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 High Performance and Innovation
Lord of the Parts
Text JÜRGEN HOFFMANN / Photo MARCO PROSCH
Three million parts. No, this is not the most diffi- cult puzzle in the world, but the rough number of parts in an Airbus A320. From the solitary screw to ready-to-install components like seats, Airbus gets
most of these parts from suppliers. Around 80 percent of the value creation in a modern aircraft takes place external- ly—it’s no wonder, then, that Airbus places the utmost im- portance on smooth-running processes in the supply chain. Together with Porsche Consulting, an organizational model for a flexible and efficient operational procurement appara- tus was developed.
Some 2.3 million individual parts arrive daily at Airbus plants worldwide. That amounts to roughly 600 million parts annually. These parts are supplied by around 3,200 European, American, and Asian companies. Airbus’s strategic procure- ment department is responsible for the contracts with sup- pliers. Daily operations are handled by the operational pro- curement department, which counts 1,800 employees from twenty-four countries at eleven locations. As the director of this business unit, Thomas Moik was all too aware of the complexity of the endeavor: “Providing the right parts at the right time to the right workstations in order to enable smooth production and top quality demands exceptional performance from the operational procurement team.”
Accomplishing it calls for continual organizational adjust- ments and workflow optimizations. The transformation of the internal supply management apparatus is an evolutionary process. One major step forward was the collaboration with Porsche Consulting: “We asked the consultants to find an- swers to three key questions: Which activities do we want to outsource and which do we want to handle internally? Which processes can and should be automated? And which internal work processes can be harmonized and optimized?
In order to find the answers, the consultants first needed to get a clear picture of the unit, which is spread over Ger- many, France, and Spain. A functional analysis provided the
98 Porsche Consulting The Magazine
HIGH PERFORMANCE ORGANIZATION
Airbus is trimming operational procurement for high performance using three levers
    THE IDEAL MIX
Make effective use of automation and outsourcing
TAP SYNERGIES Centralize organization of key tasks
Automation
DIGITALIZATION
Automate transactional processes
STRATEGIC ORIENTATION Bundle and
outsource support activities
  Optimization
Outsourcing
 













































































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