1st Edition 2005
GlobalSupplier
An Extended Enterprise® Magazine
for DaimlerChrysler suppliers and associates
Big Saver
It’s one of DaimlerChrysler’s major objectives: to generate synergies
throughout the Group. This strategy got off to an auspicious start in
2001 with the NAG 1 global transmission project – jointly pursued by
the Chrysler Group and the Mercedes Car Group. To read about the
accomplishments of this pioneering effort in shaping transatlantic collaboration, see pages 4 to 7.
2
Global
Contents
Global
Cover Story
4 Mercedes Car Group/Chrysler Group: NAG 1 Project
Big Saver
Company
8 GP&S: A Look Back at 2004
A Year of Steady Development
Award
10 GP&S: Presentation of the Second “Global Supplier
Award”
Reaching for the Stars
Collaboration
15 GP&S: Central Buying
Central Buying – An Additional Global Collaboration
Model
Process
16 GP&S: ‘Price Breakdown’
Product Cost Management On A New Global Basis
Organization
18 Procurement Office in South East Asia: Reorganization
GP&S Goes East
Project
20 MCG: The New B-Class
A Striking Mix of Sportiness and Elegance
USA
Process
22 Chrysler Group: Process Failure Mode and Effects
Analysis (PFMEA)
Planning Tool Helps Improve Product Quality
Collaboration
23 Chrysler Group: Logistics
Building a Strategic Advantage: Initiative …
Europe
Forum
24 VCD: eSEP Supplier Day
Continuous Improvement in Logistics Performance
Project
26 MB Vans: Supplier and Prototype Controlling
(ET/CS) for NCV3
Taking Overall Responsibility
28 IPS/DC-P: Tool management in Kölleda, Berlin and
Hamburg
On Your Mark, Get Set, Go!
30 IPS: Global NPM Network (GNN) IT Project
Connecting Buyers – IPS and Fuso
News
31 MCG: ‘Supplier Management Manual’ online
Jump Right In!
Global Supplier
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Dear Reader,
Every quarter the Global Supplier Magazine provides you with the information on
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requirements on the magazine, we are
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Editorial
3
We’re Acting From a
Global Perspective
To our Readers,
We analyze and evaluate the procurement
and supply performance of our suppliers
from a global perspective within the framework of Extended Enterprise® and with the
aid of a scorecard model. We have identified
four important aspects of performance, from
which our supplier criteria are derived:
quality, systems cost, technology and supply.
These performance aspects are supplemented by three behavioral aspects: communication, commitment and integrity.
Matching the achievements of our global
suppliers with these criteria, GP&S identified nine global suppliers from five different
countries on three continents to be our 2004
benchmark suppliers. To celebrate the global
benchmark performance of these suppliers,
DaimlerChrysler held its second annual
Global Supplier Awards Event on January
12th, 2005 in Detroit.
The award winning companies were:
■ Anchor Manufacturing Group, United
States (raw materials/body-in-white)
■ BEHR, Germany (interior)
■ Brose, Germany (exterior)
■ EMC, United States (general goods and
services)
■ Exel, United Kingdom (logistics)
■ Federal-Mogul, United States (powertrain)
■ GROB-WERKE, Germany (manufactured
goods and services)
■
■
NGK, Japan (electrical/electronics)
Trelleborg, Sweden (chassis)
I’d like to again congratulate these suppliers
on their tremendous work. Further details
on the Global Supplier Award Event may be
found on pages 10 -14.
GP&S is expanding its global presence
through regional offices. Our new office in
Beijing and our recently realigned office in
Tokyo and Singapore are responsible for
dealing with our local suppliers in the
region, as well as supporting our commodity-based Lead Buyers in Stuttgart and
Auburn Hills through commodity-specific
local teams. To learn more about how our
regional procurement offices operate, please
see the article titled “GP&S Goes East” in
this magazine.
Another way that GP&S manages commodities globally while maintaining existing business unit and brand focus is through our
Central Buying Initiative. Central Buying is
a supplementary model within the Lead
Buying framework and places full responsibility and authority for selected commodities
in the hands of one Central Buyer, who is
supported by brand representatives. Selected
commodities – such as leather, latches and
seat heaters – are among those already identified for the Central Buying activity. For
further understanding of this global collabo-
ration model and the impact on suppliers,
please refer to the article “Central Buying –
An Additional Global Collaboration Model”
on page 15.
Generating synergies throughout the group
is one of the key objectives at DaimlerChrysler and an important aspect of how we
do business within GP&S. Our cover story –
“The NAG1 Global Transmission Project” –
reflects a continuing success story that
demonstrates how our business units work
collectively toward an objective. Suppliers
involved in this project not only found the
large order volumes from scaling effects to
be attractive, but also appreciated the opportunity to work with another business unit.
More on this impressive trans-Atlantic team
spirit and the benefits for our participating
suppliers may be found in this edition’s
cover story.
Thomas W. Sidlik
Member of the Board of Management
Executive Vice President
Global Procurement and Supply
DaimlerChrysler
4
Global
Cover Story
Mercedes Car Group/Chrysler Group NAG 1 Project
Big Saver
Generating synergies throughout the Group, that’s one of the stated objectives at DaimlerChrysler. In light of
this, a joint project started in 2001 by the Chrysler Group and the Mercedes Car Group – the NAG 1 global transmission project – is playing an outstanding part in implementing this philosophy. Not only have a large number
of significant scaling and degression effects been achieved, but the project has also had a sustained influence
on networked collaboration between both business units.
A Project With An Unusual Background The NAG 1
project is, in fact, the kind of project that can be considered rather unusual, for it has, as Dr. Jürgen Gleichauf
(head of MEP/12, Transmission, Drivetrain, Contract
Management and in overall charge of transmissions for
all model series) put it, a “really odd background” to it.
That’s because the first Mercedes-Benz New Automatic
Transmission ( ), which had been produced since 1995,
actually ended up going through a relaunch and has
turned out to be a ‘Big Saver’ for both DaimlerChrysler
and the associated suppliers. The reason: revised planning called for the NAG 1 to be installed as a cloned ( )
NAG 1 in the new Chrysler 300C and Dodge Magnum
passenger cars starting in April 2004 and in the successor to the Jeep Grand Cherokee as of July 2004.
▼
▼
Very often, those projects that chart new territory are the
ones that motivate the participants to give nothing less
than their very best – and the global NAG 1 project is
certainly one of them. When Global Supplier interviewed
them last November, all the personnel involved in passenger car transmission design and construction from
the Purchasing, Development and Quality Assurance
departments at Mercedes-Benz and Chrysler were highly
motivated about their project and discussed it with
enthusiasm. Make no mistake about it, these people are
real pioneers, the true avant-garde in generating Groupbased synergies and in shaping transatlantic collaboration across both business units, and they’ve brought this
level of cooperation a significant step forward.
5
▼
why reinvent the wheel? That’s exactly what the project
managers asked themselves, particularly in light of the
“considerable synergy effects ( ) that could be generated for the Group by such a classic commonized part
concept,” Gerd Hagmayer (head of the Automatic Transmission Team Procurement Mercedes-Benz Passenger
Cars) explained.
A Continuing Success Story In July 2000, the Exec-
▼
The MCG team with a Chrysler 300C (from left to right):
Domenico Mandaglio, MCG Logistics Coordinator; Peter
Lex, MCG Development Coordinator; Jürgen Heckele, MCG
Procurement Coordinator; Bodo Dornis, MCG Quality Coordinator; and Gerd Hagmayer, head of the Procurement
Team at MCG Automatic Transmission Components.
So Why Reinvent The Wheel? This project can actually be traced back to 1999, when after the merger, various scenarios were evaluated for developing and manufacturing a ‘global transmission’ that could be installed
in DaimlerChrysler vehicles. In this regard, consideration was also given to installing the NAG 1 in the new
Chrysler models instead of going through the great effort
and expense of developing an entirely new 5-speed automatic transmission. At that time, the NAG 1 was considered by transmission experts to be the undisputed
benchmark in the premium segment in terms of technology and costs. Today, it’s still a tough one to beat. So
▼
utive Automotive Committee (EAC) at DaimlerChrysler
gave the project the green light. After the necessary
resources were approved and released by the Chrysler
Group in January 2001 and by the Mercedes Car Group
the following June, the project could finally get rolling.
To meet anticipated future need for the NAG 1, the
Chrysler Group began erecting a new transmission
plant, the Indiana Transmission Plant 2 ( ) (‘ITP 2’) in
Kokomo, Indiana. This was a scenario that once again
required transatlantic team spirit. Working with International Procurement Services (IPS), the developers
at Chrysler Group went about planning the procurement
of essentially the same systems and components for
Kokomo as the ones being used to produce the NAG 1
in the Hedelfingen plant section and then made the necessary arrangements with suppliers. In fact, Gerhard
Ziegler, in charge of plant procurement at IPS, described
this success story as a “truly fortunate turn of events”
since in many cases it was possible to combine the production equipment required for the NAG 1 in Kokomo
and the similar equipment for the NAG 2 successor
„
NAG 1 – A Long-Term Success
“The New Automatic Transmission
(‘NAG’) is an electronically controlled
five-speed transmission with a lockup clutch in the torque converter,”
explained Peter Lex, a developer of
Mercedes-Benz automatic transmission components and the project
development coordinator on the
Mercedes-Benz side. “Automatic
transmissions are available as special equipment instead of the standard six-speed New Manual Transmission (NMT) in all Mercedes-Benz
rear-wheel-drive vehicles such as
the C, E, and M-Class, whereas it’s
already standard equipment on the
S-Class.” Since 1995, the NAG 1,
which in the view of many indepen-
dent experts sets new standards,
has been produced in the Untertürkheim major-assembly plant section located in nearby Hedelfingen.
