Supply Chain Managemen
GROUP 8
HONDA
Supply Chain Management Principles and practices at Honda About Honda Honda Motor Co. Ltd. was established in 1948 as a motorcycle manufacturer in Hamamatsu, Japan. From this beginning, Honda has grown to become the world's largest motorcycle producer, a titl t itlee it has maintained maintained continually co ntinually since 1964. Honda first entered the automobile market in 1963 and currently has become one of the world's leading manufacturers. Honda also produces a variety of power products, including such items as lawn mowers, tillers, outboard motors and generators. These three product groups - automobiles, motorcycles, and power products - remain the pillars of Honda's business structure today. From its earliest days, Honda Motor Company has maintained a specific company principle: ³Maintaining a global viewpoint, we are dedicated to supplying products of the highest quality yet at a reasonable price for worldwide customer satisfaction.´ Honda is striving constantly for new and better technology. In its efforts to meet the changing needs of an evolving world community, Honda needs the support of dedicated suppliers with similar goals and demanding standards.
Purchasing Policy Because
of the established international nature of the purchasing function, Honda is committed to maintain free trade, treating all suppliers equally regardless of size, location, or national origin. From this international environment, Honda has developed and maintains a basic purchasing policy that can be described using u sing the following principle: ³Honda will buy from the most competitive suppliers in order to fulfill customer satisfaction.´
Customer
Satisfaction
This principle is based on the idea that Honda's suppliers are not simply selling their parts to us; they are selling their parts to our customers through us. Honda expects each supplier to develop the same commitment and dedication to customer satisfaction as they have. To accomplish customer satisfaction, what Honda requires of suppliers is competitiveness in what they call Q.C.D.D.M. 1. Quality
Quality is the most important factor in ensuring customer satisfaction. Honda believes quality must be built into the product during the production process. Quality cannot be assured in the final inspection process. It is the responsibility of each supplier and each individual worker to ensure quality. A commitment by the supplier at every level from the top management to the individual worker is essential to continually improve quality. 2. Cost
Competition in the parts supply industry has become very strong in recent years. Honda is determined to provide products at competitive prices and value for the money. Suppliers are expected to achieve target cost through their ideas, technologies, improved productivity, plus joint efforts with Honda in VE/VA (Value Engineering/Value Analysis) activities. Honda requires suppliers' continuous continuous efforts to reduce cost year year by year. Honda will give the suppliers annual pricing for their raw materials so that they can able to fix the cost of each parts which goes in to different model cars. 3. Delivery
Honda employs the just-in-time production system. In order to respond quickly to customer's needs, it is becoming more and more critical to produce products with the shortest possible lead-time.
Suppliers are expected to have a reliable and flexible production system, which can respond in a relatively short lead-time, and can be synchron ized with the assembly lines. Suppliers will also benefit from just-in-time just-in-time production prod uction system. Just-in-time production reduces inventories, eliminates waste, and also improves production efficiency. Adopting just-in-time lean production will raise supplier's competitiveness in cost and quality. quality. 4.
Development
In responding to ever-changing customer demands, and to provide high quality yet cost competitive products, Honda relies heavily on established suppliers as a source for development and improvement of technology. techno logy. In the course of development, emphasis will be put on uniqueness. They believe uniqueness in design or specification is a part of competitiveness. It is this uniqueness that makes up the identity of their products. Suppliers are expected to have ability to realize such demand of uniqueness through their technology and know-how in development in a timely manner with high cost performance. 5. Management
It is important for a supplier's management team to be strongly customer-oriented and to provide effective leadership for the entire company that expects to fulfill Q.C.D.D. Such management effort promotes p romotes mutual trust between the supplier and Honda.
International Purchasing Operation To facilitate ease in purchasing on a global basis, Honda has created a unique international organization. This organization consists of establishing local purchasing offices in locations which meet the requirements of local manufacturing. Each office is staffed with trained purchasing professionals who have the authority aut hority and responsibility for purchasing their own parts and materials. At the bottom of this web page is a list of Honda's major international purchasing offices. Suppliers are encouraged to contact these offices where close relationships can be developed, resulting in improved communication and understanding. As local purchasing operations continue to develop, local research and development offices are established.
