Interpretation of world-class automotive parts procurement concept

One part to feed a factory

How many parts and components does a car have? As the types of auto parts are very numerous, different auto companies have different answers. The more unified view is that a typical home 4-door sedan generally includes more than 6000 parts and the total number of truck parts reaches 7000-8000. . The reporter learned from the logistics supply department of the Shanghai General Motors Flexible Blending Production Line that there are more than 7,000 parts and components involved, and that high-end cars have a higher degree of modularity and the number of parts is more difficult to count. Engineers from U.S. GM and Zhejiang Geely who were interviewed by reporters all agreed that the total number of high-end automobile parts and components should be more than 10,000. Do not underestimate these small parts, they can achieve the survival and development of tens of thousands or even hundreds of thousands of manufacturers. It can even be said that if you take a part to support a factory.

When a Ningbo-based news colleague talked about the local labor-intensive processing advantages, he told an intriguing story: A small company made a fortune by collecting a small part. It turns out that Ningbo has a small brush that produces an inconsequential electric razor. A small brush can only earn 8 cents, but because it is extremely surprising, it occupies the overwhelming share of the country and it can earn only one day. 1 million. The smart southerners are good at "taking a big picture," which is probably a typical example of "small parts and big business opportunities." A Fire Affects the Global Depot Purchasing Layout Since the production speed in the manufacturing plant is extremely fast, on average, each production line can produce hundreds of cars per shift, and almost one car per minute is assembled. The downside is that once the supplier is not available in time, the loss is huge. If suppliers provide a variety of spare parts, the number is not enough, or transport is not timely, even if it is a short period of minutes, it will make the production cost significantly increased.

One story still makes the global automakers unforgettable: On February 1, 1997, a factory fired at a factory of a brake supplier of a famous brand automobile in Japan. The entire vehicle factory and some suppliers were forced to stop work. According to the estimates of the Japan Economic Planning Bureau, Japan’s economic output dropped by 0.1 percentage points due to the shutdown of the plant due to the fire. Afterwards, as the auto company granted the right to brake the production of this key component only to this factory, the company had no other emergency supply channels to ensure timely supply of spare parts in the event of an emergency such as an earthquake or fire. This has led to this serious consequence. When it resumed normal production, a total of 72,000 cars were reduced. GM and other automakers have been inspired by research and analysis. In order to ensure supply and necessary competition, the OEM is not focused on ordering at a parts factory, but instead supplies the same parts from 2 to 3 companies. This practice broke the monopoly and undoubtedly brought business opportunities to local suppliers in Yantai. Two cornerstone global weaving nets and based on China as a global enterprise, to compete with global rivals requires the use of global supplier resources for procurement, which is an important cornerstone of Shanghai GM's corporate procurement system; for automotive manufacturers In other words, the development of suppliers with lower costs, the ability to introduce new technologies, and the ability to provide quality services through their own continuous development is an important aspect of establishing a procurement system. Therefore, another cornerstone of the procurement system is the supply of Business development and development. From the outset, Shanghai GM fully used and accepted the advanced concepts and models of GM.

With China's accession to the WTO and global economic integration, Shanghai GM began to look at localization in a more open-minded manner and consider using GM's worldwide procurement network for global sourcing. If there is a kind of spare parts in the international market, the quality is better than domestically produced, plus tariffs and transportation costs are even cheaper than domestic prices, companies will be included in the scope of procurement directly from overseas procurement, rather than one-sided pursuit of localization.

While establishing an international supply network, the selection of local suppliers is a stable and reliable path. The advantage of choosing a local supplier for all parts, raw materials, and production equipment is that manufacturers can focus on production and product quality without having to distract from cross-border component shipments and exchange rate currencies. But at the same time, before determining the supplier relationship with any supplier, the person in charge of procurement must assess whether it has adequate resource support capabilities, especially when there are emergencies such as snowstorms, earthquakes or fires. The supplier's crisis coping ability.