Since that time, it has occupied the
‘pole position’ for many years among
transmissions manufactured for the
premium-vehicle market segment.
So far, over 5 million NAGs
have been produced,
and not just for use
in the drivetrains
of Mercedes vehicles. Other highend automobile
manufacturers,
such as Porsche
and Jaguar, have
successfully integrated the NAG 1
in their own vehicles. In fact, the
demand from such third-party clients
for this exceptional unit continues
unabated until this day. At the end of
2003, with the market launch of
NAG 1’s successor, the NAG 2, the
world’s first and only seven-speed
automatic transmission, MercedesBenz once again sets
new standards in transmission development for the premium segment.
And one thing’s now clear: the NAG 2
(sales designation: 7G-TRONIC) has
really got what it takes to continue
its predecessor’s as yet unfinished
success story over the coming years.
6
Global
Cover Story
▼
Mercedes Car Group/Chrysler Group NAG 1 Project
What does “Cloning” mean?
In this context, “cloning” means not only adopting an existing series production transmissions
but, to the great possible extent, also adopting the
identical production processes and systems as well
as the related vertical production integration (level
of in-house, non-outsourced production) and proposals for optimization existing at the original developer
at the time of adoption.
transmission in Hedelfingen. What’s more, because the
contracts covering both facilities were awarded at around
the same time to a very similar group of suppliers, it was
possible to bundle procurement volumes. The resulting
benefit was twofold: on the one hand, considerable cost
savings; and on the other, “Chrysler was able to get in
contact with some new, well-qualified suppliers,” Ziegler
added, summing up the major advantages.
▼
already in a good position to achieve a very high level
of product maturity in their designs,” stated Kenneth
J. Potter, Senior Manager, NAG 1 Product Engineering at
Chrysler, confirming the inherent advantages. In fact, he
went on, based on this “we were able to readily exchange
experiences with the new suppliers and reach a level
of confidence in each other that would have otherwise
taken years to establish.” Bodo Dornis (project QA coWell-Proven, Reliable Suppliers On Board Since
ordinator for European suppliers) concurred, adding that
the NAG 1 had been granted a new lease on life, the sup- “building on an already well-established, smoothly runpliers derived similar benefits. “Despite the complex
ning supplier-customer relationship is, of course, much
logistics chain, we overwhelmingly decided to stick with easier to do than starting over completely and developing
the already existing German and European suppliers
a new one.” Working closely with the QA managers in
because, as it turned out, this was still the most economi- charge of the new American transmission plant, which
had been in series production since November 2003,
cal way to go,” both Gerd Hagmayer and Jürgen Heckele
(procurement coordinator for the project and member
detailed processes for quality communications with
of the Automatic Transmission Team at Procurement
the Hedelfingen transmission plant were worked out to
Mercedes-Benz Passenger Cars) made quite clear. This
ensure that daily experiences would be continuously
updated and always available to each location as referproved to be of great benefit for the entire project. “Due
ence. Both Dr. Gleichauf and Gerhard Ziegler stressed
to their many years of prior cooperation, optimization
efforts and further development work with Quality
that both the parts and plant systems suppliers not only
Assurance (QA) and Development, these suppliers were
found the large order volumes attractive but also the
opportunity to enter into business with the Chrysler
The Synergy Effects
The major factor that really spoke in
favor of equipping the new Chrysler
models with the NAG 1 was the
anticipated scaling effects. Because
Chrysler had decided to forgo developing its own new transmission, it
was able to save considerable development costs which, in addition, led
to a reduced time to market due to
NAG 1’s very mature product design
stage. Instead of going through all
the time-consuming effort of developing a new transmission ‘from
scratch,’ the NAG 1 “only” had to be
modified by the developers at Chrysler and adapted to fit the installation
environment (accommodate the
packaging of the peripheral units) in
the Chrysler vehicles. Marvin Schiemann confirmed the advantages
inherent in going this adaptive route:
“In addition to cutting costs at
Chrysler, we were able to exchange
our expertise and experiences to
determine the best practices to follow. This, in turn, helped cut costs at
Mercedes-Benz. Both sides were
able to use the same development
data, which reduced development
effort considerably. The results are a
reduction in the per-unit price and
the investment required for preparing production tools.” And what particularly impresses the project buyers is the high degression effect that
has been achieved with the ‘new
edition’ of this transmission. In their
view, that’s the crowning touch to
this extended success story. By
“doing business with Chrysler,” the
NAG 1 will now be produced far
beyond its originally planned lifecy-
cle and bring in additional volumes.
The more successful the new models
from Chrysler are on the market,
the greater these additional volumes
will be. “This means that we’ll be
able to keep our production at a stable, high level until 2012. Can you
think of any better situation for both
buyers and suppliers?” Jürgen Heckele asked, emphasizing the mutual
benefit that these years of continuity
will bring.
▼
7
Indiana Transmission Plant 2 (ITP 2)
The ITP 2 was constructed on the
grounds of the already existing
Chrysler ITP 1 major-assembly plant
in Kokomo, Indiana. Currently, it
has 482 employees. Although the
proven work flows and systems from
Hedelfingen were transferred to the
ITP 2 on a 1:1 basis, it does have
one major difference compared to
the Hedelfingen plant section with
its different history of growth. Since
the ITP 2 could be built out on a tract
of open land, it has a more spacious,
ground-level layout. Furthermore,
the ITP 2 is equipped with the most
innovative robot technology, such as
automatic systems that conduct
‘sniff tests’ to check the integrity of
transmission gaskets and seals. The
NAG 1 has been in series production
at the ITP 2 since November 2003.
The team at Chrysler (front row, from left to right): Dean
Celini, John Bowlby, Louis Belli, Marvin Schiemann,
Anthony Vetrano, Ken Potter, Terry Heim and Jason Sholy;
(back row, from left to right) Syed Ilyas, Mohammad
Mubeen, Qudoos Rehman, Koteswarlu Divi and Scott
Heitzenrater. Not pictured: Francisco Rodriguez.
Kokomo, December 19, 2003: Tom LaSorda,
Executive Vice President of Manufacturing,
inaugurates transmission production at ITP II.
Group. Both agree that “the NAG 1 project certainly
opened new doors for some suppliers.”
Overall Objective Comes Before Individual Ones
A key aspect to this project, one that was at first new and
different for personnel on both sides, was the fundamenImpressive Team Spirit: Hands Across the
tally larger perspective that shaped its course. While
Atlantic There were also other ways in which “our col- keeping their cost targets in mind, project members had
laboration yielded great benefits” stressed Marvin Schie- to always be sure to give priority to the larger cost effects
mann, supervisor of Automatic Transmission Engineeron the overall Group. Before tackling the NAG 1 project,
ing at Chrysler and team leader for the MCM Automatic
they had all been pretty much used to evaluating busiTransmission area. Not the least of them was the fact
ness objectives and setting targets in terms of their own
that the joint effort absolutely required and greatly fosbusiness unit or department. Now, however, they were
tered a close working relationship among project person- compelled to work in concert and anticipate the impact
nel from Procurement and Development ‘on both sides
of their decisions in a far greater context. To facilitate
of the pond.’ Facing an unprecedented arrangement, the this, MEP/12 was assigned a kind of lead function. This
transatlantic team pulled itself together step-by-step by
meant that materials purchasing had to continuously
maintaining continuous, close contact among its memensure that the enthusiasm in both of the closely coordibers and regularly exchanging information. “So, today
nated development areas at Chrysler and Mercedes-Benz
we have excellent personal relationships with each
didn’t produce proposals going beyond what was finanother,” Hagmayer emphasized, adding that this was not
cially feasible. To be successful, this monitoring required
just because “our colleagues at Chrysler are very good at intensive coordination and building trustworthy relationdesigning transmissions.” Kenneth Potter readily agreed ships. The efforts clearly were worth it because “we now
with him, stating that “the high degree of team spirit
have full faith and trust in each other,” Dr. Gleichauf
was very impressive. I mean, despite the great distances, stated, making a final, critical point.
the different time zones and the different cultural backgrounds, we never had a problem communicating.”
8
Global
Company
GP&S A Look Back at 2004
DaimlerChrysler’s worldwide purchasing division,
Global Procurement & Supply, can look back on
both a successful and eventful 2004. In the following article, the Global Supplier discusses the most
important activities at GP&S over the past year.
A Year of Steady
Development
Global Procurement Volume of 101.4
Billion Euro In the year 2004, Daimler-
Increased Corporate Value Through
Procurement Processes In cooperation
the supplier portal we provide access to
all DaimlerChrysler supplier applications
Chrysler purchased goods and services for
with our suppliers we are currently concen- via one common framework with a single
a total of 101.4 billion euro (2003: 99.7 billion trating on three areas of action for achieving sign-on. In the context of the Global Supply
euro). The Mercedes Car Group accounted
the best overall results: Global Scale, Global Base, we optimize the distribution of procurement volumes between the various supfor 38% of our total purchasing volume, the
Processes and Global Supply Base.
