Supplier Business

1. OVERVIEW

1.1. Improved consensus but the aftermath…
1.2. Roots of the positive momentum
1.3.  “One Ford” as a driver for a comprehensive overhaul
1.4. New strategies in product offering under “One Ford”
1.5. Bottoming in its primary market?
1.6. Beyond Cash for Clunkers
1.7. Two overlapping brands
1.8. Interesting achievements in Europe
1.9. Sales in growth areas
1.10. Surprising financials
1.11. Three main challenges after having avoided bankruptcy

2. PRODUCTION STRATEGY

2.1. Current production network
2.2. North America
2.3. Focus on Asia
2.4. Minor tweaks to European production
2.5. Expansion of capacity in Brazil
2.6. One Ford and platform strategy
2.7. How “One Ford” affects manufacturing strategy

3. PURCHASING STRATEGY

3.1. Overview

3.1.1. "One Ford" and Purchasing
3.1.2. An update on Aligned Business Framework
3.1.3. Management of Visteon and temporary re-integration
3.1.4. Vertical integration and outsourcing

3.2. Purchasing Organisation

3.2.1. Ford North American purchasing organisation
3.2.2. Ford of Europe purchasing organisation

3.3. Supplier Selection

3.3.1. Resolute selection campaign
3.3.2. Commonalisation on global programs
3.3.3. “Good old boys network”
3.3.4. Global Sourcing in Asia
3.3.5. Supplier selection in Russia
3.3.6. Localisation in South Africa
3.3.7. Geographical spread of suppliers

3.4. Pricing Policy

3.4.1. Overall price reduction demands
3.4.2. Differences between US and Europe

3.5. Approach to quality

3.5.1. Supplier and customer perception
3.5.2. Supplier quality and capability assessment in PPDP
3.5.3. Suppliers’ concerns

3.6. Research and Development

3.6.1. R&D organisation and spending
3.6.2. Traditional powertrain technologies
3.6.3. Ford’s approach to electrification
3.6.4. Insourcing and Outsourcing in electric programs 
3.6.5. Technology focus
3.6.6. Access to supplier technology
3.6.7. Intellectual property management

3.7. Modules and Systems

3.7.1. Cockpit modules
3.7.2. Seat modules
3.7.3. Front-End Modules
3.7.4. Door  Modules

4. OEM SURVEY RESULTS FOR FORD

4.1. Negotiations

4.1.1. Time-consuming negotiations
4.1.2. Demands for price reductions
4.1.3. Rating of payment terms
4.1.4. Keeping agreements on price
4.1.5. Willingness to reward cost-saving ideas
4.1.6. Willingness to pay for development costs

4.2. Quality

4.2.1. Demands to achieve high quality
4.2.2. Demands for testing and validation
4.2.3. Product liability guarantees

4.3. Technology

4.3.1. Demands for best product technology
4.3.2. Technical competence
4.3.3. Opportunities for return on investment (ROI)
4.3.4. Use of modules
4.3.5. Development of systems with suppliers

4.4. Organisation

4.4.1. Quality of communication
4.4.2. Support in avoiding problems
4.4.3. Quality and stability of volume planning
4.4.4. Preparation for model launch
4.4.5. Level of redesign required

4.5. Trust

4.5.1. Trust in commercial partnerships
4.5.2. Level of protection for suppliers’ intellectual property (IP)

4.6. Attractiveness

4.6.1. Attractiveness
4.6.2. Long-term prospects
4.6.3. Openness to new suppliers
4.6.4. More or less business expected

5. SWOT ANALYSIS OF SUPPLYING FORD
 
6. GLOBAL FOOTPRINT

7. FORWARD MODEL PROGRAM

8. MAJOR SUPPLIERS BY COMPONENT SECTOR

8.1. Chassis/Underbody 
8.2. Electrical/Electronic 
8.3. Exterior 
8.4. Interior 
8.5. Powertrain

Figures

Figure 1: Ford worldwide sales breakdown 2009-2014 (Source: IHS Global Insight)
Figure 2: Ford share price (F.N) (Source: Yahoo Finance)
Figure 3: Ford’s production forecast per production region (Source: IHS Global Insight) 
Figure 4: Split of Ford Purchasing Turnover as of 2006 (Source: Ford) 
Figure 5: Ford Purchasing Organisation Chart 
Figure 9: R&D expenditure vs. revenues (Source: Various) 
Figure 6: Ford global powertrain showroom availability (Source:Ford) 
Figure 7: Ford  powertrain technology migration path (Source:Ford) 
Figure 8: Ford safety technologies outlook (Source: Ford)

Table

Table 1: Ford Motor Co. selected financial Data (Source: Reuters, Moody s, Fitch, S&P) 
Table 2: Ford ABF requirements (Source: Ford) 
Table 3: Ford ABF critical commodities 
Table 4: Aligned Business Framework suppliers 
Table 5: Ford APQP Milestones timing and significance 
Table 6: Ford APQP Elements timing (for all new vehicle)