Ford Motor Company’s Gladyne Wiley Lynch says that suppliers need to do more to monitor and develop their sub-tier suppliers, similarly to how OEMs work with their Tier Ones. “You need some sort of process in place, and you need to tell suppliers what metrics you’re going to measure,” she says. “You have to give them an idea of where you want to go.”
Lynch, a supplier performance specialist at Ford, spoke at AIAG’S 2016 Supply Chain Summit on “Expectations for Assessing Risk Between Tier One and Sub Tiers.” As a lead analyst for the Ford MP&L Endorsement in the Supplier Manufacturing Performance Group (SMPG), Lynch is responsible for managing the Global Material Management Operation Guideline / Logistic Evaluation (MMOG/LE) portion of Ford’s MP&L Q1 Endorsement process. She also facilitates supplier training, manages internal SCM processes, and leads continuous improvement efforts. She coaches suppliers on critical skill development, helping them to achieve high delivery performance and customer satisfaction. Additionally, she collaborates with regional markets to identify emerging supply chain issues, re-engineer global processes, and promote team collaboration.
As the global market continues to evolve, Lynch says its vitally important for Tier One suppliers to assess the potential supply chain risks caused by their sub-tier suppliers, not only to their business but to their customers' businesses as well. Suppliers must assess which links in their supply chain might be most at risk, and what can be done to help manage it.
“Sub-tier suppliers work in a linear fashion, and it’s hard for them to shift to a new paradigm,” she says. “We’re retraining the supply base, getting them more educated and understanding what we’re looking for.”
Lynch says it helps if sub-suppliers have good trend analysis, adding that Tier Ones should ask their sub-suppliers about the same key metrics that their OEM customers ask them to track. “We need visibility to monitor what’s going on. People don’t want to communicate, and they don’t want to share data,” she says. The point of the transparency, she adds, is to better understand how the data trends could impact the partnership.
In a video interview with AIAG’s e-News editor Carla Kalogeridis, Lynch shares more thoughts about training and transparency. “It’s going to take time to get prepared, but you must get ready for opportunity,” she says.