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Horst Kuhn, Senior Expert AKJ Automotive for Daimler Truck in Wörth. After his study in mechanical engineering and business administration in Kaiserslautern, he started his career as an engineer for production at Daimler (Mercedes Benz Plant Gaggenau).
In his Daimler history he was as Manager responsible at Daimler in different areas, so in Manufacturing Control, Logistics Engineering, Logistics and Supply Chain Management including the Supplier Quality.
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Under the influence of the trends and challenges in the commercial vehicle market the requirements of the OEMs rise to the suppliers. Displacement of creation of value, reduction of development times, rising Variant variety, the increasing globalization and/or strong fluctuations of the demand have significant influence on the interface between OEM and supplier.
Here the question arises, how does the OEM set up itself prozessual and organizational, in order to manage this ever more fastidious interface with its partners. The above mentioned questions are discussed bythe example of the largest and high-complex truck assembly plant in Wörth. The different initiatives for the realization/implementation of slim procedures in logistics (e.g. handling-optimized material delivery processes on process-optimal charge carriers) are presented.
Adjustment at the product and -One face to the supplier
The multiplicity of the partners with the OEMs, particularly in development-und series preparatory phase, makes the project synchronisation difficult and may result in substantial friction losses. In the most unfavorable case deadline shiftings and deviating product ripe degrees are the result. Here it can make sense to concentrate certain functions (e.g. logistics and quality assurance) by the oem for which the supplier interdisciplinary take care of. This supplier management range sets up itself ideal-proves in Commodities, in order to bundle the technical know-how and to be a competent partner
Prevention instead of reaction with standardised processes
With each approach of a new product all activities must be aligned to the SOP, in order to guarantee a marketable product from the outset. Particularly with vehicle projects thousands parts must be synchronously developed here with hundreds suppliers and prepared for the series.
Thus the supplier management has a central responsibility for securing of product approaches. In order to become fair this responsibility, Daimler Trucks developed appropriate methods and tools which guarantee the synchronisation with regard to content and deadline according to the terms of the quality.
Gate methodology
The product and process development with the supplier are accompanied holistic and interdisciplinary in projects. Necessary transparency as well as critical action fields are communicated and guaranteed by regular project status- reporting, both in the line and within the project organization.
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