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Recently, I had the pleasure of hanging out with 16 different Tier 1 automotive manufacturers in the same evening. Quite a few of our customers are located in the Detroit area where we recently hosted a networking event featuring Nexteer Automotive. Manufacturers need better supplier information.
Recently, I had the pleasure of hanging out with 16 different Tier 1 automotive manufacturers in the same evening. Quite a few of our customers are located in the Detroit area where we recently hosted a networking event featuring Nexteer Automotive. Manufacturers need better supplier information.
The Belgium-based automotivesupplier, specialising in sustainable and affordable propulsion system solutions, deployed Ivalua’s platform in September 2020 for the sourcing of components for the DT2 program, within the company’s Joint Venture operations: Punch Powertrain PSA e-transmissions.
In my last blog post , I talked about how the need for better supplier information was a dominant theme across the automotive industry, as well as for many other discrete manufacturers. The impact suppliers have on the products you make and sell, good and bad, is just too significant to be ignored. Here are three examples.
When it comes to the nature of buyer-supplier relationships, we’re entering a brave, new world. Organizations are increasingly dependent on suppliers to successfully bring innovative goods and services to market on time, improve ESG performance, and meet other objectives. Gain control of your supplier data.
If this foundation does not exist or if it is shaky, then buyers don’t know how much the company is spending with a given supplier, let alone how they can improve the efficiency or impact of a given spend category. Direct spend suppliers are large, global, and absolutely critical to the company’s operations and their competitive advantage.
We are delighted to have been selected for the digitization of one of the world’s leading automotive players’ procurement processes. The Group operates 120 production plants in 19 European countries and a further 10 countries in the Americas, Asia, and Africa. The Volkswagen Group sells its vehicles in 153 countries. “We
In my last blog post , I talked about how the need for better supplier information was a dominant theme across the automotive industry, as well as for many other discrete manufacturers. The impact suppliers have on the products you make and sell, good and bad, is just too significant to be ignored. Here are three examples.
The Belgium-based automotivesupplier, specialising in sustainable and affordable propulsion system solutions, deployed Ivalua’s platform in September 2020 for the sourcing of components for the DT2 program, within the company’s Joint Venture operations: Punch Powertrain PSA e-transmissions. About Ivalua. About Punch Powertrain.
Even in terms of the “improved sales / marketing” route, there are possibilities – maybe procurement can work with the marketing team to find innovative suppliers in areas such as digital marketing? When it comes to improving existing products (or services), suppliers are often better placed than the business itself to identify opportunities.
Or the automotive firms, who watched Tesla with the condescending view that electric cars would just be a fad, until they also realised the true potential. For the vast majority of organisations, suppliers must play their part when it comes to agile business and speed to market.
One of the main challenges that is holding organizations back is the inability to effectively assess individual supplier CSR performance and measure supply chain performance. Survey participants included decision-makers in procurement in various industries, including CPG, finance, telecommunications, technology, and manufacturing/ automotive.
Ivalua’s view point in this area is that procurement has struggled to deliver value through cross functional collaboration due to some specific challenges, especially in organisations in manufacturing, automotive, defence and aerospace, where direct spend is significant and critical.
Hutchinson is a global leader in the design, manufacture, and sale of smart mobility solutions for a variety of markets including automotive, aerospace, defense, rail and industries. Hutchinson started digitalizing procurement in 2014 with Ivalua’s supplier relationship management and spend analysis modules.
He has 28 years of transformation experience within the automotive industry. Nicolas was over the past years, responsible to drive the procurement process transformation across the LeasePlan entities, to harmonize, standardize and digitize the procurement operations, to support and benefit to employee, suppliers and stakeholders.
With businesses’ focus shifting from damage control to restoring growth, innovative CPOs are encouraging their procurement teams to prioritise supplier innovation and revenue growth opportunities. . Unlocking supplier-led innovation. Supplier-led innovation is hardly a new concept.
For example, consider the challenges in the automotive industry that stem from the supply chain issue in chip manufacturing. Achieving these goals requires maintaining complete visibility across your suppliers (into tier 2 and 3), and setting up processes for effective and efficient collaboration and transparency across the supply chain.
It also requires a focus on procurement-supplier relationships, and striving to be the customer of choice for your suppliers. Yet today’s Procurement organizations are plagued with inefficient processes, poor supplier stakeholder collaboration and data silos. Balancing New Priorities Makes Procurement More Valuable.
You can’t get much further apart than automotive braking systems and cosmetics in terms of products, but actually at the heart of the sessions from Chassis Brake and L’Oréal there were some common themes. . Transparency and legibility towards suppliers. We then had two very good but different customer sessions.
As the lynchpin to suppliers, they play a pivotal role in combatting the effects of inflation, ensuring supply continuity, complying with regulatory requirements, improving sustainability and other top business priorities. The biggest gains in sustainability typically come from working with suppliers rather than finding new ones.
This process is common in Automotive and other manufacturing industries to ensure that selected suppliers are capable of meeting product quality requirements, and allows program managers and category managers to identify, document, and mitigate potential issues and risk with proper audit standards.
Global automotive component supplier Meritor is a great example. They configured a unique approach to new product introductions (NPI), digitizing their engagement with suppliers, resulting in bringing more products to market faster and with greater profitability, multiplying their stock price over the period.
Innovate UK recently completed a V2G trial across the UK with the energy supplier Octopus and is now moving towards product commercialization. Not only does this help manage demand for energy and balance the grid but also helps incentivize electric car take-up with cars becoming energy assets.
In doing so businesses will be able to refer to due diligence statements prepared by upstream suppliers. The extent of the due diligence checks required are based on a benchmarking system to be adopted by the EU Commission that will assess countries (or parts thereof) to determine the level of risk of deforestation and forest degradation.
including the following sectors: Aerospace and Defense, Automotive, Construction, Electronics, Energy, and Consumer Products and Apparel. PFAS chemicals are widely used across the U.S.,
For procurement professionals, this development presents new challenges in cost management, supplier relationships, and regulatory compliance. For example, UK manufacturers importing components from the US for use in automotive or technology products may see their profit margins squeezed.
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