Você está debatendo estratégias de sourcing com sua equipe. Qual é a melhor abordagem para componentes automotivos?

Global Sourcing can be opted considering availing of Zero Duty Benefit under EPCG Scheme in case of any Capex requirement and also create opportunity for promoting export after production.

Para estratégias de sourcing de componentes automotivos, balancear custo, qualidade, confiabilidade e risco é essencial. O sourcing global oferece acesso a mais fornecedores e menores custos, mas há mais riscos de prazos longos e interrupções de fornecimento. O sourcing local garante melhor controle de qualidade e prazos mais curtos, embora com custos mais altos. Optar por um único fornecedor assegura qualidade consistente, mas aumenta o risco de interrupções. Múltiplos fornecedores diversificam riscos, porém, tornam a gestão mais complexa e cara. Uma criteriosa análise da situação deve gerar uma combinação dessas abordagens que resulte nos melhores resultados.

Bien dit. Et de renchérir que dans certains pays où évoluent de nombreuses Associations Sans But Lucratif, notamment les ONG Internationales qui y bénéficient aussi de certains exonérations fiscales, les délais de livraison s'allongent davantage suite aux systèmes de fonctionnement des services douaniers qui, pour la plupart, voient de mauvais œil ces avantages et s'obstinent toujours à bloquer sans motif tous les dossiers de dédouanement en exonération. Dans des pays comme le nôtre, certains dossiers de dédouanement en exonération prennent même plus de trois mois malgré la présentation de tous les documents requis.

Build strong relationships with a diverse range of suppliers to mitigate risks. Consider local sourcing for critical parts to reduce lead times and potential supply chain disruptions. However, global sourcing can be beneficial for cost savings on less critical components. Utilize data analytics to assess supplier performance and adjust strategies accordingly. Regularly review and adapt your approach to align with market changes and technological advancements. Prioritizing sustainability and ethical practices in sourcing not only enhances brand reputation but also ensures long-term success. This balanced, data-driven strategy has consistently proven effective in my experience.

It decreases the country’s dependence on foreign sources. As we saw during the "pandemic “, foreign sources adds risk to the supply chain.

Depending on the product circumstances and the market trend I would determine based on those parameters what strategy fit the most for us. You can always mix the share of supply but who you give more participation is key factor on what you're looking for. If it is service and consignment to minimize capital cost, then play local, if it is a matter of cost savings it might be better from the outside. All will be under the capabilities of the suppliers and your side to manage all these factors. I strongly recommend having diversification also helps to improve costs and keep competitiveness between vendors through leverage and auction exercise.

I agree with this. I would track this with PPV and few other metrics. I would also try to establish some co-ops and factor in the percentages of the program into the margin

Advantages 1. Shorter Lead Times 2. Easier Communication 3. Greater Flexibility 4. Cost Savings on Shipping 5. Lower Inventory Carrying Costs: 6. Community Support: Partnering with local businesses can strengthen your brand's image and reputation. Considerations 1. Higher Unit Costs 2. Supplier Reliability: Ensure that local suppliers have the capacity and reliability to meet your needs consistently. 3. Market Research: Understand the local market landscape to identify potential partners that align with your business goals. By prioritizing local partnerships, we can create a more agile supply chain while contributing positively to your community.

Et tout dépend aussi de la capacité locale à fournir tout ce dont on a besoin. Si non, nous sommes toujours tournés vers l'extérieur pour nous approvisionner et ceci implique une bonne planification et une bonne dose d'anticipation pour éviter des ruptures.

I agree with this for those making large stocking orders or selling exclusive brand private label products. Otherwise using a three PL is going to provide a massive benefit and reduce a lot of overhead. Start-up companies would have to reconfigure their entire ERP in order to get this done correctly.

Mindful of term - this is not ‘backward integration’ - so it’s more of investing into supplier’s capabilities of critical parts for automotives. STL (green-channel) is one practice that I can talk of…. Ship-To-Line (STL) aims pre-qualifying production set-up at supplier’s places (of key components), so these components, once arriving at assembly-lines, go directly into product assembly - not having to go via conventional route of storage, quality-check etc., - supports JIT nicely (Just-In-Time) from inventory management perspective as well - but a robust VQM/SQE (vendor quality management / supplier quality engineering) framework has to be in place to ensure success or a STL/JIT concept.

Embracing AI tools usage inside the company, with proper training of users to be able to correctly interpret results. This is a technology boosting currently, which already allow huge opportunities for companies such as streaming information during materials research phase.

A correta escolha de um fornecedor é ponto chave para o sucesso da satisfação do cliente. Assegurar que todos os requisitos solicitados pelo cliente, juntamente com os requisitos da sua organização cheguem e sejam corretamente compreendidos pelo fornecedor deve ser levado em consideração no processo decisório. Uma boa prática é realizar reuniões de alinhamento técnico, envolvendo as áreas de projeto, qualidade e manufatura do fornecedor, não sendo tratado somente com a área comercial. Realizar uma avaliação da capacidade técnica do fornecedor e avaliar o histórico de entregas é fortemente recomendado.

Maintaining robust relationships with suppliers is essential for the success of any sourcing strategy. Investing time and resources into building strong supplier relationships is crucial for achieving operational excellence and competitive advantage. By prioritizing communication, fairness, and mutual understanding, businesses can create a collaborative environment that benefits both parties and drives success.

Relationship with your suppliers is important, I would say it is deeply necessary. You can always support each other when opportunity areas emerge. Resilience comes when you solve issues through your allies. Develop a, b, c plans to alternate unexpected scenarios. Keep continuous communication will help both parties improve the business. It generates trust, making a hard basis of transparency to solve whatever it is at the right time.

Good Supplier Relations is a very essential aspect to the success of both parties. Mutual understanding, being on the same page and clear communication, are some of the by-products of a good supplier relation. In practice, good supplier relations gives me the confidence that both parties are mutually going in the same direction

Building supplier relationships is not overnight thing. Choose the right partner n build the long term relationship with them is part of risk management.

A proper FMEA must be performed to have an overview of the main risks standing throughtout the whole sourcing process, including among others: - Single supplier for a component - Life cycle of a component - Specifically for custom parts, choosing the right partner is key, i.e., if the manufacturer does not see eventually the value of keeping the relationship, they might discontinue the part.

Risk managing or averting is a broad topic and important space in today’s sourcing world. Risk of sole source - contingent to be built in long run as it calls for commitment and investment into supplier development including financials commitment. Short term, to cover supply contracts with adequate/stringent T&C’s - like a supply failure leading to exercising damage clause, liabilities claim etc., leading upto deterioration of supplier’s reputation as equivalent as that of lost-reputation (or risked customer’s revenue share) at the buying side.