曝光臺 注意防騙 網曝天貓店富美金盛家居專營店坑蒙拐騙欺詐消費者

Expectation
Supplier
performance
Decision to select or not
based on risk analysis like
9134 “Supply Chain Risk
Management guideline”
(Special action plan if not
capable but need to select)
Tools & Data
Performance
Metrics
Process
People & Organization
4
Optimizing
3
Applied
2
Defined
1
Undefined
New product Introduction
Life Cycle Management
Tools & Data
Performance
Metrics
Process
People & Organization
4
Optimizing
3
Applied
2
Defined
1
Undefined
Contract Requirement
Flow down
Tools &Data
Performance
Metrics
Process
People &Organization
4
Optimizing
3
Applied
2
Defined
1
Undefined
Sales Volume &Option
Forecasting
Each Company to apply
weighting to each
process as appropriate
to their Product,
Customer, Risks, etc…
Chapter 1 - Decision making process
Supplier
Assessment
Results
Standard Questionnaire
and Assessment results
independent from the
size of company and
product/project
criticality…
• Deliverables by Seville
– Agree on the definition of the 15 Supply Chain Mgmnt processes
– Agree on the maturity matrix concept and finalize its content
– Conduct pilot assessments, using the maturity matrix and model, in
all sectors
– Finalise decision matrix and questionnaire
• Actions to be completed later
– Validate questionnaire and Maturity Model during on the pilot phase
– Publish questionnaire and Maturity Model decision matrices
– Issue training package
– Identify Requirements,Guideline and Best Practices
Chapter 1 : Supplier Selection &
Capability Assessment
Suppliers Produce Non-conforming
Product because they do not
understand the requirements or do
not receive the requirements. WHY?
Brainstorm of Causes
All the necessary
requirements aren't
flowed.
People do not have
necessary training or
knowledge to flow
everything that is required
People who own the task of PO
requirement review, how do they
know how to do it, how do they
know if they have done, no
feedback and what tools are they
using to do it well?
Supplier
misunderstands the
requirement: bad
drawings, unclear
drawings, old specs.
Complex and
complicated specs
that refer us to other
specs and tables
and graphs
Do new suppliers
get all the info?
What about from
inside to the
supply base?
Access to specs by subtiers. . First tier can go to
"pull", but subtiers cannot. (CITIS/BPN network) The
first tier is responsible to identify and send the
required data. What is our oversight of first tier
suppliers and their ability to do this well?
Specification Pull system is a problem for
suppliers to multiple customers, they feel
overloaded with the challenge of checking for all
the spec updates:
Get over it, that's your job, and you get paid to
do it. How do suppliers approve/reject the
change.
Special process houses don't have access to our specs!
Except where they are also first tier suppliers, or where we
have given them a KUTD distribution of hard copies.
We have trained our suppliers to respond to schedule at
the expense of quality and completeness. When we
deliver our requirements late, it puts them in a crunch!
When we are in a hurry, we tend to make more mistakes
Hardware is produced and
shipped before the PO (and
all the requirements) are
available in a complete
documented project
Mfg planning errors don't
result in a plan that will
meet requirements even
when 9100 oversight by some CRBs is it is fully followed
sometimes insufficient to detect the
lack of compliance to Contract review
and requirements flowdown sections of
9100 Does confidentiality agreements
prevent the CRB from being able to do
this well?
Poor communication with suppliers
around SPDM (drawing push
system) and our oversight doesn't
always detect that they haven't
accessed the system regularly.
Most of these positions have
high turnover and so planning is
data entry, and/or so is contract
review not really anything more
than data entry.
The inspection was done to the
plan, not to the requirements!
　
中國航空網 m.k6050.com
航空翻譯 www.aviation.cn
本文鏈接地址：航空資料20(62)