With a global procurement volume of 101.4
pliers taking cost-risk aspects into considerChrysler Group 32%, Commercial Vehicles
billion euro, we offer our supply base global- ation. For this purpose, we engage in inten26% and Other Activities 4%. In order to
scale opportunities. In addition, increasing
sive dialogue with existing and potential
manage this purchasing volume efficiently
and to ensure proximity to the suppliers as
volume by bundling purchasing volumes
suppliers. In top level meetings we discuss
well as to our manufacturing facilities, our
worldwide helps us to optimize costs. We
individual performance and capabilities
procurement is organized on a global scale
define and implement strategies for each
with our suppliers to agree on measures for
with activities all over the world.
commodity to set directions and lay the foun- continuous improvement.
dation for future procurement actions. A key
Intensified Involvement in Asia As part method for managing our global strategies is Extended Enterprise® Strengthens
of the expansion of our activities in Asia,
Strategic Supplier Relations To
the Material Strategy and Innovation Counstrengthen the global aspect of our procurein 2004 we realigned our purchasing offices cil. This global council aligns engineering,
in Singapore and Tokyo and opened a new
procurement, cost analysis and research and ment activities and maintain business relapurchasing office in Beijing. The purchasing technology across business units to facilitate tions with the world’s best suppliers, we
have developed the Extended Enterprise®
offices are not only responsible for procureglobal material cost reduction, commonizasupplier program further (more information
ment in the respective regions, but also
tion and innovation.
have the function of improving transparency Under the heading of Global Processes, we
in the Global Supplier 1st Quarter 2004.
on Asian procurement markets.
focus on all of our activities with the aim of You will find more information on Extended
Enterprise® in our Supplier Portal
standardizing processes worldwide to provide suppliers and divisions with a globally http://daimlerchrysler.covisint.com in the
Extended Enterprise® area).
integrated, cost-optimized network. With
9
The cooperation with DaimlerChrysler is
characterized by a focus on performance
and mutual appreciation" said Chikanore
Abe, President and CEO of NGK. Receiving his award at the annual Global
Supplier Award ceremony, he is pictured
between Jeffrey Wakai (l.) and Gunnar
Güthenke (r.) from Global Procurement.
The trophy was designed by Chris Nelson
(photo r., third person from r.).
DaimlerChrysler Supplier Awards 2004
We expect global benchmark performance
from our suppliers. For calendar year 2004,
we awarded our second DaimlerChrysler
Global Supplier Award to recognize outstanding supplier performance at this level
(see also page 10) .
In addition, as a result of our global procurement management, long-term contracts with
key suppliers and close collaboration with
reliable partners, we have the benefit of a
broad spectrum of instruments for limiting
the impact of rising raw-material prices on
our production costs.
Risk Management in Procurement
Socially Responsible Behavior In con-
A continuously smooth material supply is
very important for us. Therefore, we have
well-established processes to monitor the
financial health of our supply base. In the
light of the ongoing global economic challenges for many suppliers, these tools have
been enhanced in recent years. These
enhancements help to ensure that the continuity of our production processes is guaranteed in our plants and DaimlerChrysler’s
financial risks are minimized. The possible
remedial measures that can be taken range
from more intensive discussion of specific
financial parameters with the suppliers’
top management to the joint design of new
financing plans. In 2004, many suppliers
experienced financial difficulties. Working
closely together with our supplier partners,
we were able to avoid production losses
caused by this situation. A key enabler of
our success is our supplier risk management process.
nection with our purchasing activities, it is
also very important for us to open up opportunities in the world’s markets for minority
suppliers and historically disadvantaged
groups of people. Thus, for example, Thomas
W. Sidlik, Executive Vice President Global
Procurement & Supply and Member of the
Board of Management, has also been active
as Vice Chairman of the National Minority
Supplier Development Council. This organization supports the growth of minorityowned businesses in the United States. In
addition, the purchasing activities of DaimlerChrysler in North America sourced goods
and services worth over $3 billion from
minority-owned suppliers in 2004.
DaimlerChrysler is also committed to the
Black Economic Empowerment initiative in
South Africa. With our support, it was possible to establish a joint venture between a
German media-services provider and a
black-owned South African printing company. In the fourth quarter of 2004, DaimlerChrysler also led a trade delegation to South
Africa. Minority-owned automotive suppliers
from the United States were introduced to
local black business owners and entrepreneurs. This business mission should
increase the economic vitality of the South
African supply base.
DaimlerChrysler, and its global procurement
and supply organization, are committed to
the valued partners in all areas of the world
in which we do business.
10
Global
Award
GP&S Presentation of the Second “Global Supplier Award”
Reaching for the Stars
On January 12, 2004, the Global Procurement and Supply department hosted the
second annual “Global Supplier Awards Event.” Suppliers with outstanding performance in 2004 from all over the world were presented with a “Global Supplier
Award.” For those receiving it, this award is both recognition of their achievement
and an incentive for further excellence.
11
Some really great feedback: many
suppliers that had attended the
presentation of the second Global
Supplier Award wrote letters
thanking DaimlerChrysler for holding such a successful event.
As in the previous year, the award ceremony
was held at the historic Detroit Firehouse in
downtown Detroit. As if in acknowledgment
of the evening’s event, even the winter
weather had turned out to be mild – rather
unusual for a January day in Detroit. The
great significance of the Global Supplier
Award was already quite apparent from the
list of guests for the event: in addition to top
managers from top suppliers, there were
also high-level representatives from DaimlerChrysler in attendance. Thomas W. Sidlik,
Member of the DaimlerChrysler Board of
Management and Executive Vice President
of Global Procurement and Supply was the
host of the evening’s event.
The center of attention at the event was the
award trophy, the winning design in a special competition – a symbolic sculpture by
Chris Nelson, recent graduate from the
Crafts Department at the College for Creative
Studies in Detroit.
The recipients of the award in each of the
nine categories were initially known only to
those who would be making the presentations during the course of the evening.
Strong Products from Top Suppliers
Suppliers with business volume of over
1 million euro with the Chrysler Group and
over 1 million euro with the Mercedes Car
Group or the Commercial Vehicle Division
were eligible for the award. The evaluation
period extended over the entire 2004 year.
The evaluations not only looked at supplier
performance based on the four key criteria of
systems cost, quality, supply and technology
as measured by the GP&S External Balanced
Scorecard, but also other criteria such as
supplier communication, commitment, and
integrity.
The special significance of this award for the
eligible suppliers and DaimlerChrysler itself
was made very clear by Thomas W. Sidlik
before the ceremony: “The winners of our
Global Supplier Award stand for the topnotch group of suppliers that we cooperate
very successfully with in our global network.” In presenting these awards, Global
Procurement & Supply would like to “honor
the outstanding services from our suppliers,
which have continuously worked to support
the implementation of DaimlerChrysler’s
strategic vision: global presence, strong
brands, a broad range of products and technological leadership.”
▲
„
The guests were all warmly welcomed
by Thomas W. Sidlik.
The trophy: the winning design by
Chris Nelson, a former design student
at the ‘College for Creative Studies –
Crafts Department’ in Detroit.
12
Global
Award
GP&S Presentation of the Second “Global Supplier Award”
The Best of the Best:
2004 Global Supplier Award Winners
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Partners in Excellence The very fact that
Donations for Firefighters The event,
the nine recipients of the award come from
five countries on three continents supports
this strategic vision. Frederick Pfaff, from
Anchor Manufacturing Group (USA),
accepted the award in the “Raw Materials/
Body-In-White” category. Colin Carter from
BEHR (Germany) received the “Interior”
award, while the “Exterior” award went to
Brose (Germany), represented by Adolf
Rosensprung. The award in the “Powertrain”
category was accepted by Robert Miller of
Federal-Mogul (USA). Chikanori Abe from
NGK Spark Plugs (Japan) accepted the award
for “Electrical/Electronics.” The “Chassis”
award went to George Caplea from Trelleborg
(Sweden). Frank Hauck from EMC (USA)
received the award for exceptional performance in “General Goods & Services,” and
Christian Grob from GROB-WERKE (Germany) received the award for “Manufacturing Goods and Services”. Finally, Ted Nikolai
from Exel (Great Britain) accepted the award
for outstanding performance in the “Logistics” category.
which took place in conjunction with the
“North American International Auto Show
2005,” also featured DaimlerChrysler top
managers from Global Procurement and Supply who donated their services as celebrity
bartenders. What’s more, a firefighter’s boot
stood on the bar to accept donations for the
Detroit Firefighter’s Association Fund.
Whenever a guest placed money in the boot,
a loud ringing resounded throughout the
firehouse. During this event over $6,000 was
collected for children and families of local
firefighters.
A Trophy with Great Symbolism The
design of the trophy reflected the close cooperation between DaimlerChrysler and its
suppliers. As Chris Nelson, designer of the
trophy, explained at the event, “the trophy
was designed with the aim of depicting the
close relationship between DaimlerChrysler
and its global suppliers. For this reason,
its circular form, as a symbol of unity, is a
fundamental aspect of its design.”
In designing the trophy, Chris Nelson took
special care in selecting the materials. The
‘Jetglass’ featuring the Extended Enterprise®
logo and the bronze ring represents our suppliers’ ambitious goals to maintain a constant flow of supply for DaimlerChrysler. The
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Anchor Manufacturing Group, USA
(Raw Materials/Body-in-white)
BEHR, Germany (Interior)
Brose, Germany (Exterior)
EMC, USA (General Goods and Services)
Exel, United Kingdom (Logistics)
Federal-Mogul, USA (Powertrain)
GROB-WERKE, Germany
(Manufactured Goods and Services)
NGK Spark Plugs, Japan
(Electrical/Electronics)
Trelleborg, Sweden (Chassis)
wood expresses the warmth of human relationships, which symbolizes the very heart
of successful cooperation in an extended
family of suppliers. The rubber base serves
as a transition from the solid form to the
upper section on which the trophy itself is
set. The base may be regarded as being symbolically similar in function to the critical
role tires play in keeping a motor vehicle in
solid contact with the road.
In appreciation of his design, Chris Nelson
received a scholarship from DaimlerChrysler. The College for Creative Studies in
Detroit is one of the leading schools of art
and design in the USA.
Strengthening Our Relationships The
representatives from suppliers from all
over the world, as well as high-level representatives from DaimlerChrysler enjoyed the
evening immensely. All the participants
greatly appreciated the ceremony, celebrated
the well-earned successes and used the
13
The boss is at your service:
managers from Procurement &
Supply didn’t miss the chance
to take turns tending bar.
opportunity to strengthen global supplier
relationships. As Thomas W. Sidlik emphasized, “The awards were presented in recognition of all your efforts that have contributed to the creation of exceptional new
vehicles. With your continued support we
will always be ready to build the next generation of exciting DaimlerChrysler cars and
trucks.”
