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The MP&L Global Q1 Requirements outlined in this document are effective 01 January 2015.

It is a set of fundamental quality and manufacturing disciplines which, when followed, ensure a supplier’s success and drive
supplier’s continuous improvement. Suppliers are expected to attain a certain mark, to put the tools in place to maintain
excellence and to improve with each passing year.

Q1 puts the discipline in place to achieve consistent excellence and guides cooperation between Ford and its suppliers fo
superior quality execution.
Any external supplier manufacturing facility which currently supplies Production or Service product to Ford is eligible for Q
consideration. Subcontractors are not eligible for Q1status.

Q1 means that the supplier facility achieves excellence in these key areas:
Capable Systems, Ongoing Performance, Site Action Plan, Customer Endorsement and Continuous Improvement.

Q1 applies a few vital metrics to determine which suppliers qualify for Q1 – the same measurements will be used to establ
who will keep Q1 status. The MP&L Endorsement is one of four possible endorsements required in order to be awarded Q1
with Ford. This document provides the criteria along with the required documentation to petition for the MP&L
The MP&L Endorsement will only be issued to suppliers who can demonstrate that they have sustainability built into their
MP&L processes in alignment with the standards put forth by MMOG/LE, and that they clearly understand and can
consistently support MP&L and Supply Chain requirements for all Ford regions the organization supplies.

Suppliers are required to complete an internal MMOG/LE review to confirm "MMOG/LE" level "A" before petitioning for th
MP&L Endorsement. The MMOG/LE Assessment submitted within the Q1 Petition Package and reported in GSDB Online
must be a global assessment of the organization. All criteria should be answered based on compliance for all regions
supplied by the organization for both production and service. If the petitioning manufacturing site has one or more alterna
sites that ship product into Ford, all facilities must comply with the MMOG/LE requirements, and a joint, global MMOG/LE
Assessment is required. Resources (e.g. procedures, employees, systems) can be shared, but it must be documented and a
sites are responsible for ensuring compliance. Where automation is required, all sites must comply. All MMOG/LE criteria
must be evaluated based on the worst performing site. If the organization has other sites that ship product on its behalf, a
any of these ship sites are assessed as non-compliant for a given criterion, that criterion shall be considered non-compliant
within the manufacturing site's global MMOG/LE assessment. For example, if one site does not scan its products when
generating ASNs, per MMOG/LE criterion 4.3.2, then this criterion must be marked as non-compliant, even if all other sites
are compliant.

The global MMOG/LE Assessment should be supported by the performance reflected in the delivery ratings for all regions i
production and service. Suppliers should reassess all related MMOG/LE criteria where there are deficiencies within their
performance prior to petitioning for the Ford MP&L Endorsement.

When conducting a MMOG/LE review for sites petitioning for the Global MP&L Endorsement, each region will conduct a
desk and/or on-site assessment to confirm compliance to the requirements before the Global MP&L Endorsement will be
issued. It is important to note that when a desk review is conducted, we presume that the processes are being followed as
documented. The assessment results of a desk review could be overridden if the organization's performance and/or a futu
on-site assessment determine that the processes are not being followed as documented.
A separate MMOG/LE review may be required in order to confirm that the supplier has a clear understanding of Ford MP&
and Supply Chain requirements that may be unique to each region. When considering global compliance, the Ford Global
MP&L Endorsement cannot be issued to an organization until each region it supplies has agreed to endorse the site. The
Ford MP&L contacts for each region are posted on the Contacts page of SUPER-G website under the Ford Contacts tab.

Suppliers petitioning to MP&L for the Ford Global MP&L Endorsement Q1 petition packages must be submitted to the lead
region (the lead regions are where the manufacturing sites are located).
Suppliers or STAs MUST alert the lead region of their intent to submit a petition for the MP&L endorsement 90 - 100 days
before the Q1 target date. DO NOT submit any documents until they are requested by the lead region contact.
Suppliers MUST participate in a Q1 documents pre-screening (usually a WebEx session). This session will be scheduled by
the lead region. The Corporate Delivery Champion (CDC), the Supplier Delivery Contact (SDC), and the MP&L Manager MU
be in attendance to review the formatting and organization of the petition documents. The pre-screening shall take place
prior to submitting the Q1 petition package. DO NOT submit the Q1 Petition Package for the MP&L Endorsement until the
petitioning manufacturing site and all associated ship sites have met ALL of the eligibility criteria listed below or the
request will be DENIED. Q1 petitions will not be processed until ALL required documents have been received. Q1 support
documents along with additional reference materials are located on the Q1 Documents page of MP&L-in-a-Box. If assistan
is needed when preparing to petition, a list of Frequently Asked Questions (FAQ) are provided in the FAQs tab. If additional
assistance is needed, contact the Supplier Delivery Performance Specialist (SDPS) or MMOG/LE Analyst .
All suppliers petitioning for MP&L endorsement should contact the appropriate regional specialist as listed to schedule a pr
screening and/or get additional instructions.
◦Ford Europe:
◦Ford South Africa:
◦Ford Otosan:
◦Ford Sollers:
◦Ford South America:
◦Ford Asia Pacific: AP SMRT analyst as listed in SUPER-G contacts
◦Ford North America:
» Suppliers shipping to Ford plants in multiple regions must contact only the appropriate regional specialist (the one in the
region where your manufacturing facility is physically located).

Suppliers are required to meet the following criteria prior to petitioning for the Ford MP&L Endorsement:
» The petitioning manufacturing site and all associated ship sites shall have a clear understanding of Ford's MP&L and
Supply Chain requirements as outlined in the:

Ford MP&L Supplier Reference Guide

Supplier Delivery Performance Rating Manual
CMMS3 eDDL/DDL for Ford Production Suppliers training manual
Global Terms and Conditions
SUPER-G page of MP&L-in-a-Box
ALL regional requirements

» At least 1 currently active ship site must have at least 6 months of delivery ratings.
» The six month weighted average (6MWA) must be greater than or equal to 81 (as displayed in SIM and SUPER-G) and the
three most recent (two mature months and the immature) monthly delivery ratings must all be greater than or equal to 81
(as displayed in SUPER-G) for all associated ship sites. The Month-to-Date (MTD) rating will be considered if it is below the
eligibility score of 81. If a new MTD delivery rating is published after the Q1 Petition Package has been submitted, the new
delivery rating must also be greater than or equal to 81 or the site will become ineligible. Please review the SUPER-G rating
prior to submitting the Q1 Petition Package to ensure continued eligibility. It is also important to note that there is one
delivery rating published in SUPER-G per ship site. The Q1 scoring process for the delivery rating applies the SAME score to
ALL manufacturing sites that utilize a common ship point. Therefore, the delivery rating for the common ship site will impa
the Q1 status and/or eligibility for all associated manufacturing sites.

» At least one primary and one back-up employee must be formally trained to use the Ford CMMS3/(e)DDL (IMS7) System
with the capability of accessing the system daily. Regional training information is available in MP&L in a Box under the
Training page for NA and for the other regions under their page or via Web-based Training (WBT) reference course # 10429
(eDDL/DDL WBT). Suppliers can register online through the Ford Supplier Learning Institute (FSLI) at via Covisint Ford Supplier Portal. Please provide a copy of the DDL/IMS7 (Classroom) or eDDL/D
(WBT) training certificate as part of the Q1 Petition Package (MMOG/LE 2.4.4).

» The Material Management Operations Guideline/Logistics Evaluation (MMOG/LE) "Full" Assessment must be completed
and the manufacturing site assessed as level "A” compliant. Action plans to attain MMOG/LE level "A" will not be accepted
as a substitute for level “A” attainment. The MMOG/LE Assessment must be updated in GSDB On-Line and current within t
global annual update period (May 1st – July 31st). Suppliers must confirm that they are using the latest MMOG/LE version
as published by AIAG (available through AIAG at or Odette International at Suppliers must
also have MMOG/LE objective evidence (e.g. procedures, work instuctions, all evidence supporting compliance) prepared f
all 197 criteria to validate assessment results.

Instructions for Submitting Petition

The intent of the MMOG/LE review is to validate that suppliers have documented procedures and/or work
instructions that provide clear direction for employees to ensure proper understanding, successful implementation
and expected results for MP&L processes. Suppliers must be able to provide objective evidence for all criteria
recorded as compliant in order to verify the MMOG/LE assessment results.

As part of the Q1 Petition Package, suppliers are required to submit an entire copy of their MMOG/LE Assessment
Excel document. Within the MMOG/LE, suppliers are required to record an explanation for their assessment
response and provide direction on how to retrieve the documented evidence for ALL 197 criteria recorded as
compliant in the "Current State and Supporting Evidence" section of the "Assessment" worksheet in their
MMOG/LE Assessment. Any criteria marked as non-compliant should have an action plan noting the actions for
becoming fully compliant. Initially, suppliers will only be required to submit copies of the objective evidence for
the pre-selected criteria listed in the Checklist tab, but suppliers must be prepared to provide evidence for
additional criteria upon request. Failure to have the evidence properly documented and prepared may result in
the Q1 Petition Package being rejected and the request for MP&L Endorsement to be denied.

The MP&L Global Team will review and verify compliance for these criteria on behalf of their respective Ford
region. Suppliers are responsible for understanding customer specific requirements for each region petitioning.
Contact the SDPS or MMOG/LE Analyst in each region for additional information on requirements for petitioning.
The SDPS or MMOG/LE Analyst performing the review will be in contact with you if additional evidence is required.
Print screens and examples can be used as attachments for additional supporting documentation, but documented
procedures and/or work instructions must be submitted as the main objective evidence. Suppliers are not
required to develop a separate set of standard operating procedures specifically for MMOG/LE, but are
encouraged to incorporate the requirements outlined in MMOG/LE into their existing ISO/TS quality management

Translation into English is required for high level procedures pertaining to all required MMOG/LE criteria reviewed
in the petition. Additional supporting evidence (i.e. graphs, charts, screen prints, etc.) require some translation in
the form of captions and/or subtitles in English.

Please contact petitioning regions for additional information on translation requirements.

IMPORTANT NOTE: The list and descriptions of the MMOG/LE criteria outlined in this document are excerpts
from the corresponding criterion. It is the supplier's responsibility to review the MMOG/LE Assessment document
in its entirety and ensure that the objective evidence provided specifically addresses every question recorded as
compliant for each criterion.

1. Open the sheet "Checklist" and compile required documentation as noted in the Instructions for Electronic

2. After compiling all the required documentation, open the sheet "Checklist" enter your Parent code (4-digit GSDB
code) and Supplier code (5-digit GSDB code). Then use the dropdown menu to select "Y" for Yes that the
documentation is included in the petition or "N" for No that the documentation is not included in the petition. In
column "I", include a list of the supporting documentation (this should be the same as annotated in the
MMOG/LE) or an explanation for any No responses. Contact the SDPS with questions concerning documentation
requirement for specific region(s). Do not enter any information in the section marked "For Ford Use Only".
3. The lead region that the supplier is petitioning to will review the checklist and the documentation submitted.
When the review is completed, the checklist will be returned to the supplier. If any further action is required, the
"Overall Status" field will show one of these color codes GYR.

4. If the petition is returned to the supplier as denied. Please ensure that the original Checklist accompanies any
future submissions. DO NOT submit a new Checklist unless requested by the reviewer. The reviewer will add each
review's comments on the same Checklist.

The responses are to be interpreted by the Ford Reviewer as follows:

Please include a brief description following each question in the section labeled "Evidence Required".
1. If the question response is "Green", no additional information required.
2. If the question response is "Yellow", submit documentation to close gap in process. Review assessment report.

