In recent years, the markets are increasingly characterized by increased international competition, and a more impulsive and volatile demand. These aspects led many firms to outsource a large part of their production activities, with the aim of reducing costs dramatically. The process of outsourcing brought about a more dependence of companies on suppliers, moving the focus from the single firm to the entire Supply Chain. A solution for the maintaining of its competitive advantage sources in the long term is the realization of Supplier Development Programs with the aim of obtaining a continuous improvement of their competences. In this paper, after introducing the concept of Supplier Development Programs, the realization of a strategic Supplier Development Program to improve the on time delivery on requested dates performances (OTR) in the mechanical sector and, in particular, within ITT Cannon Veam Italia, an Italian subsidiary of ICS (Interconnect Solution) of ITT Corporation, is described. The Development Program is presented following a specific implementation model where macro activities carried out in the firm are outlined like the identification of ideals products and suppliers for the project, the joint identification with suppliers of improvement areas and the identification of joint activities to be implemented with the aim of obtaining the success of the program. In the evaluation of final performances, it shows how, despite excellent results were achieved from the strategic point of view by obtaining OTR performances above 85% (target value) for two of three suppliers involved in the program (F-A, F-C), the project didn’t achieve the full success because of the performances of the third supplier which, although it improved its performances of 8%, they were amounted to 72%. The improvement of the performances of the two suppliers resulted in the improvement of OTR performances for 15% of all components purchased by the firm. The paper ends with a discussion on the possible mistakes made by the company in the project and on the implications of the realization of the Supplier Development Program which resulted in the achievement of an excellent improvement of suppliers performances, in the preservation of competitive advantages and in the improvement of customer-supplier relationships.
Negli ultimi anni, i mercati sono sempre più caratterizzati da una maggiore concorrenza internazionale, e da una domanda sempre più impulsiva e volatile. Questi aspetti hanno portato molte aziende a esternalizzare buona parte delle loro attività produttive, con l’obiettivo di ridurre drasticamente i costi. Il processo di esternalizzazione ha portato ad una maggiore dipendenza delle aziende dai propri Fornitori, spostando l’attenzione dalla singola azienda all’intera Supply Chain. Una soluzione per il mantenimento delle proprie fonti di vantaggio competitivo nel lungo periodo è la realizzazione di progetti di sviluppo Fornitori per ottenere un miglioramento continuativo delle loro competenze. In questo elaborato, dopo aver introdotto il quadro concettuale dei programmi di sviluppo Fornitori, viene descritta la realizzazione di un Supplier Development Program strategico per il miglioramento delle prestazioni di puntualità di consegna in riferimento alle date richieste dall’azienda (OTR) all’interno del settore meccanico e, in particolare, all’interno di ITT Cannon Veam Italia, consociata italiana della divisione ICS (Interconnect Solution) di ITT Corporation. Il programma di sviluppo è presentato seguendo un modello di implementazione specifico dove sono delineate le macro attività realizzate in azienda come l’identificazione dei prodotti e Fornitori ideali per la partecipazione al progetto, l’identificazione congiunta con i Fornitori delle aree di miglioramento e l’identificazione di attività congiunte da implementare per il raggiungimento del successo del programma. Nella valutazione delle prestazioni finali si mostra come, nonostante si siano raggiunti ottimi risultati dal punto di vista strategico grazie all’ottenimento di prestazioni OTR superiori all’85% (valore obiettivo) per due dei tre Fornitori coinvolti nel programma (F-A, F-C), il progetto non abbia raggiunto il pieno successo a causa delle prestazioni del terzo Fornitore (F-B) che, seppur migliorate dell’8%, sono state pari al 72%. Il miglioramento delle prestazioni dei due Fornitori ha comportato il miglioramento della prestazioni OTR per il 15% di tutti i componenti acquistati dall’azienda. La relazione si conclude con un approfondimento sui possibili errori commessi dall’azienda durante il progetto e sulle implicazioni dello svolgimento del programma di sviluppo che ha comportato il raggiungimento di un ottimo miglioramento delle prestazioni dei Fornitori, la conservazione del differenziale competitivo di puntualità di consegna di ITT nei confronti del mercato finale e il miglioramento delle relazioni Cliente-Fornitore.
Supplier development program in ITT Cannon Veam Italia
FUSE', SIMONE
2012/2013
Abstract
In recent years, the markets are increasingly characterized by increased international competition, and a more impulsive and volatile demand. These aspects led many firms to outsource a large part of their production activities, with the aim of reducing costs dramatically. The process of outsourcing brought about a more dependence of companies on suppliers, moving the focus from the single firm to the entire Supply Chain. A solution for the maintaining of its competitive advantage sources in the long term is the realization of Supplier Development Programs with the aim of obtaining a continuous improvement of their competences. In this paper, after introducing the concept of Supplier Development Programs, the realization of a strategic Supplier Development Program to improve the on time delivery on requested dates performances (OTR) in the mechanical sector and, in particular, within ITT Cannon Veam Italia, an Italian subsidiary of ICS (Interconnect Solution) of ITT Corporation, is described. The Development Program is presented following a specific implementation model where macro activities carried out in the firm are outlined like the identification of ideals products and suppliers for the project, the joint identification with suppliers of improvement areas and the identification of joint activities to be implemented with the aim of obtaining the success of the program. In the evaluation of final performances, it shows how, despite excellent results were achieved from the strategic point of view by obtaining OTR performances above 85% (target value) for two of three suppliers involved in the program (F-A, F-C), the project didn’t achieve the full success because of the performances of the third supplier which, although it improved its performances of 8%, they were amounted to 72%. The improvement of the performances of the two suppliers resulted in the improvement of OTR performances for 15% of all components purchased by the firm. The paper ends with a discussion on the possible mistakes made by the company in the project and on the implications of the realization of the Supplier Development Program which resulted in the achievement of an excellent improvement of suppliers performances, in the preservation of competitive advantages and in the improvement of customer-supplier relationships.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/87403