The awards were presented by managers
from global procurement: Scott Garberding –
Vice President, Worldwide Supplier Quality
& Product Team C/J/D
(Chrysler/Jeep/Dodge); Harald Boelstler –
Head of Procurement Mercedes-Benz Passenger Cars/smart (MEP); Stefan Buchner –
Head of Procurement Commercial Vehicles
(PCV); Dave Hodgson – Vice President,
Worldwide Supply C/J/D; Robert Schott –
Vice President, Worldwide Procurement &
Supplier Commodity Strategy C/J/D; Peter
Rosenfeld – Executive Vice President
Procurement & Supply C/J/D; Dr. Heinrich
Reidelbach – Head of Procurement, NonProduction Materials (IPS).
Moving in the Right Direction: The Spirit
of Cooperation in the Supplier Network
There were certainly more than enough reasons to celebrate, and not just for the award
recipients themselves. With the presentation
of the Global Supplier Awards, the Extended
Enterprise® supplier program has created a
motivational framework that honors the
outstanding work of its suppliers and also
strengthens worldwide cooperation. This
makes clear once again how beneficial individual achievements help to strengthen the overall global cooperation and success between
DaimlerChrysler and its suppliers.
This very spirit of global cooperation and success was the focus of the evening’s celebration
and continues to be the fundamental characteristics of DaimlerChrysler’s supplier network.
Thomas W. Sidlik had a resounding
success: during the evening $6,000
in donations were collected for the
families of local firefighters.
>> 1925/1926: Our establishment – 1998: Our merger – 2004: Your distinction
Driven by the goal of constant improvement, DaimlerChrysler works with the best suppliers so that we can continue to
write automobile history together. Those who stand out among the best have again been distinguished with the Global
Supplier Award – an award that is just as distinctive as our history.
All of our products are marked by their high performance. Therefore, we expect from our partners what our customers expect
from us: the best performance among the competition. We recognize and thank those who have contributed to our success.
>> The power of performance
Global
Collaboration
15
GP&S Central Buying
Three types of buying authority
Responsibility
The implementation of Lead Buying for production material
in 2002 advanced the global collaboration within GP&S
enormously. Since then GP&S has continuously worked on
further optimizing the Lead Buying model. As the latest
step, the Executive Committee Global Procurement (ECGP)
has decided to launch Central Buying as a supplementary
collaboration model within the Lead Buying framework.
Lead
Director
Business
Unit Director
Buying
authority
P&S
MEP
PCV
Central
Buying
Lead
Buying
Business
Unit Buying
(Autonomy)
Central Buying – An Additional
Global Collaboration Model
Central Buying places full responsibility and authority for selected
commodities into the hands of one Central Buyer, who is supported
by Brand Representatives from the participating purchasing units.
The Business Model Central Buying increases the scope and the
authority for the Central Buyer. While the Lead Buyer focuses on
the development of the commodity strategy and overall coordination
within a commodity, the Central Buyer is in charge of the execution
of key purchasing tasks and has the full global decision-making
authority within this global team. The key purchasing tasks include
the execution of RfQs, negotiations, continuous improvement and
change management, unless delegated to the local Brand Representative. Overall, the Central Buyer is responsible for the achievement
of the individual Business Unit targets.
The Central Buyer is located in one of the three purchasing units
MEP, P&S or PCV. Thus, Central Buying is by no means a ‘central
purchasing organization’.
The Brand Representatives functionally report to the Central Buyer.
They are the single point of contact into the Business Units and
ensure the seamless cooperation with all Business Unit stakeholders
in Engineering, Quality and Supply. The Brand Representatives
execute defined local tasks, support the Central Buyer and execute
the tasks delegated by the Central Buyer.
The Objectives Central Buying will help to even more effectively
manage the commodity globally while keeping the existing Business
Unit and brand focus. The overall objectives of the global collaboration within GP&S are:
• Full global transparency of sourcing decisions and cost optimization challenges
• Stringent global supply base management through ‘one face to
the supplier’
• Know-how bundling and best practice exchange
Commodities
P&S
MEP
PCV
Batteries
Latches
Roller Bearings
...
Central Buyer
Brand Representative
Interface to Business Unit stakeholders
(e.g. Engineering, Quality, Supply)
The Impact on Suppliers After successful pilots in 2004, Central Buying is now being subsequently implemented in selected
commodities as defined by the commodity leaders of P&S, MEP
and PCV. Examples are Leather, Latches and Seat Heaters. Affected
suppliers are being informed by the Central Buyers regarding
changes in the communication relations.
In the selected commodities, the Central Buyer becomes the ‘one
face of DCX’ for the commodity, who leads negotiations and sourcing decisions in close cooperation with the Brand Representatives.
Suppliers can expect that the Central Buying teams have full information about the global business relationship which will drive the
‘Global Performance Based Collaboration’ with our partners.
16
Global
Process
GP&S ‘Price Breakdown’
Product Cost Management
on a New Global Basis
DaimlerChrysler has long valued the
importance of having detailed knowledge of the cost structures of the
most important purchased parts. Now,
an interdisciplinary project group comprising members from GP&S and cost
planners from the Mercedes Car Group
and the Chrysler Group is working on
finding methods and tools to make the
Group’s cost knowledge available on
a global basis. Implementation of the
results will be a great leap forward for
product cost competency in the company.
Acknowledged benchmarking studies show
that companies with pronounced product
cost competency – OEMs and component
supplier companies – are much more successful than companies for whom purchased
parts are a ‘black box’. For many years
DaimlerChrysler has been intensively analyzing the cost structures and determination
factors of the most important purchased
parts. The focuses have been on finding and
optimizing part concepts in the product evolution process and securing a marketable
cost and, consequently, price position. After
all, cost expertise is vital to be able to judge
the competitiveness of suppliers – regardless of whether this is in the area of innovative capability, production performance or
the use of factors. For DaimlerChrysler, cost
competency is thus the key to optimization
potential along the entire supply chain.
The latest challenge for DaimlerChrysler is
to aggregate existing specific knowledge in
the Mercedes Car Group, Chrysler Group and
Commercial Vehicle Division and to make
this utilizable throughout the world in order
to compare current part prices and functions
and to identify differences in the factor costs.
Prerequisites for this are synchronization
of the costing methods used in the divisions,
common definitions of cost elements and
compatible information acquisition processes. This is necessary internally between
purchasing and cost planning and also at the
interface to our business partners.
An international, interdisciplinary project
team has been working on this since the end
of 2003 and is now able to present its first
results. On the whole, product cost management will be given a new international foundation across the phases of information
acquisition, information storage and analysis. The initial focus will be on the inquiry
and contract award processes; in the next
stage, cost information will also be systematically determined and used in change
management.
17
The Four Key Elements
DC-Calc – The Calculation Method
The calculation method determines how individual cost elements are aggregated to form
a complete part costing. Both the calculation
method as well as the cost components used
in this have been standardized. Hence, in
future, analysts at Mercedes and Chrysler
will verify part costing from suppliers in the
same way.
Integration – Seamless Process Coupling Acquiring and exchanging the cost
ately after a contract award decision has
been made. In accordance with a performance-based collaboration approach, cost
transparency is indispensable for a trusting
and also ambitious cooperation. We expect
our business partners to continuously measure themselves against the reality of the
competition and make an effort to develop
and maintain their own product cost competency.
DC-Calc
information between purchasing and cost
planning will be carefully integrated into
existing processes and systems. In this way,
cost details will be requested from suppliers
only ‘at one point’ and online. Even if the
IT systems in the inquiry process still differ
between the regions – the DaimlerChrysler
Supplier Portal is the common interface and
PBD – The DaimlerChrysler Price Break- the information is aggregated in the TACO
database in the background.
down The Price Breakdown is a multiRoll-out The introduction of the new comlayer system that lists all cost elements and
mon elements at MCG, CG and CVD is
defines them in their composition. With the Expectations for Suppliers GP&S, in
underway. Costing of current product prostandardization of this system as of immedi- collaboration with the production planning
jects will be changed over successively by
ately Auburn Hills and Stuttgart will request and business administration/finance units,
the end of 2005. The communication process
has formulated a clear business policy. As
will also be automated, starting with the
the same information from suppliers as a
from now the same demands will be made to Chrysler Group (see Global Supplier 4/2004),
basis for contract award decisions – for
all suppliers throughout the world in regard also by the end of 2005.
global suppliers this is a considerable simSuppliers will receive more detailed docuplification in the inquiry process.
to the provision of cost details: the price
mentation from their contacts in purchasing
break-down will be used as a basis in the
TACO – Central Database with Analysis contract award process; all production mate- or via the DaimlerChrysler Supplier Portal.
rial suppliers have been informed that they
Tools The heart of the new approach is the
central database, TACO (‘Transparent Analy- must provide detailed cost information in
sis and Cost Optimization’). On the basis of
the quotation phase or, at the latest, immedia common vehicle structure with the most
expensive purchase parts, in the future, cost
The “DC-Calc” Calculation Method
information can be stored in such a way
Material Costs
Raw Material &
• Raw Material
that expressive comparisons of part costs –
Material Overheads
• Raw Material Markup
and hence, part prices can be made across
Purchased Parts &
• Purchased Parts
production series and business units at the
Material Overheads
• Purchased Part Markup (Storage & Inventory Interest)
• Sub-tier Transportation
press of a button. The predecessor of this
information basis has served the Mercedes
• Base Wage for Direct Labor
Manufacturing
Overall Direct Labor Costs
• Fringe Benefits & Other Costs
Costs
Car Group and the Commercial Vehicle DiviMachine Costs
sion well to date. Especially promising is
that competition analyses and best-of-bench
Miscellaneous Plant Overhead
results will be documented in the same
Production Costs
structure and used to find ideas.
