BOEING
By Staff -- Purchasing, 10/5/2000 2:00:00 AM
Name: Sid Rose
Title: Senior manager, raw materials, Supply Management and Procurement Division
Company: Boeing Commercial Airplanes Group (bcag) of Boeing Co., Seattle, Wash., the commercial jetliner manufacturing division of the largest aerospace company in the world, with total company revenues from commercial and military aviation and space for 1999 of $58 billion
Reports to: Robert Noble, director of raw material and standards
Education: Bachelor's degree, Wichita State University.
Professional background: Rose began his career in 1979 as a purchasing agent at the Wichita Division of Boeing. He has held a number of purchasing positions at various levels in both commercial and military programs including finished parts, raw material, standards, purchased equipment, maintenance, repair and operating, and capital assets procurement. He moved to Seattle in 1999 to become senior manager responsible for bcag's raw materials.
What he does: Rose oversees the purchase of $630 million worth of metallic and non-metallic raw materials, approximately 35,000 commodities from 340 suppliers annually.
How he does his job: "The role of the organization has become more global since McDonnell-Douglas merged into Boeing in 1997. We are incorporating best practices and integrating cross-enterprise processes while making the best use of our collective resources. We operate supplier management as a business-as one team, without regard to geographic location-in order to project a one-customer image to our supply base. This has allowed us greater leverage in obtaining the best pricing, guaranteeing quality and continuity of supply."
Internal partners: "The Supply Management and Procurement Division works toward creating an environment that is customer focused, promotes openness, empowers the organization, is proactive in communication and planning. We concentrate on clearly understanding our business partners' expectations and requirements. We strive to be responsive as they view us as on the critical path to their success."
Latest buying challenges and strategies to meet them: "Given the size of our enterprise, it is extremely difficult to provide a total business solution to our customers and capture the total value stream of our suppliers' products and services. We are looking to improve process quality, reliability and velocity through common information systems and to apply a Web-based focus to the existing infrastructure." Note that representatives from all the major Boeing procurement divisions participate on process councils and teams. They are working together to stratify suppliers, increase leverage, combine needs, place and move work, develop common supplier performance metrics, and enable the company to speak to the supply base with "one voice."
On working with suppliers: "We have a clear definition of the 'ideal supplier' and our supply base is actively engaged and moving to reach this high status. Our supplier partners continuously bring us new, innovative technology; they provide us with cost reductions each year, quality levels are at 100% or the supplier has plans to get to 100%, and delivery levels are at 100% and improving. Our suppliers are truly an extension of our production system and partner with us to be successful.
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