3. If the question response is "Red", submit missing documentation or documentation that supports compliance.
Review assessment report. 4. For
every question with status "Y" or "R", additional supporting documentation will be required as outlined in the
Checklist Notes section.
Green = Criterion complete or on target
Yellow = Criterion incomplete
Red = Criterion noncompliant Suppliers: O
Gray = Criterion non-applicable or not reviewed

Parent Code: Supplier Code:

I. Master Documents
Required Documents

Request for Customer Endorsement (ProForma) Must be signed by highest management in the
1 organization

2 Q1 Petition Evaluation Form: Sections I and II Complete each section

All criteria must have comment box complete

with rationale for compliance or
3 MMOG/LE noncompliance and supporting documentation
noted. All NAC reasons and approved NAC
Sub-Supplier EDI Capability Summary Sheet All Ford sub-suppliers annotated and any
4 NAC reasons and approved NAC number

Supplier Information Worksheet Must be completed and show number

5 employees CMMS3/(e)DDL trained

Corrective Actions Last three consecutive months below 100%

6 including Month-to-Date rating
Customer Specific
Q1 Petition Criteria

Number MMOG/LE Criteria Reasoning for Assessment MMOG/LE Ref: WF Evidence Required
The organization shall A Management Review
have Key Performance procedure defining the process
Indicators (KPIs) defined for reviewing KPIs with senior
and in place for key areas management in the monthly
of the SCM process that QOS meetings:
support meeting both the
organization’s business
objectives and customer 1. QOS
requirements. boards etc. Management
Does the organization conduct Review procedure
management review meetings at
planned intervals? And what is 1.2.2 3
the process for communicating
results to all employees?
Organization charts

Training documents
(addressing corrective action
response to nonconformance

4. Breakdown of
every months' delivery rating
deductions by using your own
format (charts, graphs) to track
the trend instead of Super-G
screen copy

SUPER-G screen prints are not
Are there charts for Delivery QOS Charts with targets
performance to customer? aligned with Ford's
1. Ford monthly delivery rating
trend chart with instance trends
for all rating elements. Screen
prints of SUPER-G is not
acceptable evidence.
2. Trend Charts ship to
1.2.2 [1] 3 release ,build to
release,shipping discrepancies
discrepancies,scrap, EDI

Delivery rating improvement

1 1.2 Are there charts for Sub- QOS charts with metrics:
Supplier delivery performance? 1. Sub-Supplier Metrics
and Trend
2. Charts for on-time delivery
Trend charts for shipping
3. ASN Accuracy
discrepancies 4. Receipt
1.2.2 [2] 3 Discrepancies 5.

Are there charts for Internal QOS charts with metrics:

performance? 1.
Internal Metrics by parts
2. Build-to-
1.2.2 [3] 3 3. Scrap/Rework,
4. Container Return Ratios,
5. Inventory Turns
6. Cycle Counts High-
Loss/High-Gains Parts
Are there charts of Metrics to QOS charts with metrics:
measure quality of work within 1. EDI Error Reports
Supply Chain Management 2. EDI System Downtime
(SCM) 3. Custmer part returns
4. Supplier part returns
1.2.2 [5] 2 5. Packaging and Labeling
6. On-Time Delivery
7. ASN Accuracy

Are there charts showing QOS charts with metrics:

Standard and Extraordinary
costs related to SCM processes
and inefficiencies
1.2.2 [6] 2

Premium Freight charts
2. Overtime charts
There is a process in place Is there a structured problem 3. Container Inventory
Documented process outlining
to document, implement solving process in place to the Ford specific triggers (e.g.
and verify the determine root cause and delivery rating tracking,
effectiveness of preventive prevent recurrence? CMMS3, Supplier Problem
and corrective actions for Reports, emails/phone calls).
any deficiency within the 1.Problem Solving
SCM process. The timing 2 Process/Procedure for SCM
1.3.2 [1]
and status of the issues
corrective actions are 2.Corrective Actions and 8D
reviewed with Review for Delivery Rating
management to prioritize Instances
actions and provide the
necessary resources to
achieve the results. Do you have an action plan that Action plan includes:
defines the site's problem 1. Description of problem
solving process? 2. Containment action(s)
3. Root cause
2 identification/verification
1.3.2 [2] 4. Corrective actions chosen;
responsible parties for actions
& target dates
Is there a process in place to Documented process that
evaluate preventive and includes corrective actions
corrective actions? chosen & verified; preventive
actions; final approval, closure
2 & lessons learned.
1.3.2 [3]

2.Corrective Action sign off
Work Organization MMOG/LE Ref: WF 3. Lesson Learned
There is a process in place Is there a process for training Documentation includes
to identify current and and developing SCM functions training and development
required skills for each for all types of employees (e.g., procedure:
position and function new hires, contract, third party, 1.Training Matrix for SCM
within the SCM relief coverage, and backups)? functions (CMMS3/eDDL,
department. MP&L supplier delivery rating
training, SUPER-G disputes,
3 2.4 2.4.4 [1] 2 2. Training Process
3. Ford Training Certificate,
(e)DDL, SuperG, GPP, AIAG
(Must submit a copy (e)DDL
training certificate (Quality
House training is not
A risk management Is there a process in place to Documented process includes
process is in place to assess all SCM risks? Do you all potential SCM risks and how
ensure continuity of map your supply base? Have they may affect the
supplies when the you assessed risks within your organization's ability to supply
organization is required to region and the regions of your to their customers:
deviate from normal sub-tier suppliers? 1. Risk Assessment
operations. Process
- Nature Disasters

- Packaging

- Logistics domestic and
- Inventory Loss
2.5.1 [1] 3 - Container Loss
- Equipment Failure
2. Sub Supplier mapping for
potential Failures
3. Supplier Geographic
Location (Mapping of sub-tier
suppliers at a minimum to your
2nd tier with progression to 3rd
tiered suppliers and preferably
deeper tiering)
4. IT issues
5. Facilities/Utilities Failures
6. Customs
7. Sub-Sub Risk Assessment

4 2.5 Back up/contingency plans Does the documented Documented escalation

for high risk SCM contingency/back up plan outline process within contingency
processes are in place to key contacts and actions for procedure:
ensure continuity of supply transitioning the organization 2.5.2 [1] 3
and a return to normal back to normal operations?

1. Contact lists
internal/external (e.g.,
emergency services, vendors,
3rd party providers)
processes are in place to
ensure continuity of supply
and a return to normal

1. How often does the Procedure outlining the

organization review, test and organizations process for
validate its contingency/back up ensuring the contingency/back-
plans and train effected up plans address testing and
personnel? validation.

2. Are contingency/ back up

processes reevaluated after 1. Training
each incident for effectiveness of records must include: review,
the process and to document test and validation of
lessons learned? contingency/back up plans
2.5.2 [2] 3
2.5.2 [3] 2
2. Contingency
Training Records
3. Contingency Testing and
Validation Process
4. Contingency Back-up Plans
5. Contingency Actions History

Capacity & Production Lessons Learned from
Planning Disruption
7. Contingency 8D or
Contingency forCorrective
Does your manufacturing all areas of SCM are potentially
8. Contingency Effectivness
planning process encompass all affected
Process by changes at Product
The SCM function shall Realization phase;
of Ford's release requirements
formally participate in, and manufacturing plan:
to include at the Product
sign off, the Product
5 3.1 Realization stage (e.g., new 3.1.1 [1] 3
Realization process (e.g.,
product, engineering changes)?
new product, engineering 1. Product
Has the plan been
communicated and reviewed by Realization Process
all applicable personnel? 2. Product Change Procedures
3. Product
Change Meeting and Minutes
The organization shall Does the facility perform a A procedure that demonstrated
perform a comparison of comparison of release capacity verification: Screen
its resources against the requirements against available prints comparison in ERP/MRP
customer's short-, resources (manpower and system)
medium-, and long-term machines) at a minimum of once
requirements for both a week? Is there a escalation
production and process for notifying Ford when
service/spare parts. A the organization cannot meet the 1. Manufacturing
process shall be in place release requirements? 3.2.1 [1] Planning Procedure from the
that ensures prompt 3.2.1 [2] ERP/MRP System
communication to the 2. Manpower /Machine
customer of any risk that Allocation
could affect their

3. Latest report for resource

Does the organization's capacity 1. Procedure for comparing
plan address the entire product releases against stated
life cycle; reviewed regularly and capacity and updating Ford
adjusted accordingly? GCPV/MCPV (must nclude
capacity plan for the life of the
3.2.1 [3] 3 product)
4. Escalation procedure for
notifying Ford (e.g. Purchasing,
6 PLM, plants, etc.
2. Comparison
A process shall exist to Procedure for incorporating
Matrix Requirements to
plan production Ford's release
Capacity requirements
requirements and to into your production schedules:
maintain the parameters of
the production planning Is your manufacturing plan
system. linked to/generated by your
ERP/MRP system? Does your 3.3.1 [1] 3
plan update based on your 1. Production Planning
customer's 830 releases? Procedure


2. Production Planning
Systems flow diagram
3. Customer
Requirements intergration with
MRP Scheduling Module
How are operational parameters Operational parameters and
and internal requirements internal requirements outlined
captured and integrated into the in the production planning
production planning system? procedure:

3.3.1 [2] 3
1. Production
Planning Parameters
(for example how does transit
time,scrap rate factor into the
Production Plan)

Customer Interface MMOG/LE Ref: WF

The communication Define the process for Procedure for maintaining

processes are defined and communication with Ford to contact lists in Ford system
agreed to between the include the level, frequency, and (define responsibilities,
customer and supplier. content of communication. frequency, and content of
The methods of communication:
communication are
documented and readily
available, fully operational, 1.
and sustained between Separate working instruction
parties. with step by step process and
corresponding literal
instructions demonstrating
4.1.1 [1] 2 - How to update MMOG status
on GSDB online
- How to update contacts on
GSDB online
c). How to update contact in
2. The annual update peirod
must be stated clearly in each
working instruction
3. How supplier keep reminders
in the system to do this update

7 4.1 Copy of SMRT/LRR Checklist,
as required
Demonstrate how Ford's MP&L Procedures for all SCM
expectations and requirements functions within your
7 4.1 are understood, reviewed organization (e.g., releases,
regularly, and communicated shortage answering, delivery
throughout the organization. rating/disputing,
shipping/routing, packaging,
system monitoring, Ford GTC
and manual reviews):
1.Procedures and
Flow Diagrams for
communicating issues to Ford

2. Include MP&L Ford Daily

3.Procedures to :
4.1.1 [2] 2 - Access Super G
- Check Delivery Rating
- Processing Disputes
- Dispute Window timelining
- How to respond to SuperG
Problem Reports/Warning
- eDDL (Covisint Accessing)
- RACFID Request Process
- How to Find your CSA (their
responsibilities outlined)
- How to request a Password
Reset for CMMS, Covisint

Customer order Is Ford's release information Procedure for Customer order

information shall be automatically integrated into the information integration:
transferred and integrated organization's
automatically into the planning/scheduling system?
organization's planning How does the production
scheduling systems. The planning system manage
3.4 organization has the forecast data (e.g., invalid part 3.4.1 [1] 3
capability to electronically number, purchase order or 1. Release download
receive delivery forecasts customer site, cum disagrees, process (alert,
and requirements via incorrect customer part set-up)? acknowledgment of receipt,
traditional or web-based verification of accuracy, etc.)