Markups
Sales, General & Administrative Overhead (SG&A)
• Sales & Administrative Costs
• General Costs (e.g. R&D, Patent Fees)
Profit on
• Raw Material, Manufacturing Costs
Scrap on
• Raw Material, Purchased Parts, Manufacturing
Packaging Costs
• Expendable Packaging & Rack Investment amortisation
Logistics
• Sequencing & Logistics to DCX Plants
Amortisation – Tooling & Fixtures
Markups, Packaging Costs, Logistics, Amortisation
Total Selling Price
18
Global
Organization
Procurement Office: in South East Asia Reorganization
Left: The natural alternative to glass
fiber: high-strength fibers from Abaca
banana plants.
Bottom: The team at the South East Asia
Procurement Office at a glance (standing, from left to right): Noshir Desai,
Eddy Kok, Sanjeev Ahuja; (sitting from
left to right) Alfred Knecht, Yan Ling Xu,
Keith Schulz, Rob Adam, Rajeev Sikand.
The DaimlerChrysler regional procurement offices in South East Asia were recently reorganized. It’s been a big step forward in fully implementing the Group’s
procurement strategy in this region. As a result of the reorganization, both internal and external personnel now have significantly greater leeway and options in
shaping collaborative efforts. To find out more, Global Supplier spoke with Alfred
Knecht, the head of the Southeast Procurement Office in Singapore.
GP&S Goes East
Evaluating the banana fiber-processing
industry in the Philippines would normally
not be part of the procurement work of an
automobile manufacturer. It is, in fact, one of
the duties of the DaimlerChrysler procurement office in South East Asia – as long as it
has to do with Abaca banana fiber.
High-strength Abaca fiber, which serves as a
natural alternative to glass fiber, was first
employed in the fiber-reinforced materials
used in the new A-Class. As part of a larger
ecological project*, the DaimlerChrysler
research department in Ulm, Germany asked
the procurement office to search the Southeast Asian market for qualified raw material
suppliers to provide DaimlerChrysler’s Tier 1
suppliers with production materials.
Commodity-Oriented Organization This
example shows that the Southeast Asian
procurement office handles quite a diverse
assortment of activities. The team consists of
about 40 members headed by Alfred Knecht.
They are concerned with the standard types
of procurement activities for production and
non-production materials. They also operate
as a service provider for the Group’s internal
departments as well as external suppliers.
With the recent reorganization, these activities will be far easier to pursue. That’s because the procurement office strategy, which
is an integral part of DaimlerChrysler’s
global procurement organization, Global Procurement & Supply (GP&S), is now commodities-based. The procurement office is now
organized very much like Procurement Mercedes-Benz Passenger Cars — subdivided into
Powertrain, electrics/electronics, interior,
exterior and chassis.
One procurement office staff member is now
in charge of one commodity. That same staff
member also serves as the contact person
for the respective lead buyer as well as the
procurement offices in Stuttgart and Auburn
Hills. Furthermore, the local country-based
organizations in India, Thailand, Indonesia,
Malaysia and Vietnam, which are supervised
by the Southeast Asian office, have been
revamped and are now also organized by
commodities.
As a result, the same principle now applies
for these local offices: one person is responsible for one commodity. All personnel, in
turn, form a commodity-specific team that
extends across all these countries and coordinates its activities with the respective
commodity representative in the Singapore
office.
* An ecological project for reforesting the Philippine
rain forest. This effort is being supported by DaimlerChrysler, the European Nature Heritage Fund,
the University of Hohenheim (Stuttgart) and Leyte
State University (Philippines).
19
GP&S SEA
This commodity-based reorganization means
that the procurement office is cross-functional in scope. “In this region, we not only
represent Procurement Mercedes-Benz Passenger Cars, but also Chrysler Group procurement, the Commercial Vehicles Division
and also handle purchases of non-production
material,” Knecht explains. The new arrangement also means that all export and local
content issues, which were previously
assigned to special teams, are now subordinate to the given commodity.
In addition, the new organization supports
efforts to bundle large procurement volumes
and to create synergies. Sometimes, as a
‘smaller shareholder,’ “it also tacks its own
quantities on to other, larger contracts
awarded by the Group in order to benefit
from the lower, high-volume prices,” Knecht
reports.
Volume Bundling Now Easier Volume
bundling is a major concern of the procurement office. This effort involves coordinating
the activities of Business Units across various projects so that large Tier 1 suppliers
hoping to get involved in local markets can
achieve greater production volumes.
The level of interest and dedication that automotive companies desire from their suppliers also depends on the contract volumes
that they are offered. That’s why they’ll be
glad to hear Alfred Knecht’s announcement
that the individual business units at DaimlerChrysler intend to increase their activities
in the Southeast Asian area and expand their
business over the mid-term. Knecht emphasizes that this will also benefit suppliers
“that are competitive in this region.”
After all, the procurement office does have a
special interest in bundling as many commodity-specific volumes as possible with one
supplier.
A good example is wiring harnesses: “Since
we now negotiate on a cross-functional basis
for the entire region, we select wiring harness manufacturers that are in a position to
supply parts across-the-board for all vehicle
models in all countries. That makes it worth-
DaimlerChrysler South East Asia Pte. Ltd.
3 Temasek Ave.
#27-01 Centennial Tower
Singapore 039190
Contact
[email protected]
Telefon: +65 6849 8673
Fax: +65 6849 8498
while for the suppliers concerned.” In addition, suppliers have “far easier access to
the larger business dealings with DaimlerChrysler since our reorganization. That’s
been working out really well.” In light of
these recent developments, Knecht urges
suppliers “not to enter the Southeast Asian
market in a half-hearted way and not be
dependent on individual automobile manufacturers.” In his view, the suppliers that
would be well advised to enter this market
are those that are open to the opportunities
in this region and are willing to make the
investments required to participate in
growth.
GP&S SEA
Alfred Knecht
General Manager
The New Organization of the
Procurement Office in South East Asia
GP&S SEA Singapore
Jane Tan
Secretary
GP&S SEA NPM
GP&S SEA Quality
GP&S SEA Region
Powertrain/Int./W221, W211
DC India
Noshir Desai
Senior Manager
Piyush Arora
EE/W203, W204/Philipp.
NPM
GP&S SEA Quality
DC Indonesia
Julia Ehmer
Assistant Manager
Sabine Grutschnig
Assistant Manager
N.N.
Budi Prasetyo*
Exterior/UAE
NPM
DC Malaysia
Ratnaker Surapaneni
Manager
Sim Eng Siang
Assistant Manager
Veerappan Annamalai*
Chassis/CV/Australia
NPM
DC Thailand
N.N.
Manager
N.N.
Gerhard Müller
Exports/W169 Singapore
MB Vietnam
Xu, Yan Ling
Executive
N.N.
* provisional
20
Global
Project
MCG The New B-Class
A Striking Mix of
Sportiness and Elegance
The B-Class, the new ‘Compact Sports Tourer’ from Mercedes-Benz, was presented to the public for the first time at the 75th Geneva Motor Show in
March 2005. Even before its debut, the concept behind the B-Class attracted
a lot of attention and was well covered by an intrigued automotive press. At
the end of 2004, the B-Class project managers met with Global Supplier and
discussed the three outstanding characteristics of this new sports tourer –
its design, dimensions and dynamism.
This summer, the B-Class will be available
at Mercedes-Benz dealers. It will appeal to
motorists who fully appreciate and want to
enjoy the many benefits derived from wellproven, integrated vehicle design: the versatility of a van, the roominess of a station
wagon and the dynamic driving pleasure of
a sporty sedan all packed into a vehicle with
surprisingly compact exterior dimensions.
“In recent years, Mercedes-Benz has positioned itself in many vehicle segments.
Because of this, we readily drew on the advantages of existing vehicle types, distilled
them into a distinctive, evocative design, and
then cast these features into a new, exciting,
versatile whole. This successful mix makes
the new B-Class a unique product that’s just
nowhere else to be found,” Dr. Bernd Hense,
the B-Class project manager, stated with
justifiable pride.
The New Family of Sports Tourers With
the new B-Class, Mercedes-Benz is also
creating a completely new family of vehicles.
What’s more, by the end of the year, there
will be an addition to this family, the new,
full-size R-Class or ‘Grand Sports Tourer.’
Dr. Marion Friese at B-Class product management, points out that “by having two vehicles
in the new sports tourer segment at the same
time, we’re once again keeping a step ahead
of our competitors.”
There’s nothing else currently on the market
that can compare to the B-Class. The new
Compact Sports Tourer is both a prestigious
and multifaceted car for family, leisure and
work. It combines an exciting, striking
design with a great number of inherent values. There are 6 four-cylinder engines to
choose from, among them 2 CDI direct injection units, one of which boasts up to 300 Nm
of torque – very respectable for its size.
The sporty, spacious interior impresses with
its high-quality, tasteful ‘look and feel’ as
well as its high level of practicality.
An Emphasis on Roominess Helmut
Sperlich, a project manager at B-Class Development, emphasized the innovative aspects
of the interior design. Due to a layout largely
based on the A-Class ‘sandwich concept,’
in which the engine and the transmission
are arranged partly in front of and partly
beneath the passenger cell, the Compact
Sports Tourer – despite its compact exterior
dimensions – offers the same interior roominess of larger sedans and station wagons.
Because of the variable seating system, this
interior space can be readily configured
to meet the ever-changing daily needs of
owners. “Without even moving the seats,
the B-Class already has a trunk capacity of
550 liters. Then, if you go ahead and
remove all the seats except
the driver’s,
21
you now have a setup that has a volume of
2245 liters and can accommodate loads of up
to 2.95 meters in length. That gives you an
incredible amount of van-like transport flexibility. For instance, you can take awkward
loads such as fully-assembled bicycles and
surfboards right along with you and still
have enough space for your luggage,” Sperlich stated, pointing out the advantages.
