2021 STRATEGIC SUPPLIER ENGAGEMENT

(SSE) SUPPLIER TRAINING

March 2021

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 AGENDA

1. SSE Introduction

2. Dashboard Overview

3. Business Performance

4. Cultural Performance and Survey

5. Q&A

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 SSE Introduction

1. SSE Introduction
• SSE Initiative

• GPSC Priorities

2. What’s new for SSE in 2021?

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 1. STRATEGIC SUPPLIER ENGAGEMENT New Info only
Sustainability

WHAT IS SSE? Indicator

Building strong Being factual and

relationships data driven to
based on Trust and achieve Cost and
Transparency Profit

• Building strong relationships based on trust and transparency Enhancing

alignment to Drive
Measure Safety
though our
Innovation and
Cultural
mutual success for
questionnaire
GM and Suppliers

• Being consistent and providing transparent communication Measuring Launch

and Quality to
deliver Defect Free
Vehicles

• Increasing focus on culture and objective business performance

• Enhancing alignment to drive innovation and mutual success for GM and Suppliers

• Allowing mutually beneficial collaboration

• Being factual and data driven

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 1. SSE INITIATIVE SUPPORTS GPSC PRIORITIES BY:

New Info only

Sustainability
Indicator

Building strong Being factual and

relationships data driven to
based on Trust and achieve Cost and
Transparency Profit

Enhancing
Measure Safety
alignment to Drive
though our
Innovation and
Cultural
mutual success for
questionnaire
GM and Suppliers

Measuring Launch
and Quality to
deliver Defect Free
Vehicles

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 2. WHAT IS NEW FOR SSE IN 2021?

1. Sustainability Indicator - Supplier’s CDP (Carbon Disclosure Project) Score has been added as
information only

2. Segmentation chart new calculation method – Global All Business Performance score is now a
weighted average (by APV) of all CT Business Performance scores

3. New Total Enterprise Cost metric will include Sustainable Savings – quadrant score will comprehend
80% of ITB score and 20% of Sustainable savings score

4. Awareness only: 2021 Cultural Survey will include new questions to address Diversity, Equity and
Inclusion

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 SSE OVERVIEW
1. Location Supplier Dashboards

2. SSE Champion Roles and Responsibilities

3. 2021 SSE Dashboard

4. Segmentation Chart

5. Business Performance Scorecard

6. Previous Year End

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 1. LOCATION OF SUPPLIER DASHBOARDS
SUPPLIER ACCESS PATH

Visit GM supplypower.com
Enter USER ID and Password

Supplier must have SupplyPower access

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 1. LOCATION OF SSE DATA ON SUPPLYPOWER
Under Collaborate, Applications
Select “Supplier Performance Metrics”
as shown below

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 1. LOCATION OF SSE DATA ON SUPPLYPOWER
SUPPLIER PERFORMANCE METRICS APPLICATION

1. Enter DUNS or company name

in search box

2. Highlight Ultimate DUNS at

the top of the populated list (SSE
Dashboard is only published at
the Ult DUNS level

3. Click on “Performance”
button at the top

4. Scroll down for downloadable

Excel file

If you are a new SupplyPower user, you may need to request access to the Supplier
Performance Metrics (SPM) application through your company’s Covisint administrator.

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 2. SSE CHAMPION ROLES & RESPONSIBILITIES
• SSE Champion represents the entirety of their respective global organizations and the main goal is to
improve the overall supplier relationship.

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 2. SSE CHAMPION ROLES & RESPONSIBILITIES
GM - SUPPLIER CHAMPION SUPPLIER - GM CHAMPION

• GM advocate for Supplier • Supplier advocate for GM

• GM Single-Point for:
o Broad policy issues
o Supplier performance to hard and soft
metrics (Supplier Gold Source)
o Supplier questions
o Receiving continuous improvement
feedback
• Clarify GM Expectations
• Understand Supplier’s Business
structure/strategy
• Drive to Prime activity
• Supplier single-point for:
o Broad corporate issues
o Management/structural/ownership changes
o Providing continuous improvement
feedback
• Support GM alignment:
o Quality
o Launch
o Supply Chain
o Total Enterprise Cost
• Drive to Prime activity

• Operate as single point contacts for both companies

• Coordinate with cross functional drivers, ensuring cross SMT engagement
• Communicate on a frequent basis and support resolution of outstanding issues globally
• Does not replace traditional business communication!