2. Electronic integration of
customer orders (population
into planning system, manual
receive delivery forecasts
and requirements via
traditional or web-based

How are releases integrated into Internal procedure outlining

8 the production planning system? how releases (830/862) are
Automatic integration without received via EDI and integrated
manual intervention required. into the planning system
without manual intervention
(3rd party providers or web-
based systems is not
4.1 4.1.2 [1] 3
1. Procedure and
Process Flows for integrating
Ford (EDI) Requirements into
MRP Tools to generate
Production Schedules

The organization has a What steps does your Include
Internal 3rd Party Processes,
procedure if
for container
procedures and/or work organization take to ensure the applicable
instructions for the proper amount of approved
container management containers are procured (e.g.
process to ensure returnable containers,
availability of customer- expendable packaging,
approved containers (i.e. dunnage, spacers)? Does the
returnable and process included a commercial 4.2.2 [1] 2 1.Process for updating GPP
expendable) to support the agreement for back-up
material flow packaging?

Procedure outlining process for
completing fleet size
calculation; purchasing
agreement; screen print of fleet

3. Copy of
commerical agreement for
back-up packaging

4. Process for reimbursement

of expendable containers

9 4.2

Is sufficient approved packaging Internal pocedure for managing

material available? containers:

1. Tracking and tracing

containers internally and
externally in Ford system

4.2.2 [2] 2
Container receiving logs;
9 4.2 escalation process for
managing shortages

3. Contact lists for

resolving container issues.

Is there a process for notifying Internal procedure from your

the plant and obtain approval for organization for managing all
expendable package prior to container types:
shipment? 4.2.2 [3] 2

1. Customer
request/approval process for
using back-up packaging
How does the organization Internal procedure for
manage Ford Centrally Owned managing Custmer Owned
Containers (COC), if applicable? Containers (COC):
See COC sheet for examples.

4.2.2 [4] 2
1. Container
Approval Process

The organization shall Is there a defined process in Internal procedure

2. Container
have a process to ensure place to ensure that the data Deviation
your shipping
process (Do not
transport documents are content of ASNs is reconciled submit Ford documents but
completed according to against container content, integrate of Ford specific
customer, industry and labels, and documentation? Do requirements into the suppliers'
government/international the generated shipping procedures/documentation):
standards. Additionally, documents match the Ford
Advanced Shipping Notices specifications? (delivery 3. List of COC
(ASNs) are accurate and note/CMR/customs documents) 1. Copy
and monitoring
of EDI 856 X12
transmitted in a timely Format, Label Standards
manner. Shipping and verification
2. Shipments for Prod Parts to
4.3.2 [1]
3 FoE Plants & Export
4.3.2 [2]
Distribution Centres
3. Shipping and
4. Container
Routing Guide
for NA Assemblyschedule
and Prototype Plants
4. Returnable Containers ASN
5. Prototype Shipping
Minimally suppliers must have
a process for responding to the
Ford COC annual inventory
6.Hazardous Material Shipping
10 4.3 Process
Does your organization utilize Internal procedure for Labeling
10 4.3 automation to verify label shipments:
content (bar code scanning or
4.3.2 [3] 3

Procedure for verifing correct
Labels are utilized
What is your organization's Internal procedure for ASN
process for ensuring ASN Accuracy:
transmissions are 100%
accurate and timely?
2. Barcode
Scanning/RFID Procedures
1. Procedure for
Confirming ASN Accuracy ,Part
4.3.2 [4] 3 Number/Container Number.

2 .Procedure for
Processing ASN (including
monitoring (e)DDL)
3. Procedure for requesting
and utilizing 997 /Contrl 865
Production & Product Control MMOG/LE Ref: WF Acknowledgements
4. Procedure for confirming
The organization shall What method is used to identify container
Internal on ASN match
procedure for material
have a process in place to and control the status of in CMMS DAIW/DAIA
ensure all material is process material on the shop
labeled accurately and floor and in the system?
identified clearly at all
stages in the supply chain. 5.1.1 [1] 3
5. Process for 1.
ProcedureBTIA/W andverification
for Label utilizing
shipping and routing

2. Barcode Scanning
11 5.1
How does the organization Internal procedure defining the
ensure part's labels are available process for applying the labels
and applied at the proper time? at appropriate time and
11 5.1

5.1.1 [2] 3

1. Procedure and Screen prints

for Scanning and Labeling

Do you have a storage area for Internal procedure outlining the

scrap, returns, rejections etc. process for identification of
and are these types used in unusable or damaged material:
shipping? 5.1.1 [3] 3

There is a process in place How are storage locations 1. Obsolesence

Internal procedure outlining the
to identify and control the identified at your facility? Is the Process 2. Scrap
process for identifying and
storage conditions and market place setup with signage Process
reassessing all storage 3.
access to all stages of and maps? Quality Reject
locations Process
on the plant floor:
inventory: finished goods,
WIP, and raw material.
5.2.2 [1] 3
1. Procedure
for allocating
marketplace/storage space for
the various types of material

12 5.2
Describe your inventory Internal procedure defining the
processes in place for all types process for identifying and
of inventory. controlling the storage of
1. Procedures
and/or work instructions in
place that identify and control
the storage of inventory at all
stages (e.g. raw, WIP, finished
5.2.2 [2] 2 goods) and for all types (e.g.
12 5.2 scrap, rework, obsolete),
including in-house and off-site

Diagrams and pictures of the
plant floor layout of inventory
How are fragile, hazardous, storage locations
Internal procedure
and/or high theft material demonstrating process for
safeguarded? protecting inventory:
5.2.2 [5] 2
3. Shop floor map
and signage examples
Is there a specific area for Internal procedure1. forProcedure
segregating obsolete, scrap, for safeguarding fragile,
identifying and segregating
reject, and return material? hazardous,
nonconformingand/or high theft
5.2.2 [6] 2

1. Shop
The organization has a Are all forms of material storage Internal procedure
Floor Storage for continual
process to continually inventories visible in your evaluation2.ofProcess
evaluate and optimize ERP/MRP system (raw, WIP,FG, optimize inventory buffers:
segregating material
inventory buffers. reject, nonconforming) and
buffers adjusted accordingly?
13 5.2 5.2.4 [1] 2

1. Inventory
control Policy 2.Cycle
Counting Procedures to include
evaluation and adjustment of
The organization shall How do you handle rejected Internal procedure for
have a process to identify material? Are claims submitted identifying and managing
and route defective or to Ford in a timely manner? defective and obsolete
obsolete material in a material:
timely manner. This
process shall ensure that Are appropriate 5.2.7 [1] 3
defective or obsolete records kept and available?
material is segregated, 1.
reworked, and/or disposed Procedure for identifying and
14 5.2 of properly in order to managing defective and
minimize cost. obsolete material defining the
How is obsolete and defective Internal procedure
material reworked or disposed of process for handling obsolete
in your organization? and defective materials: 1.
Process for rework and
5.2.7 [2] 1
disposition of obsolete and
2. Obsolescence claim

The organization shall How are engineering changes Internal procedure outlining the
have a documented controlled by all involved process for managing
process for managing parties? (e.g. Purchase, engineering changes:
engineering change Engineering, Customer,
throughout the supply Supplier, Materials, 5.3.1 [1] 2
chain. Obsolescence etc.)

15 5.3 1. APQP process

demonstrating SCM functions
How does the organization 1. Shop Floor Layout of
execute revision control on the segregated areas for
shop floor? engineering change material,
5.3.1. [2] 2 obsolescence, scrap, and
quality hold; visual factory

Supplier Interface MMOG/LE Ref: WF

A formal Supply Chain What kind of information is Internal procedure for
Management (SCM) communicated to your sub- communicating responsibilities
agreement shall exist with suppliers, regarding their SCM and agreement with suppliers,
suppliers, sub-contractors responsibilities and how often is sub-contractors, and service
and service providers. it reviewed? 6.2.1 [1] providers:
6.2.1 [2]

1. Supplier Manual to include

How do you define the contracts/Logistics Agreement
Internal procedure outlining the
operational conditions of the with sub-suppliers
operational conditions of
relationship with your suppliers? relationship:
16 6.2 6.2.1 [3] 2

1. Supplier
Do your suppliers have Manual
Internal defining
procedure MMOG/LE,
outlining the
contingency plans implemented? EDI/Web requirements,
requirement for supplier
Capacity verification
contingency plans sheets
6.2.1 [5] 2

1. Supplier Manual
A process for electronic How are material requirements includes contingency
Internal procedure forplans for
data exchange shall be in communicated to your EDI, transportation,
transmitting release packaging,
data via
place with supplier, sub- suppliers? Ford expects all equipment failure, etc.sub-
EDI to sub-suppliers,
contractors and logistics suppliers to communicate via contractors, and service
providers. EDI to sub-suppliers (Traditional 6.3.2 [1] providers:
or Web-based). 3

1. Sub-supplier EDI Capability

Summary Sheet

17 6.3
2. NAC Approval form if
Is the frequency of release Documentation to support
distribution and the planning frequency and planning horizon
horizon appropriate for meeting of EDI transmissions: 1.
17 6.3 Ford's requirements? Procedure or working
instructions for
a) Frequency of releases
provided to sub-suppliers
b) WI how the MRP linked to
6.3.2 [4] 2 the sub-supplier EDI
c) How suppliers verify if the
releases / requirements are
d) How the suppliers confirm
with sub-suppliers on

There is a process in place What type of performance Internal procedure defining the
to assess and monitor the metrics are utilized to track your process for assessing and
capability and performance suppliers delivery performance? monitoring the capability and
of suppliers, sub- performance of your
contractors, and service (Please provide latest example) organization's suppliers,
providers on a regular subcontractors, and service
basis. providers:

1. Procedure defining
the process for assessing the
supply chain partners

6.7.1 [1] 2

2. Charts of metrics of supplier

18 6.7
delivery performance
What is your corrective action Internal procedure to regularly
process regarding the delivery measure and review your
performance of your suppliers? suppliers' performance:
6.7.1 [2] 2

1. Process
for corrective actions; action
Select Red
plan and if any criteria
corrective actionare
marked Red (gray is notsub-
analysis tools with your
Overall Status optional)
Suppliers: ONLY Complete the Supplier Response columns

Supplier Response

Yes/No If No, Please Explain Received


Supplier Response Follow-Up Status Infor

Yes/No List supporting documentation or if No, Please Explain Date 1 Date

Denetimde Kontrol edilecek döküman/açıklama vb maddeler. Status

***QOS prosedürü / talimatı olmalıdır. Ancak bu dökümanda aşağıdaki konular kesinlkle

- Hedefler nasıl belirlenir?
- Metriklerin performansı nasıl ve kimler tarafından ölçülür?
- Metrikler nasıl takip edilir? (Dataların toplanması, takibi gibi..)
- Gözden geçirme toplantıları ne frekansta ve hangi ortamda yapılır?
- Gözden geçirme toplantılarının katılımcı profili nedir?
- Hedefin altında kalan metrikler için aksiyon planları nasıl oluşturulur?
- Toplantı çıktıları şirket içerisinde nasıl iletilir?

*** Firmanın genel organizasyon şeması ve MP&L/SCM bölümünün detaylı organizasyon

şeması olmalı.

*** Metriklerden hedefin altında kalanlar için detaylı bir şekilde aksiyon planının (her ay için
düzenli olarak tutulacak şekilde) olması.

