Managing the Supply Chain Using the Malcolm Baldrige Model

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1 Managing the Supply Chain Using the Lockheed Martin Missiles and Fire Control Approved for Public Release ORL Lockheed Martin Corporation. 1 Supply Chain Environment Facts 70% of product costs in the supply chain Seasoned generations retiring External pressures off-shore competition Technology obsolescence Environment Increased government oversight Domestic & foreign budget constraints Poor performing programs at risk Increased regulatory requirements on Supply Chain Greater visibility into the supply chain US government Lockheed Martin Risk sharing Supply chain collaboration Cultural and Environmental Transformation Of Supply Chain 2 Supply Chain Engagement Model Partner with supplier leadership to positively impact supplier culture Invest in supply chain short and long term sustainment & affordability Demonstrate partnership with our customers & suppliers by hosting & participating in collaborative initiatives Use analytics to drive organizational excellence Maximize workforce potential through cultural optimization Share best work practices to improve operational performance Expect 100% quality and delivery from ourselves and supply chain Goal: Increase Velocity of to Increase Product/Service Quality 3 1

2 Partner with supplier leadership to drive quality culture Collaborative continuous improvement approach Culture of treating product/process escapes as jewels Tactical Functional & program executive leadership Commitment & accountability Open & candid two-way communication Budget Pressures Counterfeit Parts Obsolescence 4 Invest in supply chain short and long term growth, sustainment and affordability Forecast to long range plan Baseline suppliers against world class Partner with suppliers to close gaps Tactical Improve supply chain analysis tools Risk Assessment Tool Global Disaster Analysis Tool Trend Tool Characteristics of Supplier Excellence Other collaborative tools and strategies Invite suppliers to where their products/services are integrated to leverage end user insight 5 Joint Improvement Team (JIT) Joint customer/supplier cross-functional team to proactively detect, resolve & prevent production line impacts Partner with customer & suppliers at multiple tiers to eliminate escapes through continuous improvement Tactical Executive Engagements, ed Production Process Baseline, Requirements Crosswalks, Controlled Builds Impacts Deliveries JIT enacted July 2012 Proactively Protect the Brand, Strengthen Relationships & Reduce Non-conformances 6 2

3 Characteristics of Supplier Excellence What Good Looks Like Provide all LMMFC suppliers with a clear set of expectations so that our partners can align their culture with LMMFC s focused vision to meet all customer requirements and support us on the journey to excellence Benefits Provides a universal set of imperatives to reinforce values and behaviors that are important to LMMFC both internally and externally CMMI maturity approach identifies organizational improvement opportunities for suppliers Improvements create environment for lasting performance improvements High Level Overview Supplier surveys cross-functional leadership team Evaluate perspective differences of organization Brainstorm improvements Develop 2-3 year strategic plan to align culture and organization with imperatives Good Suppliers will embrace / demonstrate all of the characteristics Poor Performing Suppliers will clearly display a lack of these characteristics 7 Demonstrate partnership with our customers & suppliers by hosting & participating in collaborative initiatives Foster a culture of partnering and disclosure Remove barriers Lead by example Tactical Partner with customer and industry associations Supplier conferences, webinars & workshops Company Supplier 8 Measurement Data measurement & analysis drives operational excellence Understanding that when something is measured and focused on by leadership the measure will improve Tactical Supplier Performance Metrics Integrate in Balanced Scorecard 9 3

4 Measurement Tactical Measuring the supply chain to drive performance 10 Measurement Tactical Deploy and embed resources within supply base Deeper understanding of voice of the process through supplier surveillance Additional level of risk mitigation 31 CONUS Supplier Quality Field Engineers 11 Supply chain is an extension of the workforce Leverage internal talent development tenets to improve supplier talent and diversity Tactical Talent Development Strategy Attract Talent Develop and Grow Talent Evaluate and Improve Supplier Development Strategy Retain High Performers Enablers: Collaboration, Evaluation and Tool Sets Supplier Development is Synonymous with Talent Development 12 4

5 : Share best work practices to improve operational performance Teaming relationship with supply chain Sharing best operational practices Supply Chain Performance Tactical Benchmarking Webinars Structured Improvement Activities Supplier Performance Develop / Invest Teams Delete 13 Benchmarking Topics Key Quality Metrics Escape Process / System Corrective Action System Supplier IT Tools Supplier Strategy Counterfeit Parts Strategy Lean Six Sigma Strategy Topics are added as requested by our supply chain 14 Expect 100% quality and delivery from ourselves and supply chain Supplier Trend Tool Action Teams Common Processes Metric Sets Supplier PMT Supplier Data Performance Gateway Reverse Reviews Report Card Enhanced Financial Risk Trend Tool Monitoring Sub-tier Monitoring SHAPE SCORE Disaster Warnings Supplier Improvement Conferences Red Flag Reviews EPRI Enhanced Supplier Report Card WGLL Benchmarking Webinars JIT World Class Supply Chain Performance while Increasing Procured Volume 5

6 Expect 100% quality and delivery from ourselves and supply chain Return On Investment Substantially Exceeds Industry Benchmarks 16 Supply Chain Engagement Model Drive culture of excellence through leadership engagements Share best practices to improve operational performance Partner with supplier leadership for short and long term growth Supply chain is an extension of the work force Demonstrate partnership through collaborative initiatives Use analytics to drive organizational excellence 17 6

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