A Distinctive Profile Although the new
B-Class does borrow some aspects of its
design from other Mercedes-Benz model
series, it still is a completely new vehicle in
its own right. As with other new product
projects, from the fall of 2001 the B-Class
product development was
handled by its own
The project team for the new B-Class and
Compact Sports Tourer (left side of vehicle,
from left to right): Oskar Herr, Gunter Baumgarten, Martin Lorenz, Philipp Lewinsky, Alf
Uhlemann and Ferdinand Ebbers; (right side
of vehicle, from left to right) Dr. Marion Friese,
Helmut Sperlich, Bernd Heinisch, Jan Michaelsen, Lothar Treeger and Dr. Bernd Hense.
specially created project team. In addition,
the B-Class is being produced at the Rastatt
plant in a new assembly hall built especially
for it. The Rastatt plant and its suppliers
were able to hire significantly more personnel. Of course, this project is also taking
advantage of proven locations and methods:
the industrial park (‘I-Park’) on the grounds
of the Rastatt plant is being fully utilized in
order to achieve faster coordination with the
on-site suppliers and shorter lead times for
their ‘just-in sequence’ deliveries.
The Ramp-Up Remains a Critical Phase
All in all, a well-integrated, finely tuned
process with suppliers has ensured the success of the project thus far. In fact, the project managers gave the first production test,
completed at the end of November “very
good grades,” which shows “that our
supply partners have really
done their homework,” Hense reports. To
keep things moving along in this manner,
Jan Michaelsen, project manager for B-Class
Materials urged “suppliers to not let up and
to take the pending ramp-up very seriously.
The process must continue with the same
strict attention to detail right up to the very
end.” Even after the world premier of the
B-Class and its market launch in Germany,
followed by its worldwide launch in the
4th quarter of 2005, Hense still expects all
supply partners to pay particular attention to
ensuring part quality, guaranteeing agreedon production levels and beyond this, to continue in helping to optimize costs.
22
USA
Process
Chrysler Group Process Failure Mode and Effects Analysis (PFMEA)
Throughout Chrysler Group, a powerful Advanced Quality Planning Tool is
used to systematically identify, rank and eliminate potential failures due to
deviations from intended production processes. Known as the Process
Failure Mode and Effects Analysis (PFMEA), the tool also prioritizes improvement activities and documents lessons learned for future programs.
Planning Tool Helps
Improve Product Quality
PFMEA is used to ensure products and
processes are robust. The tool supports the
ten quality mandates issued by Tom LaSorda,
Chief Operating Officer Chrysler Group,
which are a set of shared quality guidelines.
The mandates establish clear, concise quality targets based on historical and competitive data to meet and surpass consumer
expectations.
The data-driven analysis is a living document, and when developed while a design is
still fluid, quality improvements are the
most cost effective.
How it Works PFMEA’s are created to
record and structure the process of analyzing a manufacturing process and its risks
and identifying the corrective actions required to reduce the probability that a nonconforming part will ultimately leave the
manufacturing facility. For the tool to be utilized to its maximum effectiveness, a crossfunctional team must be involved.
Team members must consist of a facilitator
who is well versed in the mechanics of
creating a PFMEA as well as individuals
who have the knowledge that is required to
execute the process. This team must consist
of both customer and supplier personnel
and include a core team of responsible individuals from Quality, Engineering and
Manufacturing disciplines. Having the right
personnel involved is a major factor in the
successful execution of a PFMEA.
While it’s impossible to predict all of the
potential failures, experience has proven
that key potential failure identification is
improved by taking a systematic approach
early on in the production process and by
including past failures. The PFMEA is to be
updated to incorporate new lessons learned
and failure modes as they are identified.
Next Steps The Chrysler Group has
Early Analysis Improves Quality
According to the Chrysler Development
System (CDS), the PFMEA’s are to be completed by Gate EF – Product and Process
Complete. In any event, PFMEA’s should
be performed as soon as the Process Flow
Charts and Work Instructions are drafted
and an initial risk analysis is performed for
each step.
Waiting until the production equipment and
tooling is designed and delivered to the
manufacturing facility misses the opportunity to implement improvements while the
design of the equipment or tooling is still
being developed.
recently developed a new course targeted to
address the PFMEA initiative. Coaching
sessions are offered in which the Supplier
Quality Specialist and Suppliers can jointly
participate. For more information on PFMEA
or related coaching, suppliers may contact
their Supplier Quality Specialist.
Global
Collaboration
23
Chrysler Group Logistics
Strategic Advantage:
Integrating Mopar, Manufacturing
Assembly Network
A Chrysler Group initiative addresses
the sharing of best practices related to
transportation and logistics and integrates those practices across Mopar
aftermarket parts and Chrysler Group’s
Manufacturing Assembly Network.
The integrated transportation strategy
improves efficiency of the total transportation supply chain and eliminates
process redundancies. Parts suppliers
benefit from uniform transportationrelated procedures and requirements
common to both production and aftermarket.
Common Supplier Base
Regional Integrated Logistic Center (RILC)
network operations.
Standardizing to Integrated Logistic
Centers By standardizing the parts distrib-
ution network using the ILC model, the
company integrates parts shipping across
transportation providers and multiple modes
Before the Mopar/Manufacturing Assembly
of transportation, improving discipline and
Network transportation integration initiative, efficiency. Parts and materials suppliers
operate under one set of finite transportation
first implemented in 2003, Mopar operated
an independent, in-bound transportation net- requirements, and as a result, benefit from
work, moving aftermarket parts within a
tighter delivery window times for both afterMopar-specific infrastructure to dealer loca- market and production parts.
The integrated network improves Mopar
tions. In essence, Mopar’s transportation
supplier compliance, leverages best-in-class
network operated in parallel to the regional
logistics centers which support Chrysler’s
providers of processes and expertise and
creates a flexible supply chain structure easmanufacturing process.
This parallel transportation network affected ily migrated to other DCX operating compamany parts suppliers that provided parts and nies. Also key is that the integrated network
materials to both Mopar and manufacturing
allows for reduced inventory of aftermarket
assembly, necessitating that suppliers oper- parts.
ate under the requirements of two distinct
In addition, the role of regional integrated
transportation networks.
logistic centers could be expanded to handle
Consistent with the company’s goal to inMopar’s dynamic market demand, which is
crease value through a streamlined, competi- affected by seasonal, policy and sales considtive integrated transportation and logistical
erations. As Harry Annan, manager of Mopar
network, Chrysler Group took the opportuLogistics for the Chrysler Group, notes:
nity to create a unique converged network
“Removing the redundant transportation netwith strategic benefits to existing Mopar and works lets our production and aftermarket
parts suppliers — along with our transporta-
National Mopar PDC
Mopar PDC
Common DaimlerChrysler & Mopar Supplier
tion providers — work more efficiently. What
we have experienced since implementation
is proof that expanding the ILC network is
consistent with making logistics a core competency.”
As integration continues to be optimized,
cost savings have been dramatic. Savings
stem from consolidation of physical facilities; transportation synergies within Mopar
inbound, ILC inbound, and ILC expedites;
fill rate improvement and cost savings from
inventory reduction. In all, an integrated
approach to logistics is a source of competitive advantage and a crucial strategic imperative to the success of DaimlerChrysler.
Transportation Integration:
Benefits to the Supply Chain
• Improved logistics efficiency
• Uniform set of finite transportation requirements
• Tighter delivery window times for aftermarket,
production parts suppliers
24
Europe
Forum
VCD eSEP Supplier Day
Continuous Improvement
in Logistics Performance
The production strategy and planning/supply area (TPC/TS) within
the Commercial Vehicle Division (CVD) held an informational event
entitled Supply Performance Excellence. This Extended Enterprise®
gathering was held for suppliers in October 2004 and was
attended by nearly 200 representatives from the supply industry,
CVD plant logistics managers and the Purchasing, Quality and
Development departments.
This meeting marked the beginning of the rollout of the supplier
evaluation process for logistics and the related “eSupplier Evaluation Process” (eSEP) web application in the Supplier Portal.
The objective of the eSEP application is to
continuously improve the logistics performance of supply partners and process
quality between DaimlerChrysler and its
suppliers.
The participants of the ‘Supply Performance
Measurement CVD’ Supplier Day paid close
attention to the speakers’ presentations in the
packed “Reithalle” in Ludwigsburg.
A Key Strategic Direction Dr. Gerald
Weber, head of Truck Product Creation
(TPC), opened the event, informing the participants about the strategic direction of the
Commercial Vehicle Division (CVD), the
operations of the new 4P Organization* in
the global network and about collaboration
with suppliers.
Thomas Mlynek, in charge of TPC/TS, was
also part of the program. He emphasized
the opportunities suppliers will gain with
the new system. “The eSEP web application
allows immediate and independent access of
specific data. In this way, you can get a clear
picture of your performance rating. If necessary, you can then initiate appropriate cor* The “4P Organization” encompasses the following
four functional areas: product planning, product
development, procurement and production strategy
and planning.
rective measures to optimize your efforts.”
Stefan Ten Hoevel, in charge of supplier
development and evaluation at CVD purchasing, explained the overall interplay between
the EBSC (External Balanced Scorecard) and
the supplier evaluation process for logistics.
This interplay is a value driver intended
to provide a comprehensive evaluation of
suppliers.
Methods Bring Benefits Initial experiences at the Düsseldorf plant show that
the computer-based evaluation has yielded
significant improvements in logistics performance. For example, the share of suppliers
with the outstanding ratings of A or AB has
increased to 70%.
Günter Kurth, the logistics manager at the
Düsseldorf plant, confirmed that transparency and comparability of results had
been greatly increased. Also improved is
timely and continuous communication, as
25
During the breaks there was a lot of networking about the contents of the
‘Supplier Evaluation Process – Logistics’
and its great potential.
