Supply Chain Aspects

Communicationlevel

Demandinformation

Businessvolume

Logisticprocesses

Time for supplierintegration

Performance improvement

Module Managed Supplier Program

Communication of rolling demand forecast

Examination of volume bundling

Integration into development phase

Supplier evaluation and monitoring of improvement measures

First-class logistic processes(e.g. consigment warehouse)

SCM supplier manager, SCM Management


Your Benefits

Long-term relationship1

Enhancingyour imagethrough partnership

2

Promotion of innovative performanceby SPU

3Dedicated,within SPUcontact persons

4Volume concentrationin SPU over all locations

5

Earlyparticipation in selectedR&D projectsas potential forfuture business

6

Planning reliability through rolling exchange ofinformation about market perspectives

7

3 DevelopmentSPU Supplier Program Participation provides 7 Benefits

spu supplier management - zeiss.de · 8 three core elements of sum classification – evaluation...

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