*** Super-G performansının ayrı bir dosyada aylık olarak detaylı bir şekilde tutulması ve
analiz/kök neden/aksiyon çalışmalarının belirtilmesi. (Super-G ekran görüntüsü olarak değil,
grafikler vb. görsellerle)
*** Super-G performansının ayrı bir dosyada aylık olarak detaylı bir şekilde tutulması ve
analiz/kök neden/aksiyon çalışmalarının belirtilmesi. (Super-G ekran görüntüsü olarak değil,
grafikler vb. görsellerle)

***QOS tablosunda
-BTS (gerçekleşen/planlanan üretima adetleri.),
-Sevkiyat hataları (Otosan'dan manuel olarak mail ile gönderilen hata bildirimlerinin
-Siparişlerin otomatik alınması ve ASN'lerin otomatik gönderilmesi sırasında yaşanan hataların
tutulması ve incelenmesi,
-Hurda oranlarının olması gerekmektedir.

***QOS tablosunda
-Alt tedarikçi sevkiyat performanslarının olması (performansın hesaplama metodunun da ayrıca
gösterilmesi gerekir. Hesaplama metodunda olması gereken metrikler;

- Zamanında teslimat performansı

- Doğru miktarda teslimat performansı
- Asn performansı
- Sevkiyat hataları

Bu metriklere belirl %'ler verilerek tedarikçi sevkiyat performansı oluşturulmadır ve bu

performans %'si minimum kalite performans yüzdesi kada olmalıdır.

***QOS tablosunda

-BTS (gerçekleşen/planlanan üretima adetleri.),

-Hurda Oranları
-Stok devir hızı olmalıdır.

Ayrı bir dosyada ise firmanızda kullanılan iç konteynır/kasa/palet gibi envanterlerin aylık
döngüsü ile ilgili analizler olmalıdır (kaç adet vardı, kaç adet döngüde, kaç adet hurda oldu,
tamire gönderildi vb.)
***QOS Tablosunda

--Siparişlerin otomatik alınması ve ASN'lerin otomatik gönderilmesi sırasında yaşanan hataların

tutulması ve incelenmesi,
-Müşteri geri iadeleri
-Tedarikçi geri iadeleri olmalıdır.

***QOS Tablosunda

-Aşırı navlun
-Fazla mesai olmalıdır.
Ayrı bir dosyada ise firmanızda kullanılan iç konteynır/kasa/palet gibi envanterlerin aylık
döngüsü ile ilgili analizler olmalıdır (kaç adet vardı, kaç adet döngüde, kaç adet hurda oldu,
tamire gönderildi vb.) ve Alternatif paketleme örnekleri.

***Düzeltici & Önleyici Faaliyet talimatı/prosedürü (SCM konularını içerek şekilde olmaldır)

***8D hazırlama talimatı, Örnek 8D raporları (SCM ile ilgili konuları içeren)

***8D hazırlama talimatı, Örnek 8D raporları (SCM ile ilgili konuları içeren)
***Lessons learned talimatı, takip tablosu (SCM ile ilgili örnekleri içeren)

***Eğitim prosedürü olmalıdır

***MP&L için polivalans matrisi olmalıdır ve asgari aşağıdaki konuları içermelidir

-Eddl kullanımı
-Super-g kullanımı
-ASN gönderme vb...

***Ford / Otosan'dan alınan eğitimlere ait sertifikalar, eğitim katılım belgeleri.

*** Global Super-G ve E-ddl eğitim katılım sertifikları. (Covisint FSLI'dan alınacak)
***Acil durum eylem talimatı/prosedürü olmalıdır (Üretimi riske atacak konuların ve SCM
konularının olduğu bir talimat) İSİG ile ilgili talimat kabul edilmeyecektir.

***Risk değerlendirme prosedürü/talimatı olmalıdır. Ve bu değerlendirmeye göre çıkan sonuçlar

aşağıdaki maddelerin yanlarına yazılmalıdır.

***Bu talimat ve prosedürlere göre bir acil durum eylem planı olmaldır (excel olarak)

Acil Durum Eylem Planlarında asgari olarak aşağıdaki maddeler yer almalıdır:
- Malzeme/TedarikçiProblemleri (Alternatif Malzeme/Tedarikçi Listesi, Stok Politikası)
- Makina/Ekipman Problemleri (Alternatif Makina/ Kritik Yedek Parça Listesi)
- Nakliyeci Problemleri (Alternatif Nakliyeci Listesi)
- Enerji Problemleri (Elektrik kesintileri için UPS,Jeneratör vb.çözümler)
- IT Problemleri - EDI Bağlantı, ERP problemleri vb. (Mobil İnternet, veri yedekleme,UPS,
alternatif çözümler)
- İşgücü Problemleri (Görev Tanımları ve Polivalans, İK Süreçleri)
- Sendikal Süreçler (Stok ve Depo Politikası, Polivalans, Alt Tedarikçi Sendika Formları)

Bu maddelerin yanında refere dökümanlar, sorumlu kişi/departman, iletişim bilgileri olmalıdır.

***Alt tedarikçilerin coğrafik konumları, transit sürelerini içeren bir supplier geographic map

***İç iletişim listesi ve Ford kontaklarının (nakliyeciler vb. Dahil) iletişim bilgileri olmalıdır. Bu
listede hem üretim problemleri hem de yangın, doğal afet vb. konulardaki sorumluları da olmalı.
(Dışardan destek alınacak acil durum konularında da kimlerle kontak kurulacaksa bu kontakları
içeren ayrı kısa bir liste de olsun. Örneğin yangın, deprem,sel gibi konularda iletişi numaraları

***Eddl 'deki emergency kontak bilgisinin ekran görüntüsü

***Acil durum eylem planında yer alan maddelerle ilgili eğitimler verilmeli, bu eğitimlerin nasıl
yapıldığı ve nasıl değerlendirildiği ile ilgili yazılı döküman olmalıdır. (eğitim katılım formları

***Acil durum eylem planlarındaki maddeler ile ilgili yaşananan konulara ait belgeler. (8D vb.)

***Acil durum eylem planında olan maddelerin ne sıklıkla gözden geçirildiği, herhangi bir
problem yaşandığında önleyici aksiyonların yeterli olup olmadığının kontrolü , gözden geçirmeyi
kimin/hangi ekiplerin yaptığıu ve talimatın revize edilmesi ile ilgili konular birer madde olarak
prosedüre/talimata eklenmiş olmalıdır

***Mühendislik değişiklikleri talimatı/prosedürü ve yeni ürün devreye alma talimatı/prosedürü


Prosedürün/talimatın; değişiklik talebi geldiğinde iç bilgilendirmenin nasıl yapıldığını, süreç akış

diyagramı/ haritasını, onay süreçlerini, gözden geçirme toplantılarının nasıl ve ne sıklıkta
yapıldığıı içermesi gerekmektedir.
***Üretim planlama&kapasite planlama prosedürü olmalıdır.

-Prosedürde siparişlerin nasıl alındığı, malzeme ihtiyaç planlamasının nasıl yapıldığı, üretim
planlarının nasıl yapıldığı ve iş emirlerinin nasıl dağıtıldığı konuları adım adım anlatılmalıdır.

-Üretim planlama yapıldıktan sonra ERP sisteminden nasıl göründüğünün ekran görüntüleri

-Makina/iş gücü kapasite planlamasının nasıl yapıldığının ve son kapasite planlama raporunun
çktısının gösterilmesi gerekmektedir (min 8 haftalık ileriye dönük kapasite doluluk oranlarının

-Kapasitede herhangi bir problem olması durumunda bu konunun eskalasyonunun müşteriye

nasıl yapıldığı prosedürde belirtilmelidir.

***Kapasite doluluk oranlarının GCP'yle 3 ayda 1 karşılaştırılarak kayıt altına alınması

gerekmektedir. (Örnek olarak basit bir tabloda ilgili referansın kapasitesi/programlar/GCP
adetleri/PO adetlerinin görsel olarak gösterilmesi ve karşılaştırılması.)

-GCP kullanma talimatınının kesinlikle olması gerekmektedir.

***Üretim planlama&kapasite planlama prosedürü olmalıdır.

-Prosedürde siparişlerin nasıl alındığı, malzeme ihtiyaç planlamasının nasıl yapıldığı, üretim
planlarının nasıl yapıldığı ve iş emirlerinin nasıl dağıtıldığı konuları adım adım anlatılmalıdır.

-Üretim planlama yapıldıktan sonra ERP sisteminden nasıl göründüğünün ekran görüntüleri
***ERP'de örnek bir referans için;

-BOM yapısı
-Üretim rotaları
-Cycle time
-Lead time (hammdadde/detay malzeme için)
-Emniyet stokları
-Lot miktarları
-Hurda miktarı
-Min .Max stok seviyeleri olmalıdır. Ve ekrarn görüntüleri ile gösterilmelidir.

*** Aşağıdaki maddelerle ilgili talimatların hazırlanması gerekmektedir.


- EDDL ve GSDB Online'de kontakların nasıl güncellenmesi gerektiği ve güncelleme periyodu

- Güncellemeler için ne tip bir hatırlatıcı mekanizma mevcut?

***Sevkiyat hazırlama talimatı olmalıdır (içeriğinde barkod vs. konularının muhakkak olması

-Super G talimatı detaylı bir şekilde olmalıdır (nasıl girilir, nasıl takip edilir, dispute sürec
nasıldır ... )

-Tüm Ford portallarında kullanılan kullanıcı adı ve şifrelerinin geçerliliklerinin ne zaman

biteceği/ne zaman değişim yapılması gerektiği ve şifre kaybı/resetleme konularında kimlerle
görüşüleceği , hangi adılmların izlenmesi gerektiği yazılı bir dökümanda olmalıdır.

***Ford siparişlerinin otomatik olarak EDI aracılığıyla alınması gerekmektedir. Buna dair süreci
anlatan yazılı bir döküman olmalıdır.

***Siparişlerin herhangi bir manuel müdahele olmadan sisteme otomatik olarak aktarılması

Bu konulara ait ekran görüntüleri de eklenmelidir.

***Ford siparişlerinin otomatik olarak EDI aracılığıyla alınması gerekmektedir. Buna dair süreci
anlatan yazılı bir döküman olmalıdır.

***Siparişlerin herhangi bir manuel müdahele olmadan sisteme otomatik olarak aktarılması

Bu konulara ait ekran görüntüleri de eklenmelidir.

***Kasa/ambalajlama yönetim talimatı/prosedürü olmalıdır. Bu dökümanda;

-GPP kullanma talimatı

-Kasa kullanımının durumuna göre Ford ile yapılan anlaşmaların içeriği (kimin mülkiyetinde, vb.)
***Kasa/ambalajlama yönetim talimatı/prosedürü olmalıdır. Bu dökümanda;

- Fiziki gelen kasa adet ve tipiyle irsaliyedeki kasa bilgileri karşılatırılacak.

- Boş kasa/kapak/palet teslim alınırken hasarlı olanlar ve irsaliye ile uyuşmayanlar için tutanak
hazırlanıp CEVA şoförüne imzalatılacak.
- Bu tutanak FO Malzeme Loj. pakeleme ve BORUSAN yetkililerine gönderilecek.
- Hasarlı kasanın arızalı kasa alanına alınması.
- Arızalı kasalar için FO MalzemeLoj.araç talep edilerek, arızalı kasa etiketi ile sevk edilmesi.
- Teslim alınan boş sehpaların irsaliyelerinin orjinalleri saklanacak.
- Boş sehpa alanlarının tanımlı ve sehpaların hasarlanmamasına uygun olması.
- Sevkiyat aşamasında KLT, FLC kasaların kapaksız ve strapsiz gönderilmemesi gerekir.
- Arızalı sehpa ile sevkiyat yapılması gereken durumlarda FO Malzeme Loj. ve paketleme
ekiplerinin onayının alınması gerekir.
- Arızalı sehpa için; Sehpanın 4 tarafına sarı arızalı sehpa etiketi asılmalı, fotoğrafı çekilip araç
sefer numarası ve plaka bilgileri belirtilerek FO tesellüm, paketleme, malzeme loj. ekiplerinin
olduğu mail döngüsünde sevkiyatla ilgili bilgi verilmeli.
- GPP sisteminde kasa bilgileri doğru, güncel ve onaylanmış olmalı.
- Yeni devreye girecek olan parçalar veya paketlemesi değişecek parçalar için seri sevkiyata
geçiş öncesinde paketleme denemeleri prosedüre eklenmeli.