Purchasing Process
There are several steps that must be taken when initiating a relationship with Honda. Following these steps can make the purchasing process smoother for everyone. 1. Initial Contact
Initial contact in the purchasing process may take place in two ways. First, according to an established purchasing schedule, Honda may contact suppliers in various areas to explore the pot ential of purchase. The second way is direct contact by a supplier to Honda. In this manner, Honda encourages suppliers to directly contact the local purchasing office of the production site nearest to the supplier's own location. If there is an initial interest in the product, a meeting will be arranged between the supplier and a Honda purchasing representative. This initial meeting will be arranged between the supplier and a Honda purchasing representative. This initial meeting is of crucial importance to the future relationship. This meeting should include a written overview of the supplier's operations (present products and customers, etc.) and experience as a parts manufacturer. The sample parts and visual aids such as videos or slides can be helpful. A confidentiality agreement will be signed by both parties before the initial meeting. 2. Preparation Investigation of Honda
Parts
(Homework)
Although it is of general interest to know what parts you (the supplier) presently manufacture, Honda is much more interested in knowing, y
Exactly what parts you (the supplier) would propose to supply to Honda
y
What
tentative price you (the supplier) will ask for that part.
Also, Honda wants to know, y
To what extent you (the supplier) have studied Honda parts before making the presentation.
A thorough investigation of the part to be supplied should result in knowledge about size, weight and how the parts affect surrounding or attached parts. With this study and effort, beneficial discussions discussions will transpire. The parts that Honda is most inclined to purchase first will be those parts that have world class competitiveness. Also important to Honda is information of suppliers' development lead-time to help them quickly understand a part of the suppliers' development capability.
3. Quotations
After evaluating the presentation and based on the tentative target price information, Honda may issue a drawing and the accompanying specifications for the part and request a more specific quotation. This quotation should include first and foremost the quote as per the agreed specification. It may also contain the supplier's own design quote and possible adaptations of their own design to Honda's specifications. Differences in these quo tes should be clearly defined. 4.
Initial Plant Visit
If the initial quote is found to be competitive. Honda will arrange a visit to the company and its operations. This initial plant visit will be made by a combination of purchasing, quality control, and R&D personnel. The purpose of the visit is not only to inspect manufacturing processes and quality assurance activities, but also to determine management policies and philosophies and general conditions. 5. Prototype Development
Following a favorable visit to the supplier, Honda will ask the company to provide prototype sample parts. Along with the samples, they ask the supplier to provide their own testing and evaluation of the samples. The resulting data, samples, plus an outline of the production capabilities and schedules, should also be submitted. The lead time for this development work will probably be shorter than what many suppliers are accustomed to or expect. This is because of Honda's policy of very rapid model changes and accelerated development schedules in response to market changes. Several sample parts should be prepared. This will shorten the response time if modifications of the part are required. A quick response to such requests is very important. Both parties will need to cooperate and communicate. 6. Testing and Evaluation
Honda will require extensive testing of parts. Results will combine the suppliers' own test data with that of Honda R&D divisions. Honda's local capacity for testing and evaluation is developing quickly in conjunction with manufacturing capacity. The testing process will include many discussions between our technical staff and the supplier's technical staff. 7. Mass Production Quotation
If the results of evaluations and testing are positive, Honda will move to mass production price negotiations. Pricing is a very critical item and is discussed continuously from the initial meeting. At Honda it is required for suppliers to provide a detailed breakdown of the price. This breakdown will include raw materials, labor, tooling, required packaging, and delivery expenses, administrative expenses, and other expenses.
Honda finds the breakdown of costs is helpful in suggesting ways that suppliers can seek to improve and thereby reduce costs. 8. Preparation
for Mass Production
Honda will issue tooling orders after the successful completion o f final prototype evaluations. 9. Trial Run
To confirm that the part will continue to meet requirements in volume production, the supplier carries out trial runs under mass production conditions. 10. QAV
Once trial runs are successfully done and mass production schedules are determined, there will be a QAV (Quality Assurance Visit) for an o verall evaluation of the process. 11. Agreement
"General Agreement for Purchase of Parts" and "General Agreement for Quality Assurance" and any other applicable agreements will w ill be mutually signed. 12. Purchase Order
After all the necessary procedures are completed, orders are placed and mass production can begin.
Performance Metrics Involved An important part of supplier involves the continuous measurement, evaluation, and analysis of supplier performance. An organization must have the tools to measure manage and develop the performance of its supply base. An organization must decide which per formance criteria are objective (Quantitative) and which has subjective (Qualitative), as the metrics will be different between the t wo. Most of the objective quantitative variables lie within the following three cat egories
y
1. Delivery Performance 2. Quality Performance 3. Cost Reduction Other Metrics involved are Perfect order fulfillment to delivery Delivery Performance to request date Order management cost Materials acquisition cost
o nclusion C onclusion As the relationships between Honda and its suppliers continue, there will be many opportunities for growth and expansion within the Honda network. Through Honda's commitment to purchase when w hen they manufacture and sell their products, prod ucts, many suppliers who demonstrate world competitiveness may be extended the option to export t heir parts to Honda operations worldwide. Honda encourage suppliers who understand the Honda Way and who are willing to improve their competitiveness to contact one o f Honda's purchasing offices and to take the first step toward a partnership with Honda.
