Mercedes 2001 Annual Report Download - page 53

Download and view the complete annual report

Please find page 53 of the 2001 Mercedes annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 130

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130

Global Procurement and Supply 49
Cost reduction through commodity strategies. Com-
modity strategies also gained significantly in impor-
tance in 2001 and are helping us to reach our targets.
Such strategies involve the standardized description
and definition of material groups and the application of
these definitions to derive strategic goals for procure-
ment activities. Sixty material groups were identified in
2000, equivalent to half of total purchasing volume in
that year. Another 21 groups were added in 2001.
Assessing supplier potential with the External
Balanced Scorecard method. The External Balanced
Scorecard method enables DaimlerChrysler to measure
the performance of suppliers in terms of quality,
system costs, technology and delivery effectiveness
in a structured manner. These measurements can
then be analyzed and, if necessary, used to develop
new approaches to improve weak areas. This method
supports the joint goal-agreement process and therefore
represents an important instrument for enhancing
performance.
We also improved the Global Procurement and
Supply Information System (GPSIS), which obtains data
worldwide from the operative procurement, logistics
and invoicing systems. The system provides valuable
performance measures and other information to
support the decision-making process at Global
Procurement & Supply.
Auction on the Internet:
Online bidding as a modern
instrument of global procurement.
Expanding networks. Intense competition in the auto-
motive industry will continue to have a major impact
on the forms of cooperation adopted in supplier net-
works. Effective management of such networks is of
crucial importance for the long-term success of us and
our partners. Our goal is to create the world’s most
effective supply network, and use the tools at our dis-
posal to continue the successful cooperation we have
experienced within the framework of our Extended
Enterprise® program.
web-based
Optimized procurement and logistics through
technology