***eddlde paketleme ile ilgili kontak bilgilerinin olduğu ekran görüntüleri olmalıdır.

***GPP'den alternatif paketleme örneği olan bir referansın GPP'deki ekran görüntüsü alınıp
***CMN kullanım talimatı ve buna ait ekran görüntüleri

***Etiketleme talimatı olmalıdır. Etiketler Odette standartalarına uyacak şekilde olmalıdır.

Malzeme kabulünden sevkiyata kadarki tüm süreçlerde etiketler nasıl, nerden alınıyor, üretimde
kasa içi adete gelince otomatik mi ya da iş emri kapatılınca otomatik olarak mı alınıyor, aynı
yazıcılardan alınıyorsa yanlış etiket alınması nasıl engelleniyor gibi konular olmalı.

-Bir talimatta firma içinde kullanılan iç/dış tüm etiketlerin görselleri ve kullanım amaçları ile
birlikte açıklamalı şekilde belirtilmesi gerekmektedir.

-Alt tedarikçiden gelen malzeme, hammadde, yarı mamul ve bitmiş ürün için barkod etiketleri

***Tehlikeli madde, prototip/yeni ürün malzemelerin sevkiyatı gibi konuları anlatan yazılı bir
döküman olmalıdır.
***Barkod kullanımına ait yazılı bir döküman olmalıdır. (hangi süreçlerde, ne şekilde kullanılır

-Üretimde doğru adette ve doğru parçanın kasa etiketi ile karşılaştırılarak (el terminali ile/poke
yokelerle) yerleştirilmesi,

-Sevkiyat sırasında ise, malzemenin depodan toplanması, bitmiş ürünler okutularak irsaliyenin
oluşturulması ve üretim etiketi ile sevkiyat etiketlerinin karşılaştırılması süreçlerinde barkod
uygulamasının kullanılması gerekmektedir.
***ASN çekme talimatı (hem otomatik hem de FOSN'den ASN çekme talimatının olması ve
sevkiyat alanında görsel olarak asılması gerekli)

***Monitorin tool ile ilgili görseller ve bu ekranların ne için kullanıldığına dair ibareler talimata

***Tüm saha maddelerini burda değerlendireceğiz.

Bkz.saha soruları sheeti

Bu maddede gerekli tüm konularda ekran görüntüleri, tanımlama, adresleme fotoğrafları vb.
Görseller olmalı.
***Etiketleme talimatı olmalıdır. Etiketler Odette standartalarına uyacak şekilde olmalıdır.
Malzeme kabulünden sevkiyata kadarki tüm süreçlerde etiketler nasıl, nerden alınıyor, üretimde
kasa içi adete gelince otomatik mi ya da iş emri kapatılınca otomatik olarak mı alınıyor, aynı
yazıcılardan alınıyorsa yanlış etiket alınması nasıl engelleniyor gibi konular olmalı.

-Bir talimatta firma içinde kullanılan iç/dış tüm etiketlerin görselleri ve kullanım amaçları ile
birlikte açıklamalı şekilde belirtilmesi gerekmektedir.

-Alt tedarikçiden gelen malzeme, hammadde, yarı mamul ve bitmiş ürün için barkod etiketleri

***Uygun olmayan ürün/malzeme yönetimi talimatı/prosedürü olmalı.

Bu dökümanda devredışı malzemelere, hurdalara, kaltie redlerine nasıl karar verilir, nasıl bir
işlem uygulanır ve nerde tutulur, sistemde nasıl bir hareket görür, gibi konuların açıklanması

***Depo yönetim talimatı/prosedürü olmalı

Bu dökümanda adreslemenin nasıl yapıldığı baştan sona detaylı olarak açıklanmalıdır.

- Malzeme/Parça bazında adresleme olmalı.

- Tüm depolama alanları tanımlı olmalı.
- Stok alanları adreslenmiş olmalı.
- Sistem stokları ile fiziki stoklar uyumlu olmalı.
- Malzeme akışını gösteren fabrika layout olmalı.
***Depo yönetim talimatı/prosedürü olmalı

Bu dökümanda adreslemenin nasıl yapıldığı baştan sona detaylı olarak açıklanmalıdır.

- Malzeme/Parça bazında adresleme olmalı.

- Tüm depolama alanları tanımlı olmalı.
- Stok alanları adreslenmiş olmalı.
- Sistem stokları ile fiziki stoklar uyumlu olmalı.
- Malzeme akışını gösteren fabrika layout olmalı.

***Kırılgan, tehlikeli ve/veya çalınma riski olan malzemeleri nasıl muhafaza edildiğine dair bir
döküman olmalı.

***Uygun olmayan ürün/malzeme yönetimi talimatı/prosedürü olmalı.

Bu dökümanda devredışı malzemelere, hurdalara, kaltie redlerine nasıl karar verilir, nasıl bir
işlem uygulanır ve nerde tutulur, sistemde nasıl bir hareket görür, gibi konuların açıklanması

***Sayım prosedürü olmalı

-Senelik sayımlar, cycle countların nasıl yapıldığı, sorumlu bölümler, sayımda nasıl bir analiz
yapıldığı (A,B,C, vs.), kapsam dışı bırakılan bir metrik olup olmadığı, sonuçların analizlerinin
neye göre yapıldığı ve nasıl aksiyon planlarının alındığı , çıkan farklarla ilgili sistemde
düzeltmeler gerekiyorsa bunu hangi ekip/kişilerin yaptığı , sayım sonucuna kimlerin onay verdiği
konuları prosedürde anlatılmalı.

-Son sayımlara ait örnekler ve aksiyon planları

***Hasarlı malzeme yönetim talimatı vb. bir diküman olmalıdır.

-Hasarlı malzemelerin hurdalama, geri dönüşüm süreçleri gibi süreçleri anlatan bir döküman

***Hasarlı malzeme yönetim talimatı vb. bir diküman olmalıdır.

-Hasarlı malzemelerin hurdalama, geri dönüşüm süreçleri gibi süreçleri anlatan bir döküman

***Mühendislik değişiklikleri talimatı/prosedürü ve ve yeni ürün devreye alma talimatı/prosedürü


Prosedürün/talimatın; değişiklik talebi geldiğinde iç bilgilendirmenin nasıl yapıldığını, süreç akış

diyagramı/ haritasını, onay süreçlerini, gözden geçirme toplantılarının nasıl ve ne sıklıkta
yapıldığıı içermesi gerekmektedir.

-APQP prosesi olmalı.

***Karantina alanı yönetim talimatı vb. bir döküman olmalı.

Karantina alanı görselleri olmalı.

***Tedarik zinciri sözleşmesi, satınalma sözleşmesi, tedarikçi seçme ve değerlendirme dökümanı
vb. Talimat/prosedürler olmalıdır.

Bu sözleşmelerde alt tedarikçiler ve sevis sağlayıcılarla lojstik süreçlerinin nasıl ilerleyeceği

konuları (paketleme,nakliye sorumluluğu, sevkiyat süreçleri vb.) belirtilmelidir.

***Tedarik zinciri sözleşmesi, satınalma sözleşmesi, tedarikçi seçme ve değerlendirme dökümanı

vb. Talimat/prosedürler olmalıdır.

Bu sözleşmelerde alt tedarikçiler ve sevis sağlayıcılarla olan iletişimde MMOG gerekliliklerinden

ve sorumluluklardan kesinlikle bahsedilmelidir. (edı/web edı gerekliliği, kapasite onaylarının ve
doğrulamalarının nasıl olacağı vb. )

-Alt tedarikçiler ile yaşanabilecek acil durumlara yönelik, acil durum eylem planı talep edilmeli ya
da belirli bir format hazırlanarak alt tedarikçilerin uyması sağlanmalı.
- Bu planlar, EDI Problemleri, nakliye, ambalajlama, ekipman arızaları vs. içermelidir.
- Acil Durum Eylem Planındaki her bir madde için risk değerlendirme yapılmalıdır.

Bu konulara ait dökümanlar olmalıdır.

- Alt tedarikçilere siparişler EDI/web EDI ile gönderilmeldir.

- Alt tedarikçilere gönderilen siparişler müşteri ihtiyaçları ile uyumlu olmalı. (müşteri
siparişlerinden beslenmeli)
- Alt tedarikçiler sevkiyat yaptıklarında EDI/webEDI ile ASN göndermelidir.

Sub- Supplier EDI capabilitiy sheet kesinlikle doldurulmalıdır.

Ayrıca konu ile ilgili ekran görüntüleri de ingilizce açıklamalarla hazırlanmalıdır.

***Alt tedarikçilerle iletişi tarifleyen bir döküman olmalıdır. EDI ya da WEB EDI hangisi ile olursa
olsun, programların nasıl iletildiği, ne sıklıkta ve ne kadarlık bir süreyi içren programlar olduğu,bu
programlarınkendi ERP sistemizle nasıl entegre çalıştığı, alt tedarikçilerin bu bilgileri nasıl alıp
onay vereceği konularının detaylı bir şekilde açıklanması gerekmektedir.

Bu maddede dökümana ilave olarak portal manuel'i de eklenebilir.

***Alt tedarikçi seçme&değerlendirme talimatı şeklinde bir döküman olmalıdır.

Bu dökümanda alt tedarikçilerin nasıl denetleneceği, hangi soruların sorulacağı ve nasıl

değerlendirileceği açıklanmalı.

Alt tedarikçiler için MMOG/LE Basic vb. denetim araçları kullanılmalı.

Denetim kitapçığında Tedarik Zinciri Fonksiyonları ve Süreçleri ile ilgili maddeler mutlaka olmalı.

-Alt tedarikçi sevkiyat performanslarının olması (performansın hesaplama metodunun da ayrıca
gösterilmesi) gerekir. Bunu anlatan bir talimat olmalıdır. Hesaplama metodunda olması gereken

- Zamanında teslimat performansı

- Doğru miktarda teslimat performansı
- Asn performansı
- Sevkiyat hataları

Bu metriklere belirli %'ler verilerek tedarikçi sevkiyat performansı oluşturulmadır ve bu

performans %'si minimum kalite performans yüzdesi kada olmalıdır.
***Alt tedarikçi seçme&değerlendirme talimatı şeklinde bir döküman olmalıdır.

-Eksik olan konularda aksiyon planlarının oluşturulması gerekmektedir.

For Ford Use Only

For Ford Use Only

Follow-Up Status Information: Green, Yellow, Red, Gray

2 Date 3 Date 4 Notes

Status Status Status

Saha Soruları OK NOK

Hammadde/Yardımcı Malzeme araç geldiğinde
yanaştığı yer yeterli mi ?

Gelen malzeme aracı ile sevkiyat aracı aynı
kapıya mı yanaşıyor ?
3 Teslim Tesellüm Alanı Var mı ? Tanımlı mı ?
4 İdari kabul süreci nasıl yapılıyor ?
( Manuel kontrol, barkodlu kabul vs )
5 İdari kabulu yapılan malzeme için firma
barkodlu etiketi alınabiliyor mu ?