The organizers of the Supplier Day, Thomas
Mlynek (right front) and Thomas Jung (left front),
along with the keynote speaker Dr. Gerald
Weber (front center), who is in charge of Truck
Product Creation (4P).
well as provision of information on the
applicable requirements, objectives and rating levels. He added that costs due to errors
had been reduced, supply reliability increased and, as a result, the overall process
quality improved.
Rudolf Nawrotzky, head of Central Logistics
Services at Dynamit Nobel Kunststoff GmbH,
expects the eSEP application to produce
“cost reductions for both partners through a
transparent, permanent controlling of logistics performance.” Nawrotzky is the project
manager in charge of introducing eSEP at
his company, which, along with five other
suppliers, took part in the successful pilot
program.
Feedback from attendees, coupled with
supplier evaluations for logistics and its
related eSEP web application, has been overwhelmingly positive. “We were able to set
yet another milestone in the cooperation
between suppliers and DaimlerChrysler,”
stated Thomas Jung, in charge of supplier
management and evaluation for logistics at
TPC/TS.
Rollout, Training Underway In November 2004, the first 90 suppliers were trained
and qualified in applying the eSEP web tool.
At the DaimlerChrysler training center in
Esslingen-Mettingen, a total of 140 participants received intensive “live” training in
small groups.
During these sessions, suppliers reviewed
the objectives, potentials and methodologies
of the supplier evaluation process for logistics. They were also introduced to specific
features and functions of the eSEP application in a practice session. There, participants
discussed in detail examples based on actual
problems arising in day-to-day activities,
analyzed them and then processed them
online.
Since late 2004, the data from the supplier
evaluation process for logistics has been
available online through eSEP to both internal users and participating suppliers.
In a dynamic program of instruction, the contents and the functionalities of the eSEP web
application were easily communicated to the
participants, who could use the practical
examples to readily apply the system in their
work. Participants also received certificates
of attendance.
Further Information
The eSEP application is accessed
through the DaimlerChrysler Supplier Portal at
http://daimlerchrysler.covisint.com.
If you have any questions, please feel free to
contact the following people: Thomas Jung,
[email protected], and Karl
Knodel, [email protected].
26
Europe
Project
MB Vans Supplier and Prototype Controlling (ET/CS) for NCV3
Taking Overall Responsibility
The Supplier and Prototype Controlling department (ET/CS) was established in 2001 within the Mercedes-Benz Van
business division. ET/CS is a section of the Development Controlling and Support area at Van Development (ET).
Described here are the tasks and responsibilities of the department, led by Markus Berben and Wolfgang Weber,
who are in charge of procuring the major assemblies for all model series. Also reviewed here is the key role supplier
cooperation plays in these efforts, using the Sprinter successor vehicle NCV3 as an example.
Prior to the NCV3 project, cost overruns and
quality problems had arisen in manufacturing prototype vehicles. The new supplier
and prototype controlling system, initiated
by Markus Berben and Wolfgang Weber, was
established to control these issues. The project now has seventeen staff members. Both
Berben and Weber came from Procurement
Commercial Vehicles (PCV), bringing with
them the knowledge and experience necessary to accurately ascertain market prices.
From the start, their task was to ensure that
the prototype parts for the NCV3, as well
subsequent projects, were manufactured
with the highest quality and supplied at fair
market prices.
Parts for Assembly and Body-in-White
The prices for prototype assembly parts had
already been set, since production planning
was conducted similarly to that for series
production. Thus, the development suppliers – most of which end up being the seriesproduction suppliers – could be selected in
a timely manner. During this early stage,
supplier and prototype controlling worked
closely together with the core team for the
Made a concerted effort
(from left to right): Jörg Ruffert
(EDAG), Rainer Schwager (EDAG),
Markus Berben (ET/CS) and
Wolfgang Weber (ET/CS).
NCV3 project. In partnership with PCV,
the prices were then negotiated and the suppliers selected. “Just as we had originally
planned, we were able to achieve considerable cost savings for the parts to be used in
assembling the prototypes,” Berben reported,
stressing the importance of this step.
Experience shows that the prototype body-inwhite assembly undergoes many changes
and, in contrast to series production parts, is
largely developed by Van Development. The
suppliers for series production were selected
later in the process. However, this was not
the case for the prototype parts for the bodyin-white. The suppliers of these early-stage
parts had to be locked in even before the
drawing/geometry deadline 1 (“ZE1”) set for
the start of April 2003. The supplier and prototype controlling process was conducted
in close coordination with Development, just
like for series production. The examination
“pulled out all the stops,” from the market
analysis on down to the design competition,
which according to Wolfgang Weber “was
something completely new in the world of
prototype design.”
27
A quantum leap: because the
initial tool designs were so
close to the final ones used in
series production, the bodyin-white parts were already at
production quality.
A Quantum Leap in Parts Quality In
the fast-placed world of prototype construction, quality control is an absolute “must.”
That’s why, as Berben stated, “we were not
only concerned about the business aspects of
creating the prototype parts but were also
responsible for tool management and, along
with our colleagues in prototype construction, for the quality of these parts.” Fortunately, they knew that they could have full
confidence in the abilities of their supplier,
EDAG Engineering + Design AG, which was
responsible for supplying the side-wall and
the rear-hinged-door assemblies.
Reiner Schwager, who works in Sales, Prototype Construction (body-in-white) at EDAG
pointed out that “as far as product development, and model and prototype construction
are concerned, we’ve been extremely familiar with the technical specifications and
quality requirements at DaimlerChrysler for
many years now.” To ensure the quality of
the tools and the parts, the team from ET/CS
continuously monitored almost every
process step at the prototype supplier, starting at tool development and production and
ending with final acceptance of the prototype units. This intensive “special support”
was well received by the staff at EDAG.
Schwager emphasized the extent and quality
of the support, recalling that “there were
always coordination meetings taking place in
which
we and the customer kept an eye on the
needs of series production coming up
later on down the road. Because DC wants
the tools for prototype production to be very
close to the final designs eventually used
in series production, we’re able to generate
high levels of synergy when it comes to designing the actual production tools.”
That’s exactly how it worked out. “The bodyin-white parts were already at production
quality. Now that was really a quantum leap
forward,” Weber pointed out. At the same
time, it was also possible to move up a majority of the change requests so that most of
them could already be handled during the
prototype phase.
More Intensive Cooperation with Suppliers The responsibilities at supplier and
prototype controlling (ET/CS) also included
the subsequent ordering process. This
involved placing orders with suppliers at
previously negotiated prices. In placing
these orders, ET/CS created optimal lot sizes
in order to reduce the set-up times in production. This new department had also been
responsible for the logistics flows “right
down into the storerooms at the factories,”
Berben added.
Each week, an on-site inspection
was conducted to ensure that the
parts were arriving at the right time
in the right quality in the right quantities at the right location. Any problems that
arose were resolved immediately with the
full, active support of suppliers: “Companies
like EDAG have really done everything conceivable to help us in this effort,” Berben
emphasized.
The NCV3 project makes it quite clear to
suppliers that owning overall responsibility
over the whole process chain for prototype
development and handling “has intensified
and improved our collaboration,” Schwager
reported. He also confirms that “the administrative and technical support provided by
ET/CS has led to quick response and processing times.”
28
Global
Project
IPS/DC-P Tool management in Kölleda, Berlin and Hamburg
On Your Mark, Get Set, Go!
What is tool management? Tool management means outsourcing the supply of all machining tools for production systems, assembly tools, measuring and testing equipment to an external tool manager. This
arrangement also includes the various adjunct services necessary to ensure the reliability of process flows,
on a single assembly line or even in an entire factory. The service provider is paid based on the amount of
properly completed components and/or assemblies. The objective of this approach is to continuously
increase availability (greater reliability, less downtime) and productivity.
A Short Introduction The tool management approach got
started back in 2002 at the engine plant in Kölleda owned
by MDC Power GmbH. Efforts continued in 2004 at the DC
engine plant in Berlin and at the steering and axle production at the DC plant in Hamburg. Working in cooperation
with the related specialized departments and plant buyers,
IPS/DC-P has introduced external tool management at three
production locations. Another global location has also
expressed great interest in this approach.
Tool Management in Berlin Reiner Wendt and Reiner
On your mark, get set, go! The outsourced
service concept has already started operation at three locations.
Jardot from Central Contracts, International Procurement
Services Material Germany, (IPS/DC-P), explain what it’s all
about. In Berlin, tool management covers the supply of all the
production tools used to manufacture the new six-cylinder,
common-rail diesel engine as well as the camshafts for four
additional engines. The approach also covers allied services
such as procurement/order handling, logistics, warehousing,
preliminary settings/adjustments, tool optimization, CIP performance and process optimization as well as product-related
consultation and troubleshooting. This support is handled
by an on-site tool manager.
Key to the success of this program was the demanding process for selecting suitable suppliers. Their offers were first
subjected to a cost/benefit analysis based on a comprehensive technical specification. Offers had to meet the L@rs criteria. The actual contract negotiations began only after this
preliminary weeding out process was completed.
The challenge facing all those concerned with implementing
this model involves working closely with the tool management provider to quickly install the requisite processes and
to define the necessary interfaces. According to Rainer Wolf,
who is in charge of tool management in Berlin, these phases
were very successfully completed by both sides.
29
The tool management system increases
availability and productivity.
Clear Advantages For Reiner Wendt, buyer of machining
tools at IPS/DC-P, the advantages of this arrangement are
quite obvious, noting that “the suppliers that are now managing our machining tools at these three locations also have the
necessary competencies in tool planning and production as
well as the technical expertise. In fact, some of them even
have their own highly specialized research-and-development
departments as well as a network of diversely skilled application technicians who, if necessary, can bring all the expertise
from their company quickly to bear on location. So, it’s the
combination of a wide range of practical experience and a
flexible, economical range of services that makes this alternative so attractive to us.”
