Issue link: https://iconnect007.uberflip.com/i/551288
34 The PCB Magazine • August 2015 At times it is said by a customer that a supplier is "world class." In that context, world class is an adjective. To truly leverage the C*Q*E=CE, world class needs to become considered a noun (a person, place or thing) and clearly qualified and quanti- fied. When the supplier (and subsequently the manufacturing group) delivers great service the customer or shareholders don't usually see down at the personal level. Supply chain provides the sort of experience that the public doesn't usu- ally see at the personal level, but which can result in outcomes that are commented on (sometimes with wonder) at the enterprise level without reflecting on how they came about. We within the supply chain world acknowledge and appreciate projects that have demonstrated a truly excellent customer experience. Williams: Fane, you talk a lot about big data; what exactly does that mean? Friberg: Years ago I coined a phrase "buy-by- wire," much like the B2 Bomber was the first "fly-by-wire" advanced aircraft for the Air Force. The concept of big data is to fully leverage and maximize the information flow between the customer, the manufacturing facility and the supply base. Eliminate redundant rekeying of information that in most cases is outdated before an in- dividual has a chance to up- date the system of record. Rather, leverage big-data and EDI (electronic data in- terchange) to perpetually share information in the val- ue stream. If the customer changes the demand profile, update your ERP system real- time. Depending on the change, the resulting analytics maybe re- quire a change to the demand profile with your supplier (cancel, defer, expedite, etc.). Take note that not every action/change will drive an equal or opposite reaction (sorry, Mr. Einstein). If the change is for two pieces of a C-level part by a day, the resulting bullwhip effect to the supply chain would not be passed with a revised pur- chase order to the supplier. But if there is an im- pact to an A-level part over an extended series of fiscal periods that needs to be acted upon, in this case the system would prompt the change, but a supply chain analyst would do additional discovery. The sooner a company can implement the short list of EDI transactions, the more time the supply chain can manage exceptions vs. every transactions. My view of the short list is: • EDI 850—Purchase order • EDI 855—Purchase order acknowledgment • EDI 856—Ship notice/manifest • EDI 860—Purchase order change request, buyer initiated • EDI 861—Receiving advice/acceptance certificate • EDI 865—Purchase order change acknowledgment/request, seller initiated • EDI 870—Order status report Product availability via the 855 and 865 can be utilized in the manufacturing ERP sys- tem to help identify manufactur- ing sequence and priorities based on current and accurate dates, equipment availability, con- straints, etc. The revised infor- mation can then be flowed to the customer establishing the current plan of attack. Williams: Once again this prompts us to look at failure differently; if we define failure as anything that compromises meeting a customer require- ment, delivery and transaction- al inaccuracies certainly meet that definition! I can personally attest that your first question on most issues is usually "What does the data show?" Let's talk first from a high level about developing an appro- priate strategy for initial supplier identification and qualification. What type of predictive metrics can be put in place to make sure a company en- gages with the right suppliers up front? AN INTERvIEW WITH FANE FRIBERG continues FeAture Depending on the change, the resulting analytics maybe require a change to the demand profile with your supplier (cancel, defer, expedite, etc.). take note that not every action/change will drive an equal or opposite reaction (sorry, mr. einstein). " "