İdari kabulu yapılan malzemeye GKK sistem
üzerinden onay veriyor mu ?

İdari kabulu yapılan malzeme GKK tarafından

7 red edildiğinde yapılan işlem nedir ?
( Red/Karantina alanı var mı ?

Malzeme kabulunde red edilen malzemeler
Red/Karantina depoya alınıyor mu ?

Red/Karantina alanındaki malzemelerin

üzerinde Red etiketleri var mı ? Red etiketi
9 üzerindeki açıklamalar yeterli mi ? Red alanı
kilitli mi ? Red alanındaki malzemelerle sistem
stoğu uyuşuyor mu ?

Sistemde tanımlı hammadde/yardımcı

10 malzeme, Red depo tanımı var mı ? GKK onayı
verilen malzemeler depoya nasıl aktarılıyor ?

Hammadde/Yardımcı Malzeme deposu tanımlı

11 mı ? ( plaka vb görsel araçlar ) Raf adresleri
barkodlu mu ?
Hammadde/Yardımcı Malzeme deposuna
gelen malzemeler raflara nasıl yerleştiriliyor ? (
Raf barkodu / Maleme barkodu eşleştirilmesi
gibi )

Hammadde / Yardımcı Malzeme deposundan

13 malzeme isteği nasıl yapılıyor ? ( manuel,
sistem üzerinden, malzeme istek fişi vs )

Hammadde/Yardımcı Malzeme deposunda
FIFO nasıl uygulanıyor ?

Üretimde, depodan malzeme isteği nasıl
gerçekleşiyor ?
Üretimde iş emirleri nasıl oluşuyor ? ( iş emri
örnekleri bakılacak)

Üretim birden çok proses varsa yarımamuller
nasıl izleniyor ? ( Barkodlu takip vs )

Üretimde karışık parça durumunu önleyecek
bir sistem var mı ?
Üretimde, bitmiş ürünler red olduğunda
yapılan işlem nedir ? Ayrı bir red depo var mı
yoksa malzeme kabulle aynı red depo mu
kullanılıyor ?

Üretimden bitmiş ürünler bitmiş ürün
deposuna nasıl aktarılıyor ?

Kritik yedek parça ekipmanlar nerede

21 tutuluyor ? Sahada ve sistem üzerinden tanımlı
alanları mevcut mu ? Takibi nasıl yapılıyor ?

Bitmiş ürün stok alanı tanımlı mı ? Raf
adreslemeleri nasıl yapılıyor ?

Bitmiş ürün stok alanında FIFO nasıl
uygulanıyor ?

Bitmiş ürün stoklarıyla sistem stokları uyumu
mevcut mu ?

Sevkiyat günü malzemeler depodan nasıl
toplanıyor ? Sevkiyat checklisti var mı ?

Sevkiyat için tanımlı bir alan var mı ? Ford
sevkiyat alanı mevcut mu ?
27 Boş kasa, arızalı kasa alanları tanımlı mı ?
Sevkiyat alanında sundurma var mı ? Yükleme
kapalı alanda mı yapılıyor ?

Sevkiyat aracının yanaşacağı yer uygun mu ?
Yeterli sayıda dock var mı ?
Sevkiyat ofisinde gerekli talimatlar var mı ve
görsel mi ? FOSN kullanma talimatı, Otomatik /
Manuel ASN çekme Talimatı, Sevkiyat
hazırlama talimatı var mı ?

Sevkiyat gerçekleştikten sonra ASN nasıl
gönderiliyor ?

Genel anlamda saha düzeni, tanımlı alanlar,
tanımsız alanlar kontrol edilecek.
33 Diğer yorumlar.
What is Objective Evidence?
What is Objective Evidence?

Evidence should be:

•Obtained for all MMOG/LE criteria
•Should include customer specifics as required
•Organized and readily accessible upon Ford’s or internal request
•Noted in the “Comments” section for each criteria

Evidence must be objective and not subjective:

• Work Instructions are required for all criteria and
• All other evidence is considered supplemental information

Definition of Work Instruction:

• Documented procedures/work instructions, documents, including records, determined by the organization to be

necessary to ensure the effective planning, operation, and control of its processes

aThe term “documented procedure” means that the procedure is established, documented, implement
and maintained by the organization. (ISO/TS 16949)
What is the Purpose of a WI?
• Ensure sustainability of processes through:
• Training personnel (e.g., new hires, relief coverage, backups)
• Daily desk procedures
• Job aids
• Outlining contingency plans
• Basis of operational performance metrics against targets
• Used as tool to measure performance against objectives

Example of Work Instruction

• Please note that this is ONLY an example but not a complete WI which should have more detail of the process
* To view the entire document right click on the document and select 'Document Object and 'Open'
What should WI include?
ØWork instructions should include:
üStep by step instructions
üPerson(s) responsible
üCustomer specifics
üCustomer references
üError handling
üReferences to additional documents, websites and work instructions
üDocument revision record
üDefinition of acronyms
üValidation processes
Support Materials/Websites

Please note that MP&L-in-a-Box is the central repository of information for Ford production suppliers. This website provides access
Ford's manuals, documents, and websites needed to understand and meet production requirements. Use of these documents by
suppliers will assist Ford in the promotion of fundamental materials management systems that provide for outstanding delivery
performance, exceptional customer satisfaction, and continuous improvement. Suppliers should visit MP&L-in-a-Box regularly to en
they are keeping updated on the Ford’s MP&L requirements (MMOG/LE 4.1.1).

Additional support materials and websites include:

Ford MP&L-in-a-Box:

MP&L Supplier Reference Guide for Production:

Ford Supplier Improvement Metrics (SIM):

Ford Supplier Delivery Performance Manual:

Global Terms & Conditions (GTC) Web-Guides:

Automotive Industry Action Group (AIAG):
Odette International:
Frequently Asked Question (FAQs)
Below we have compiled frequently asked questions from suppliers and the
reciprocating answer. Please take the time to review the FAQs prior to contacting your Supplier Delivery
Performance Specialist.

1) Who is the Supplier Delivery Performance Specialist (SDPS) assigned to my site?

ANSWER – The SDPS contact information is posted on the Contacts tab of SUPER-G. The entire list of
NA SMPG contacts is posted on MP&L-in-a-Box at

2) How does MMOG/LE impact the Ford Q1 program?

ANSWER – Effective 8/1/2002, an updated MMOG/LE Assessment is required annually. To be

considered compliant for Q1, your MMOG/LE compliance level from the Assessment must be level A.
The Ford Supplier Manufacturing Performance Group (SMPG) or Supplier Manufacturing Readiness
Team (SMRT) will conduct audits of various sites and review evidence to support the actual MMOG/LE
compliance level. Sites that are found to be assessed at a MMOG/LE level other than level A (level B or
C) will be subject to the removal of Ford MP&L endorsement and potentially Q1 revocation.

3) Purchasing has agreed that my organization does not have to be MMOG/LE compliant. Will MP&L
still endorse my organization?
ANSWER – No. MMOG/LE level "A" is a requirement for all Q1 suppliers. Suppliers that are not
MMOG/LE level "A" cannot be endorsed by MP&L. These suppliers should submit a request to their
Ford Buyer to be waived from meeting Q1 requirements.

IMPORTANT NOTE: If your organization is waived for Q1, it is important to note that your organization
will still be required to meet the Ford MP&L and delivery rating requirements. Failure to meet our
performance requirement could result in MP&L submitting a request to have the Q1 waiver rescinded.

4) When petitioning for the MP&L Q1 Endorsement, if the ship site has already attained Q1 status,
does the MMOG/LE supporting evidence pertaining to the ship site still have to be submitted to
confirm compliance?

ANSWER – Yes. Ford requires that the MMOG/LE package must be submitted as one joint, global
assessment, which includes the manufacturing site and all associated ship site(s). Resources (e.g.
procedures, employees, systems) can be shared, but it must be documented and all sites are
responsible for ensuring compliance. Where automation is required, all sites must comply. Each
criterion should be answered based on the worst performing site. For example, if one ship site scans to
create the ASN (criterion 4.3.2), but a second ship site does not, then the criterion should be marked as

5) My organization has a timeline in place to become MMOG/LE compliant but it extends beyond
our Q1 target date. Will MP&L endorse our site as long as we remain committed to the timeline?
ANSWER – No. Suppliers must be fully compliant to MMOG/LE before SMPG will issue an
endorsement. SMPG cannot accurately assess an organization until all the required processes have
been put in place. Once SMPG issues the MP&L Endorsement, they have signaled to all of Ford that
your organization has already met all of the Q1 standards for MP&L.

6) Another one of our customers have already signed off on our MMOG/LE assessment, does Ford
still need to assess our site?

ANSWER – Yes. Please note that many MMOG/LE criteria indicate that you must comply with
customer specific requirements. While your organization could meet the standards of one customer
you may still be non-compliant to another customer's requirements. It is important that you seek out
and understand the requirements of each individual customer in order to ensure that you are truly
compliant to all MMOG/LE criteria.

7) My organization ships to multiple regions (e.g. Europe/Turkey, Asia, and South America); do I
have to complete a separate MMOG/LE Assessment for each region?
ANSWER – No. MMOG/LE is a global assessment and should take into consider all regions your
organization suppliers for both Production and Service.

8) A MP&L Representative in another region (e.g. Europe/Turkey, Asia, and South America) already
signed off on our MMOG/LE assessment; do other regions I ship to still need to assess our site?
ANSWER – Yes. The intent of the MMOG/LE review is to validate that suppliers have documented
processes that ensures they clearly understand and can consistently support Ford's global MP&L and
delivery requirements. The MP&L Representatives in one region is not necessarily knowledgeable
enough on the requirements for all Ford regions in order to properly assess whether a supplier is
compliant with our processes. Therefore, suppliers must submit their MMOG/LE to all regions for audit

9) I already have an old version of MMOG/LE. Can I use it to petition for the MP&L Endorsement?

ANSWER – No. Effective 1/1/2015, all suppliers petitioning for the global MP&L Endorsement must do
so using MMOG/LE version 4, published 5/2014. A copy of the MMOG/LE Assessment can be
purchased through AIAG at or Odette at

10) English is not my organization's native language; can I submit my MMOG/LE Assessment in our
native language?

ANSWER – No. Please note that suppliers shipping to plants rated by Ford North America are expected
to be able to communicate in English. Ford does not have translators on staff in the MP&L organization.
Consequently, documents submitted in any other language cannot be reviewed. In order to complete a
thorough and effective review, we must be able to interpret the documentation. AIAG provides an
English version of MMOG/LE with all other translations.

11) What should I do if I believe that a criterion is "non applicable" to my organization?

ANSWER –The Global MMOG/LE is a best practice evaluation tool that comprises the fundamental
logistics activities required to be undertaken within an organization. However, there may be
exceptional cases where an organization believes they do not undertake certain logistics activities
because of the nature of their business with Ford and hence a particular question or group of
questions is “irrelevant or not applicable”. Ford NA Production Suppliers submit a "MMOG Request for
Non Applicable Criteria (NAC) Approval" from to their Supplier Performance Delivery Specialist (SDPS)
before recording a criterion as "non applicable". If the SDPS concurs, a NAC approval number will be
provided and should be recorded in the "Customer Approval for Non Applicable Criteria" section of the
"Scoring Summary" worksheet in the MMOG/LE Assessment document. The name and email address
of the SDPS providing the approval, NAC approval number and date, and the reason the criteria is
considered non applicable should all be recorded in the "Comments" section of the "Assessment"
worksheet. Please note that non applicable criteria may vary by customer and Ford requires all
suppliers to be EDI capable regardless of whether it is being currently used.