The suppliers are paid every month for the components and
assemblies that are completed correctly. The high level of personal responsibility inherent in this arrangement keeps the
tool managers motivated not only to continuously improve
their procurement activities and management of scrap and
waste but also to keep a sharp eye on the costs of the overall
process.
Lessons Learned Expectations placed by the specialized
departments at DC on the suppliers with respect to performance and economy are being fulfilled. For Reiner Jardot, a
team leader at IPS/DC-P, there’s no doubt that the outsourced
service concept is a workable one and can be successfully
applied even under tough economic conditions.
Negotiations with suppliers did result in costs being cut by
40%. For this approach to generate such success, it is important that the specific requirements for each location be fully
and accurately described in the set of governing specifications at the outset. Also required is close, constructive cooperation of all concerned after the service is implemented.
30
Europe
Project
IPS Global NPM Network (GNN) IT Project
Connecting Buyers (back row, from left):
Mr. Maisenbacher, Mr. Endo, Mr. Ochi,
Frau Vermelin, Ms. Kadota, Ms. Shimada,
Ms. Ishikawa, Mr. Sato, Mr. Kawase,
Mr. Kato; (front row, from left) Ms. Fujimoto
(interpeter), Mr. Toyoda, Mr. Nishizaki,
Mr. Ishii.
A Complete Success For Suppliers and
DaimlerCrysler The close information
Connecting Buyers
IPS and Fuso
In a joint effort, DaimlerChrysler AG and
Mitsubishi Fuso Truck & Bus Corporation
(MFTBC) have laid the groundwork for
greater integration of their purchasing activities. To achieve this, International Procurement Services (IPS) and Purchasing at
MFTBC worked closely together to examine
the existing purchasing processes and reconfigure them as necessary. In addition, they
examined the current contract documents
covering IT services and renegotiated them
where appropriate. In recent joint workshops
the benefits of the global framework agreement at IPS were compared with the local
terms and conditions in force at MFTBC to
optimize a new approach. Frédérique Vermelin, the team leader at IPS in charge of the
IT framework agreement, sees this success
story as yet another important step in the
expansion of the Global NPM Network
(GNN), the globally integrated purchasing
organization for non-production material.
Since the consolidation of MFTBC into the
* See also Global Supplier, 2nd Quarter 2004, pp. 4 -7,
“Connecting Buyers” – IPS Opens Horizons
DaimlerChrysler Group, the close cooperation within GP&S has been progressing
quickly. For non-production materials and
services, the GNN offers the ideal platform
for global cooperation. Specifically, this
involves sharing experiences and market
knowledge, harmonizing processes and,
most importantly, rapidly achieving measurable results.
At the suggestion of the MFTBC purchasing
department, during a period of over one
week in November 2004, MFTBC and IPS
entered into joint renegotiations with suppliers. These discussions not only led to greater
understanding of regionally specific workflows and processes, but they also resulted
in agreement on specific joint measures,
steps and procedures.
exchange on the performance of individual
suppliers opened up opportunities for
already existing DaimlerChrysler suppliers
to expand their business on a global basis
and also start serving MFTBC and other
GNN locations. At the same time, IPS will
gain direct access to information on the
experiences (strength/weakness profiles)
that MFTBC has had in dealing with its supply partners.
All in all, Frédérique Vermelin and Kenta
Nishizak, the purchasing representative
from MFTBC, viewed the project as a com-
plete success in many respects. They both
agree that “the outstanding and dedicated
cooperation between the buyers at IPS and
Mitsubishi Fuso has initiated a productive
exchange of our purchasing processes, negotiating methods and purchasing tools. We
will certainly be continuing this information
exchange together in the future.”
Three Areas of Negotiation Working
closely together with a global perspective,
the IT and Purchasing areas at MFTBC and
DC were able to prepare, plan, and make specific supplier-related decisions for MFTBC.
The following were areas of concern:
1. CAD engineering services
2. Active network components (routers,
switches, etc)
3. IT consulting services
Other Success Factors Beyond this,
other factors contributing to the success of
this important milestone toward the expansion of closer working relationships within
the global NPM purchasing organization
include solid preparation, whole-hearted
support of management in all related areas,
openness for cooperation, motivation to work
together and mutual respect for cultural
differences.
Europe
News
31
MCG ‘Supplier Management Manual’ online
Jump Right In!
This February, an indispensable resource for all suppliers to the Mercedes Car Group (MCG) went
online: the new ‘Supplier Management Manual’ is now available at the DaimlerChrysler Supplier
Portal. This manual provides thorough, comprehensive and continuously updated information on the
quality standards and various processes in place at MCG. Take the time to get to know the new format for yourself. You’ll be glad you did.
Knowing the requirements for products and
processes at MCG is an absolute “must” for
those who are actively involved in developing products and enhancing their reliability.
The information clearly applies to our valued suppliers. Suppliers that work with us
know that these requirements are being further developed and modified as necessary.
Until recently, these revisions were communicated via brochures or CD-ROMs. With
past methods, it wasn’t always easy to get
the latest information and keep track of the
“big picture.” Now, with this online manual,
these limitations are a thing of the past.
and product reliability. Now, with ready
access to the same information, everyone
will find it easy to be “on the same page.”
The result of this multifaceted effort is a
web-based manual that is an outstanding
resource and guide in all phases of product
development and reliability. As such, it is
truly an indispensable tool in coordinating
collaboration between MCG and its suppliers.
Always Up-To-Date In addition to being
user-friendly, the online manual consistently presents and describes both content
and areas of responsibility. In particular, it
An Outstanding Authoritative Refeatures a dialog function (available at Liesource A cross-functional team made up
[email protected])
of experts from the Quality, Procurement,
through which users can submit their quesLogistics and Development put this manual tions to a central contact person. Users will
together and will continuously expand it as either get a direct response or be referred to
necessary. The objective is to provide both
another point of contact within the departour employees and our suppliers with a
ment concerned.
transparent, coherent and authoritative
Numerous links allow users to simply click
resource on the quality-related methods and to access further and more in-depth informaprocesses critical to product development
tion. Users can also be sure that the information presented in the online manual is con-
The user-friendly online manual consistently
presents and describes both content and
areas of responsibility; it also features a helpful dialog function.
tinuously checked and updated so that they
will always have the latest, most reliable
information.
Available Online Since February No
doubt you’ll want to take a look at this manual right away. It’s easy to do. Since February, this manual has been available “24 -7” in
a restricted-access section of the DaimlerChrysler supplier portal. MCG suppliers can
access the web-based manual in the Internet
at http://daimlerchrysler.covisint.com. If you
are a supplier that is not yet registered with
the supplier portal, you can register online
with your supplier number at this same location. So, go ahead and jump right in! You’re
going to like what you see.
Together in Success
Global Supplier
An Extended Enterprise® Magazine
for DaimlerChrysler suppliers
and associates
1st Edition 2005, No. 21
1st Edition 2005
GlobalSupplier
An Extended Enterprise® Magazine
for DaimlerChrysler suppliers and associates
Published by DaimlerChrysler
Responsible for Content: Claudia Dautermann,
OSB/COM, Hauspostcode G 356, DaimlerChrysler,
71059 Sindelfingen, Germany
Phone +49 (70 31) 90-8 87 04, Fax +49 (70 31) 90-4 51 06
[email protected]
Your contacts around the world
South Africa: DaimlerChrysler South Africa (Pty) Ltd.,
Anna Ahlschlager, PO Box 671, East London 5201,
South Africa
Phone +27 (43) 7 06-28 84, Fax +27 (43) 7 06-26 11,
[email protected]
U.S.A.: DaimlerChrysler Corporation,
Tammy Van Den Brouck, OSB/COM
CIMS 484-06-15, Auburn Hills MI USA, 48326-2527,
Phone +1 (248) 5 76-32 59, Fax +1 (248) 5 76-21 93,
[email protected]
Big Saver
It’s one of DaimlerChrysler’s major objectives: to generate synergies
throughout the Group. This strategy got off to an auspicious start in
2001 with the NAG 1 global transmission project – jointly pursued by
the Chrysler Group and the Mercedes Car Group. To read about the
accomplishments of this pioneering effort in shaping transatlantic collaboration, see pages 4 to 7.
Global Supplier is published on a regular
basis and is available free of charge. You
can subscribe to it through the DaimlerChrysler Supplier Portal. To subscribe, go
to http://daimlerchrysler.covisint.com.
At the bottom of the page, go to the
“Global Supplier Magazine” section and
click “To the online subscription”.
Brazil: DaimlerChrysler do Brasil Ltda.,
Magdalena Thaler Cuevas, Av. Alfred Jurzykowski,
562, Cep. 09680-900, São Bernardo do Campo – SP,
Pool-ID InteracaoPremio@WK-AMERICA2
Editor: Hans-Jürgen Mülln
Editorial direction: Christiane Morys
Layout: Désirée von Seld (Art Direction)
Editorial office and design:
CD Communication GmbH,
Hanauer Landstraße 135-137,
60314 Frankfurt am Main,
www.cdcommunication.de
Editorial staff: Thomas Bürsner, Claudia Dautermann,
Michaela Eberle, Andrea Geyer, Ursula Grösser,
Alexander Horn, Sabine Jarzina, Simone Kloppenburg,
Ulrich Kugler, Tina Lösch, Andrew Ogawa, Julie Rogier,
Silke Rommel, Monica Schmickler, Joachim Setzer,
Tammy Van Den Brouck
Photo credits: DaimlerChrysler, Studio für professionelle Fotografie K. D. Busch (Stuttgart)
Printing: Reichert GmbH, Druck + Kommunikation,
70806 Kornwestheim