In the development of domestic suppliers, Shanghai GM’s fundamental strategy is to oppose disorderly competition. When selecting suppliers, several companies come together to compete fairly, participate in tenders and tenders, and make unified assessments. They not only look at their quotations but also regard their potential. In order to avoid the phenomenon that some suppliers increase their prices due to economic benefits after they have obtained qualifications for supply and formed a stable relationship, Shanghai GM places great emphasis on the concept of suppliers' partners. Those who believe that the cooperation between the two parties is merely a purely trade relationship, and those suppliers that can make up as much as possible when they can occupy the base cannot enter the scope of choice of Shanghai GM; they believe that both parties should become long-term partnerships and cooperate with OEMs to reduce costs and improve quality. Shangcai is the final choice of Shanghai GM. In GM's view, if the life cycle of a model is five to six years, the two parties may have a five- or six-year relationship. Under such a relationship, the vast majority of suppliers will never monopolize and increase their prices. Instead, they will actively cooperate with the OEMs to reduce costs and improve quality. Shanghai GM and suppliers have jointly studied how to grow together in a small batch, multi-category, fast-paced environment and achieve a win-win situation. The two sides established a joint development committee. Shanghai GM uses a portion of its profits to provide training and services to suppliers, help suppliers improve and implement their supply systems, and help them win export projects and expand export scale. A difficult task of dark box operations and joint procurement how to avoid some of the artificial interference factors, such as black-box operation behavior, has always been a sensitive topic in the procurement process. In Shanghai GM, there is a set of rigorous procedures—the process of joint procurement decisions minimizes human error. The selection of potential suppliers shall be evaluated by the quality department and engineering department. After the evaluation, the list of potential suppliers shall be determined. The bids shall then be issued, evaluated after the return of the bids, and be negotiated separately. After the negotiation, the joint procurement committee shall collectively make decisions. . After the purchase decision is made, some amendments must be made in various aspects. For example, in the inspection of suppliers, there is a content --- the arrangement of materials in the warehouse, there is a basic principle that must be first-in, first-out, that advanced goods must be delivered to the production line. This is not only a concept of product freshness, but also a concept of quality management. Because if the first arrived goods find problems, the arrival of goods can be improved. If the first arrived goods are not used, the quality of the goods used later will be found. With the retrospective method, the quality management loopholes that appeared in the past can be judged. In the inspection, it is very effective to judge a supplier's management according to this standard. There is a list of assessments of suppliers. There are more than 50 questions. These questions are provided to suppliers. If suppliers can achieve actual performance and the answers are consistent, there should be no problem. In addition, there is a technical review of equipment process development capabilities. This procedure is more complicated and ultimately requires the approval of the procurement committee.

Shanghai GM computerized all procurement activities, that is, all user units submitted applications. All approvals were on the computer. When the procurement department was on hand, all procurement activities were also visible on the computer. The obligation as the Purchasing Manager is to review whether the entire process meets the requirements and whether the price is acceptable. Under this rigorous process, the influence of human factors and non-standard operations in all procurement results are almost zero.

At present, Shanghai GM has a total of 150 direct production material suppliers and thousands of non-direct production material suppliers. In the last two years, Shanghai GM's procurement costs have been declining. The annual savings rate for indirect material procurement is around 10%, and the direct material savings rate is around 7%. This kind of savings is of great significance to China, which has a large population and relatively poor resources. It also allows people to see the great benefits of advanced concepts.

Fume &dust extracted by air exhauster while plasma cutting. This system has one ventilation outtake and one gliding extraction intake, the extraction intake moves along with the gantry, the sealed rubber strip at the head of ventliation outtake, can makes a sealing function with the help of minus pressure generated by the fan.

pipe intersecting lines Cutting Machinery

Scope of application

The machine is a formed cutting equipment used for fully automatic incising intersecting lines with slope 

on pipes and cutting pipe end, for example, one-time molding cutting intersecting lines 

or opening holes on bearing steel pipes and gas and liquid transporting steel pipes by flame or plasma

with high precision and high efficiency. It can be widely used in oil drilling platform, shipbuilding industry, 

chemical industry, industrial boiler and power station boiler, pressure vessel, electrical power transmission

tower, water conservancy, water supply, bridges, crane, construction and other industries.

Features of pipe intersecting lines cutting machinery

1.Self-developed 5-7 axis CNC system; Ac-servo control

2.3D graphical display, simulation function, simulate processing

3.Parametric programming of graphic database or special intersecting line software

4.online test or demonstration for steel pipe, real-time dynamic tracking compensation

5.Compensation function of cutting gap, thickness, ellipse, groove angle. 

6.Nesting of pipe fittings, continuous cutting, long pipe separate into short slabs.

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