12) My site is trying to petition for the Ford MP&L Endorsement, but the ship site has poor rating
unrelated to my organization. Can you please overlook the rating so that my site can be endorsed?

ANSWER – No. The Q1 scoring process for the delivery rating applies the SAME score to ALL
manufacturing sites that utilize a common ship point. Therefore, the delivery rating for the common
ship site will impact the Q1 status and/or eligibility for all associated manufacturing sites. This is one
example where Ford encourages its suppliers to utilize their Corporate Delivery Champions to leverage
support to engage poor performing manufacturing sites.

13) When petitioning for the MP&L Q1 Endorsement, do I have to submit the MMOG/LE evidence
ANSWER – Yes/No. When the Q1 petition package is initially submitted, Ford only requires a selection
of objective evidence be submitted. This evidence should be submitted electronically. Instructions are
outlined in
%20MPL%20Endorsement.pdf. However, when completing the assessment, suppliers are required to
prepare objective evidence to support all criteria.

NOTE: Suppliers are no longer required to maintain a physical evidence book. They are however
required have to have their MMOG/LE objective evidence organized and readily accessible upon

14) A lot of the questions listed in the Global MMOG/LE documents are addressed in ISO/TS 16949.
Can the ISO/TS 16949 documents be used for MMOG/LE?

ANSWER – Yes. The MMOG/LE document was designed to complement the ISO/TS 16949 process.
Suppliers are encouraged to assess their ISO/TS 16949 documents to confirm MMOG/LE compliance,
and the delivery requirements are integrated into the ISO/TS documentation.

15) Can print screens be submitted as supporting evidence?

ANSWER – Yes/No. Print screens and examples can be used as supporting documents for the objective
evidence, but documented procedures and/or work instructions should be submitted as the actual
objective evidence.

16) Are suppliers required to utilize the Global MMOG/LE document to assess their sub-suppliers?
ANSWER – No. While the Global MMOG/LE v4 document would certainly be recommended, it is at the
suppliers’ discretion to choose MMOG/LE or an equivalent process to assess their sub-suppliers.

17) Based on MMOG/LE, what is the proper way to create a master label for my shipping ASN
process? Am I supposed to scan every container to do so?

ANSWER – A master label needs to be reconciled with its associated boxes, containers, etc. Based on
software programs, some companies scan all containers in order to create the master label. Others
create the master label first, which is then associated to a specific number of containers and reconciled
via serial numbers for control. It is not acceptable to scan the master label only if there is no
verification of the individual containers associated with the master label.

18) For ASN generation/verification, must I scan the bar-code labels as material is loaded onto the
conveyance versus a "staging" area?
ANSWER – The scanning of the label must take place at the last possible point in the shipment process.
Some companies use tags that contain tear-off "stubs" that are pulled off as the containers are loaded
and then scanned for verification purposes.

19) MMOG/LE used to indicate that a timeline can be in place according to customer
requirements. What is an acceptable timeline for Ford?

ANSWER – Effective 12/31/2007, actions plans are no longer be accepted by Ford. Ford production
suppliers who have not fully implemented traditional or web-based EDI with 100% of all Ford sub-
suppliers will be considered non-compliant in this criterion. If you believe this criterion is not applicable
to one or more sub-suppliers, you must consult your SDPS, before marking this criterion as compliant.
20) MMOG/LE requires the integration of shipment notification into receiving system without
manual intervention. Is this now expected by Ford and the other OEM's?

ANSWER – Yes. An action plan is no longer acceptable. Suppliers should ensure that they understand
the customer requirements for their OEMs (firm timing will be addressed in subsequent revisions of
MMOG/LE as well as addressed internally by the OEM's with their suppliers).

21) MMOG/LE 3.4.1 requires the integration of customer requirements from the weekly 830
(planning) and daily 862 (ship requirements) into the organization's (includes ship point AND
manufacturing location if different from ship point) releasing system by electronic means.
ANSWER – It is expected that the customer requirements are:
a) Automatically sent to the ERP/MRP system (ship point AND manufacturing location, if
different than ship point),

b) Processed directly into the facility's planning and scheduling systems without human
intervention (which could compromise the timeliness and integrity of the information), and

c) Utilized for the creation of the daily shop floor schedule and forecast manufacturing
operating plans.





Advanced Product Quality

Planning (APQP)

Advanced Quality Planning


Advanced Shipping (or Ship)

Notice (ASN)




Balance out

Bar Code / Bar Code



Bill of Lading

Bill of Lading (master)

Bill of Material (BOM)




Changeover (or setup)





Continual Improvement



Corporate Responsibility

Corrective and Preventive


Cum Start Date

Cum-Based System

Cumulative Quantities (CUMS)

Ford Centrally Owned

Containers (COC)

Customer Requirements

Cycle Counting


Delivery Order Reference or



Demand Variability


Direct Marking




Electronic Communication

Electronic Data Interchange


Enterprise Resource Planning




Finished Goods / Parts

First in First Out (FIFO)

Internal Customer

Internal Supplier


Inventory Transactions



Key Performance Indicator



Lead Logistics Provider (LLP)

Lead Time




Logistics Service Provider (LSP)


Master Label

Master Production Schedule


Material Authorization

Material Flow Diagram

Material Requirements
Planning (MRP)


Non Applicable (N/A)

Non Applicable Criterion(NAC)






Partial Lot


Perpetual Inventory

Phase out

Physical Inventory


Portal / Web Portal


Premium Freight


Problem Solving


Product Part Approval Process

Product Realization


Production Part

Pull System

Quality Management System


Quality Operating System


Receiving Discrepancies


Returnable Container

Risk Management

Root Cause




Scrap Rate

Self Assessment

Service Parts

Shipment Identification
Number (SID)

Storage Location

Sub Supplier


Supplier Schedules

Supply Chain

Supply Chain Management


SWOT Analysis

Third Party

Throughput Time


Tier 1…n

Transit Time

Value Added

Vendor Managed Inventory

Verifying Assessor


Visual Management



Window Time


Work in Process (WIP)

Workplace Organization
Planning Schedule with Release Capability Transaction Set - ASC X12 standard for the Planning Schedule

Ship /Notice /Manifest Transaction Set - ASC X12 standard for the Advanced Ship Notice (ASN)

Shipping Schedule Transaction Set - ASC X12 standard for the Ship Schedule

Production Sequence Transaction Set - ASC X12 standard for the In-sequence Ship Schedule

Functional Acknowledgment - ASC X12 standard for receipt of ASN

Advanced product quality planning (APQP) is a framework of procedures and techniques used to develop
products in industry, particularly the automotive industry. Advanced Quality Planning embodies the concepts
of error prevention and continual improvement, and is used in a multidisciplinary approach. synonymous with

Advanced product quality planning (AQP) is a framework of procedures and techniques used to develop
products in industry, particularly the automotive industry. Advanced Quality Planning embodies the concepts
of error prevention and continual improvement, and is used in a multidisciplinary approach. synonymous with

An EDI transaction listing the contents of a shipment of goods as well as additional information relating to the
shipment including order information, product description, physical characteristics, packaging type, marking,
carrier information and configuration of goods within the transportation equipment. The ASN completes the JIT
cycle, and when used in conjunction with bar coded shipping labels, it virtually eliminates manual receiving
functions by moving data accounting records for electronic payment, reducing the need for traditional invoicing

abbreviation, Automotive Industry Action Group - A trade association working to increase member productivity
through a cooperative effort of North American vehicle manufacturers and their suppliers.

Advance Shipping (or Ship) Notice

The evaluation of achievement against a specified requirement/standard.

The person responsible for conducting the MMOG/LE assessment.

The final quantity required by a customer before the item is discontinued from production.

The combination of symbol characters and features required by a particular symbology, including quiet zones,
start and stop characters, data characters, check characters, and other auxiliary patterns, which together form a
complete scannable entity.

The process of comparing current performance against the practices of other leading Organizations for the
purpose of improving performance. Companies also benchmark internally by tracking and comparing current
performance with past performance.

A legal document generated by a shipper to consign a load to a carrier or transfer responsibility to a carrier. A
bill of lading includes information such as number of cartons, weight, carrier, ship-to address, etc.

A consolidated bill of lading, covering a number of individual bills of lading.

Total list of all components and materials required to manufacture and/or assemble a particular item.

The point in a process that limits total output.

A quantity of materials used to protect against process variability.

A set of operations that establish, under specified conditions, the relationship between a measuring device and
a traceable standard of known reference value and uncertainty.

The highest number of units that can be consistently produced in a given period of time. Generally expressed in
time increments of both straight time and maximum sustainable overtime levels.
The amount of time taken to change a process over from the last part of a production run to the first good
repeatable part of the next production run.

Centrally Owned containers or “COCs” are owned by Ford corporate. The containers are managed by MP&L
central staff and are loaned to operations for moving parts between Ford facilities and Supplier shipping

A category of similar physical substances or products (e.g., electronics, metals) which are interchangeable.

A receptacle, expandable or flexible, covering for shipping goods. Example is a carton, case, box, bucket, drum,
bin, bottle, bundle, or bag, that an item is packed and shipped in.

An event that may occur but that is not likely or intended; a possibility.

The operational philosophy that makes best use of the talents within the Company to produce products of
increasing quality for our customers in an increasingly efficient way that protects the return on investment to
our stockholders. This is a dynamic strategy designed to enhance the strength of the Company in the face of
present and future market conditions. It contrasts with any static strategy that accepts (explicitly or implicitly)
some particular level of outgoing nonconformance as inevitable.

Syntax acknowledgment - UN/EDI standard for receipt of ASN within United Nations (UN)

Equipment used to move parts and or containers (sea containers, semi trailers, and rail cars).

An organization's sense of responsibility towards the impacts of their activities on the public interest including
the environment, employment, communities, stakeholders, and society.

Action to eliminate a detected nonconformity.

Corrective Action - Action taken to eliminate the causes of an existing nonconformity or other undesirable
situation (when the problem has already occurred) in order to prevent recurrence.

Preventive Action - Action taken to eliminate the causes of a potential nonconformity or other undesirable
situation (when the problem has not been submited) in order to prevent occurrence.

The Customs-Trade Partnership Against Terrorism (C-TPAT) is a voluntary supply chain security program led by
U.S. Customs and Border Protection (CBP) and focused on improving the security of private companies' supply
chains with respect to terrorism.

The date that the customer specifies he will begin counting. Used in a cum-based system.

A system that uses the cumulative quantity received and cumulative quantity shipped to calculate net quantities
required and past due quantities.

A running total as a count of parts shipped or received in a series or sequence of shipments.

Centrally Owned containers or “COCs” are owned by Ford corporate. The containers are managed by MP&L
central staff and are loaned to operations for moving parts between Ford facilities and part supply locations.

The requirements or specifications from the original equipment manufacturer (typically the automobile

A method of auditing inventory accuracy by counting only specified parts/material on a predetermined


UN/EDIFACT standard for the delivery forecast with release capabilities.

A number used for tracking an order (represents a quantity ordered and a delivery or ship date).

UN/EDIFACT standard for the Delivery Just-in-Time material release.

Fluctuations in demand from one release to another for the same period.
1. Holding a ship, freight car, or other cargo conveyance during loading or unloading beyond the scheduled time
of departure.
2. Compensation paid for such a delay.

