Actions and meetings in the WindPower/hydro relationship
| WindPower | Hydro | |
|---|---|---|
| Global Customer | Context | Manufacturing Supplier |
| Benefits/costs | Value Drivers | Benefits/costs |
| Direct/indirect functions | Direct/indirect functions | |
| Strategic/relational | ||
| Actions | ||
| Joint Business Review Meeting (I) | ||
| WindPower presents strategy for preferred supplier collaboration | ||
| WindPower highlights perceived importance of: mind-set and strategic skills | ||
| Joint discussions of standards for: cost, price, deliveries and quality | ||
| Joint in-depth dialogues: more phone meetings and emails | Internal meeting (I) and actions | |
| Implementation of LEAN production for cost reductions | ||
| Reorganising of stock handling (from push to pull) | ||
| New development process (additional steps for collaboration) | ||
| Joint Business Review Meeting (II) | ||
| (Factory visit – Hydro parent company in Germany) | ||
| Hydro presents overview of ‘value to customer’ activities | ||
| WindPower evaluates Hydro’s performance and gives feedback for improvement on: cost, price, deliveries and quality | ||
| WindPower highlights perceived importance of: global presence and strategic skills for managing sub-supplier network | ||
| WindPower highlights perceived importance of: openness and transparency | ||
| Joint discussions on: developing new solutions (technological innovation) | ||
| Joint quality inspection: WindPower visits Hydro to evaluate quality and test program | Internal meeting (II) and actions | |
| Planning and initiation of strategic purchasing project (+ hiring industrial PhD student to advance effort) | ||
| Planning and initiation of global approach project | ||
| Extension of quality test facilities | ||
| Development of new business plans | ||
| Joint Business Review Meeting (III) | Joint in-depth dialogues: more phone meetings and emails | |
| Hydro presents: new business plans and upcoming projects and strategy for developing sub-supplier network | ||
| WindPower evaluates (negatively) and asks for improvement on: cost, price, deliveries and quality | ||
| Hydro highlights perceived importance of: reliable forecasting and information | ||
| Joint development workshop: Arranged by WindPower for engineers and technicians | Internal meetings (III + IV) and actions | |
| Reorganisation of LEAN production, testing and initiation of Six Sigma and total quality programmes (to remedy poor evaluation) | ||
| Development of strategy for handling collaboration with WindPower | ||
| Further development of global approach project | ||
| Joint Business Review Meeting (IV) | ||
| Hydro presents status on: cost, price, deliveries and quality | ||
| WindPower evaluates (positively) and comments on: Hydro’s customer collaboration strategy and global approach project | ||
| Internal meetings (V + VI) and actions | ||
| Organisation of additional joint factory visits (nationally and globally) | ||
| Planning and initiation of new customer collaboration strategy – to engage more strategically with other customers | ||
| WindPower | Hydro | |
|---|---|---|
| Global Customer | Manufacturing Supplier | |
| Benefits/costs | Benefits/costs | |
| Direct/indirect functions | Direct/indirect functions | |
| Strategic/relational | ||
| WindPower presents strategy for preferred supplier collaboration | ||
| WindPower highlights perceived importance of: mind-set and strategic skills | ||
| Joint discussions of standards for: cost, price, deliveries and quality | ||
| Implementation of LEAN production for cost reductions | ||
| Reorganising of stock handling (from push to pull) | ||
| New development process (additional steps for collaboration) | ||
| (Factory visit – Hydro parent company in Germany) | ||
| Hydro presents overview of ‘value to customer’ activities | ||
| WindPower evaluates Hydro’s performance and gives feedback for improvement on: cost, price, deliveries and quality | ||
| WindPower highlights perceived importance of: global presence and strategic skills for managing sub-supplier network | ||
| WindPower highlights perceived importance of: openness and transparency | ||
| Joint discussions on: developing new solutions (technological innovation) | ||
| Planning and initiation of strategic purchasing project (+ hiring industrial PhD student to advance effort) | ||
| Planning and initiation of global approach project | ||
| Extension of quality test facilities | ||
| Development of new business plans | ||
| Hydro presents: new business plans and upcoming projects and strategy for developing sub-supplier network | ||
| WindPower evaluates (negatively) and asks for improvement on: cost, price, deliveries and quality | ||
| Hydro highlights perceived importance of: reliable forecasting and information | ||
| Reorganisation of LEAN production, testing and initiation of Six Sigma and total quality programmes (to remedy poor evaluation) | ||
| Development of strategy for handling collaboration with WindPower | ||
| Further development of global approach project | ||
| Hydro presents status on: cost, price, deliveries and quality | ||
| WindPower evaluates (positively) and comments on: Hydro’s customer collaboration strategy and global approach project | ||
| Organisation of additional joint factory visits (nationally and globally) | ||
| Planning and initiation of new customer collaboration strategy – to engage more strategically with other customers | ||
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