DESADV EDIFACT EDI message for the Ship Notice Dispatch Advice. Message specifies details for goods
dispatched or ready to be shipped.

An additive or deductive process to establish traceability.

Packaging material that protects the product during transit.

abbreviation, Electronic Data Interchange

EDI for Administration, Commerce, and Transport. A set of United Nation rules for electronic data interchange.

Conducting business electronically via traditional EDI technologies or online by the internet.

The computer-to-computer exchange of formatted data between trading partners in a standard format and
syntax (e.g., ANSI ASC X12, UN/EDIFACT, VDA).

Software that integrates internal and external management information across an entire organization,
embracing finance/accounting, manufacturing, sales and service.

abbreviation, Enterprise Resource Planning

abbreviation, First In First Out

Produced items, ready for transfer to the customer.

Inventory management process ensuring that the first received is the first used.

The next process, operation or function within an organization.

The previous process, operation or function within an organization.

Material, supplies and/or finished goods held for future use or sale. Inventory buffers the production process
against the uncertainty of demand, the variability of the process, and the cycle time of the process.

Inventory transactions document the quantitative change in inventory due to a business event or transaction
(e.g., supplier receipt). In addition to the inventory impact of the event (i.e., the actual receipt quantity of a
part), inventory transactions also record contextual information about the event. In the case of a supplier
receipt, contextual information could include the supplier, date/time of the receipt, part lot number, etc.

A quality management system that provides for continual improvement, emphasizing defect prevention and the
reduction of variation and waste in the supply chain. ISO/TS16949 applies to the design/development,
production and, when relevant, installation and servicing of automotive-related products. It is based on

A pull replenishment system used at a stock point in which a supply batch is ordered based upon a usage of a
previous batch.

Financial and non-financial metrics used to help an organization define and measure progress toward
organizational goals.

abbreviation, Key Performance Indicator

A logistics operator contracted to manage material flow between supplier and customer. Also referred to as 3rd
Party Logistics Provider.

1. The time interval between the conception or designing of a product and its actual production.
2. The time interval between the placing of an order and the delivery of the product or service
Identifying and eliminating any process or activity within the manufacturing system that the customer will not
pay for which may be regarded as non-added value or waste.

abbreviation, Lead Logistics Provider

The process of planning, implementing and controlling the efficient, effective flow and storage of goods,
services and related information from point of origin to point of consumption for the purpose of conforming to
customer requirements.

In an industrial context, the art and science of obtaining, producing and distributing material and product in the
proper place and proper quantities.

Party providing logistics services, such as warehousing, repacking products, distribution, assembly, sequencing,
and cross docking

A quantity of homogeneous material either manufactured or received.

A label used to identify and summarize the contents of a multiple pack or unit load of common items (sharing a
single part number), such as a pallet.

An aggregation of independent material requirements used as input to the Material Requirements Planning

The amount of material that the customer is authorizing a supplier to either purchase (RAW) or produce (FAB).
If the customer should cancel this order, the customer will pay the supplier for any material that the customer
authorized. It is important for the balance-out process to track the highest value of RAW and FAB

A graphic representation of a material flow process.

A time-phased replenishment system to support production and/or manufacturing processes. It is generally

identified with material/inventory control processes.

abbreviation, Maintenance, Repair, and Operating Supplies – Purchased items not included into the finished
abbreviation, Material Requirements Planning

N/A or n/a is, a common abbreviation for not available or not applicable, used to indicate the deliberate
omission of information from a table or listing.

A criterion that has been identified by the assessor as being not applicable to the organization being assessed.

Failure to comply with a requirement.

Out-of-date material designated for disposal. Obsolete material should be controlled in a manner similar to
nonconforming product (e.g. Corrective and Preventive Action taken).

An original equipment manufacturer or OEM is typically a company which uses a component made by a second
company in its own product, or sells the product of the second company under its own brand.

A group of people and facilities with an arrangement of responsibilities, authorities and relationships (e.g.,
corporation, company, firm, institution or association.)

abbreviation, Production Part Approval Process

The amount left over from a production run that is insufficient to fill a container or package to the customer’s
required ship quantity.

A performance measurement that represents the percentage of on-time deliveries to the customer.

1. The inventory as represented in computer records, used to reconcile against physical inventory. 2. A
structured approach to taking a physical inventory and then reconciling to computer records, followed where
necessary by corrective action. The accuracy of the data is used as a performance metric.

Process Failure Mode and Effects Analysis - A methodology for assessing the weaknesses of production
processes and the potential effects of process failures on the product being produced.
The final quantity required by a customer before the item is discontinued from production.

Physical inventory is a process where an organization physically counts its entire inventory. A physical inventory
may be mandated by financial accounting rules or the tax regulations to place an accurate value on the
inventory, or the organization may need to count inventory so component parts or raw materials can be
restocked. Organizations may use several different tactics to minimize the disruption caused by physical

The practice of designing products or processes in a manner that prevents or minimizes the probability of
human or mechanical error.

A web based Portal is an Internet-based solution provided by an organization for sub suppliers. This solution
provides access, with limited human interaction, to the organization's Supply chain related data. For example,
the sub supplier can view as well as download forecast and schedule information and upload or manually enter
ASN data. These solutions often provide access or viewing to other supply chain related data such as
performance data, invoices, consigned inventory, bar code labels, etc.

A generic part qualification process used to determine if all customer requirements are understood by a
supplier and if the process has the potential to produce product meeting requirements on a production basis.

Extra costs or charges incurred additional to contracted delivery. NOTE This can be caused by method, quantity,
unscheduled or late deliveries, etc.

Manufacture or assembly using production parts and processes prior to continuous scheduled output.

A structured, repeatable process where the root cause(s) of the problem is identified and a corrective or
preventive action is implemented.

Documented processes that are normally used when work affects more than one function or department of an

The combination of people, equipment, materials, methods, measurement and environment that produce
output – a given product or service. A process can involve any aspect of the business. “6M’s” is a catch phrase
sometimes used to describe a process: Man, Material, Method, Machine, Mother Nature, and Measurement.
Generic requirements for production part approval for all production and service commodities, including bulk
materials. It applies equally whether parts are produced internally or externally by outside suppliers.

Product realization refers to the interconnected processes that are used throughout all product life cycle phases
and result in high quality products. The process of design for both product and process as defined within

The physical process where value added activity takes place.

Manufactured at the production site using the production tooling, gaging, process, materials, operators,
environment, and process settings, e.g., feeds/speeds/cycle times/pressures/temperatures.

Method of ordering where a fixed stock is held for every item and orders are issued for the immediate
replacement of any items that are removed from stock.

Quality Management System - ISO/TS16949, in conjunction with ISO9001 defines the approach to quality
management for the design and development, production and when relevant, installation and service of
automotive related products. ISO/TS16949 represents the new global quality management requirements for
the automotive sector and replaces QS9000, VDA6.1, AVSQ and EAQF as automotive requirements.

QOS is a systematic, disciplined approach that uses standardized tools and methods to manage a business and
achieve ever-increasing levels of customer satisfaction

Variance between documented receipts (ASN) and physical receipts.

An order of material against a blanket purchase order. A release tells the supplier what, when, how much, and
to whom to ship. Some common EDI documents used for releasing are the X12 830, the EDIFACT DELFOR, and
the X12 862.

Shipping container of any material designed to be used for more than one shipment.
Radio Frequency Identification - Systems that read and or write data to RF tags that are present in a radio
frequency field projected from RF reading / writing equipment.

The techniques used to minimize and prevent accidental loss to a business.

The assignable source of variation that affects all the individual values of the process output and /or
phenomena being studied.

Information detailing the method of manufacturing of a particular item. It includes (at a minimum) the
operations to be performed, the work centers involved and the standards for setup and run time. In some
companies, the routing also includes information on tooling, operator skill levels, inspection operations and
testing requirements

Disposition for material (i.e., rework, reuse, or recycle).

A document initially provided by the customer defining their requirements in terms of product number, delivery
quantity and date. This is often translated using an internal scheduling system to create an internal schedule /
manufacturing plan.

A predictable percentage of raw materials rejected from use in a manufactured product.

A method by which an organization, company, division (or other) compares their standard practices against a
requirement or standard.

Parts used for the repair or maintenance of an assembled product. Also known as: repair parts, spare parts.

1. The control ID number assigned to an ASN transaction.

2. A number used by Customs to identify, in a single number, the shipment crossing the border.

The interim location where material is kept in inventory between the receiving dock and point of use.
The method by which organizations plan to achieve business objectives.

A supplier to the tier 1, either directly or indirectly.

Provider of production materials, or production or service parts, assemblies, heat treating, welding, painting,
plating or other finishing services directly to an organization supplying the OEM or other customers.

A process to provide suppliers with timed customer material requirements information.

All suppliers and the vehicle manufacturer that represent the flow of raw materials and finished products that
go into the vehicles sold by the vehicle manufacturers.

The design, planning, execution, control, and monitoring of supply chain activities with the objective of creating
net value, building a competitive infrastructure, leveraging world-wide logistics, synchronizing supply with
demand, and measuring performance globally.

A tool that identifies the strengths, weaknesses, opportunities and threats of an organization. Specifically, SWOT
is a basic, straightforward model that assesses what an organization can and cannot do as well as
its potential opportunities and threats. Once the SWOT is completed, the analysis determines what may assist
the firm in accomplishing its objectives, and what obstacles must be overcome or minimized to achieve desired

A service provider that interfaces between the supplier and customer to modify the packaging and/or provide a
value added process to the product.

The elapsed time from when material starts being used in a process until the product is finished, either through
a plant or through a production network.

The level of supplier (organization) in relationship to the original equipment manufacturer final assembly plant.

Tier Supplier Suppliers are, at times, referred to as Tier n suppliers, where n is a number from 1 to 3 and
represents the closeness of the supplier to the vehicle manufacturer when tracking the supply of parts.

The elapsed time from shipping dock to receiving dock.

The TREAD Act was enacted on November 1, 2000, as a direct consequence of hearings before the Committee
on Energy and Commerce on the safety of tires and related matters.

Activities or operations for which a customer would be willing to pay, if given the option.

The practice of customers making suppliers responsible for determining order size and timing, usually based on
receipt of inventory data. Its goal is to increase inventory turns and reduce stock outs.

An individual or third party who confirms that the assessment has been correctly conducted by the assessor
and the results are a true reflection of the status of the organization.

The target for the organization, e.g. what/where you want the organization to be.

The use of signs, colors, symbols, lights that are readily apparent and can be easily understood. This information
can be used to identify, instruct, or indicate that normal or abnormal conditions exist and that action may be
Good visual management needs no interpretation and provokes a reaction.

To use, consume, spend, or expend thoughtlessly or carelessly.

EDI Web Services – is an internet based communication protocol used to exchange data in an agreed format
and structure, (XML,EDIFACT,VDA are examples of an agreed format. A web EDI service does not provide any
human interfaces for interaction.

The time agreed to by the customer and supplier for the loading of outbound conveyance or unloading of
inbound conveyance.

abbreviation, Work in Process

Any product on which value added activity has taken place but the product is not yet in its finished form.

A Five-step technique used to stabilize, maintain, and improve the safest and best work environment. The
technique aims at separating the essential from the non-essential and at designating specific locations for all
essential items within the work area using signs, colors, lines and symbols (see also Visual Management).
Example of Sub-tier Mappin
f Sub-tier Mapping

Consider in your mapping

process how your suppliers'
geographical location can have
an impact on TTR and FI.
TTR: Time to Recover
FI: Financial Impact