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3. 2021 SSE DASHBOARD Supplier Dashboard
New / Updated for 2021

3.62 3.73
Supplier Sample 99999999
Header GLOBAL Speedometer reflects
Cultural Business
ALL
Priorities 2021 Budget APV $100 M Performance overall Business
3.12 3.20
0 0
Performance score
Speedometer reflects No Quality Metric
Quality Launch
overall Cultural Priorities No Launch Data
#N/A
Metric Actual Target Metric Actual Target
score BIQS Level 3.6 5 #N/A DV/PV Performance 1 0 #N/A

Field Actions 0 0 #N/A Program Mgmt SPPS 1 0 #N/A

Major Disruptions 1 0 #N/A PPAP % full ontime 98.6% 100%

# DUNS Level 1-2 10 0 #N/A R@R's % passed ontime 73.8% 100% #N/A

# DUNS Level 3-5 28 28 #N/A High Risk R@R Failures 0 0

%
DUNs
Warranty Actual Target Speedometer reflects
Past 13-24 Mths Warranty Spend
Spend as % of APV (13-24 Mths)
$19.76M
1.04%
overall quadrant score
Past 1-12 Mths Warranty Spend $21.86M
Spend as % of APV (1-12 Mths) 1.39% #N/A

Warranty Share Performance Score 2.6 5

Business Performance
0 0
4.00

4.60
No ITB for Cumulative
Total Enterprise Cost Supply Chain
Metric 2019 2020 2021 Cumulative Metric Actual Target
ITB $3.6 M $3.8 M $3.7 M $11.0 M GSC Rating - Production 99.5 100 #N/A

Target $3.3 M $3.3 M $3.5 M $10.1 M GSC Rating - CCA 76.8 100 #N/A

Sustainable Savings $3.3 M $3.3 M $1.5 M $8.1 M Capacity Control Tickets 94.0% 100% #N/A

Financial Risk Rating Sustainable Target $3.3 M $3.3 M $2.7 M $9.3 M

0 Sustainability indicator
indicator Financial Risk Rating Carbon Disclosure Project Survey
2 Climate A Water B Forests N/A
Business Metrics Report Date: 2020-12-31 * FRR and CDP for informational purposes only

3.14 3.22
4.00 4.12 Cultural Performance
Data Reporting Date
Innovation & Engineering Communication, Transparency & DEI Total Enterprise Approach Safety
0
0
Cultural Report Date: 2020-10-31 0 Version 6.0 0 GM CONFIDENTIAL
Prime segmentation not applicable if any metric is less than 3 0
Reporting Date: One month delay in reporting Business Metrics data, e.g. Jan’21 data is published at end of Feb’21

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 3. SSE DASHBOARD
HEADER
Supplier Dashboard #N/A
Supplier Sample 99999999
GLOBAL
Cultural ALL Business
Priorities 2021 Budget APV $100 M Performance

• Average of Innovation & Engineering,

Communication & Transparency, Total
Enterprise Approach, and Safety scores
• All Cultural drivers equally weighted
• Ranges from 1 to 5
• Dashboard defaults to GLOBAL / ALL
• Drop-down menus allow selection of SMT
and/or Creativity Team
• Dashboard cannot be sorted by Region or
Manufacturing DUNS
• 2021 Budget APV (in $M)
• Weighted Average (by CT APV) of Quality,
Launch, Total Enterprise Cost and Supply Chain
scores
• ALL Business drivers equally weighted
• Ranges from 1 to 5 (except for Field Action in
Quality Score)

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 1&2
3. SSE DASHBOARD 3
FRR
4>=

Financial Risk Rating (FRR):

• Financial Risk Ratings are established at the Manufacturing DUNS level for all suppliers

• The FRR is determined by a combination of tools that GM utilizes to understand the financial condition
of a supplier

• FRR scores for all SSE Suppliers are published at the Ultimate DUNS level and shown on the front page of
the SSE Dashboard

• In some instances, the default score shown will be the FRR of the Mfg DUNS with the highest APV

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 3. SSE DASHBOARD
A SUSTAINABILITY INDICATOR FOR EACH SUPPLIER HAS BEEN ADDED
SUPPLIER
Climate Water Forests
A- B C

Supplier’s CDP (Carbon Disclosure Project) Score has been added as information only
• CDP is a voluntary 3 rd party survey offered to publicly traded companies to evaluate their impact
on the environment

CDP Survey Score:

• Categories: Climate, Water and Forests*
• Grade: D- D C- C B- B A- A N/A (Not Requested) NR (No Response)
• Color code: provision only
* Forests will start as provision only, as we are not receiving data for this category

More info: https://www.cdp.net/en

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 4. SSE SEGMENTATION CHART
“SSE CHART” TAB

Commodity 1
Prime Supplier
Commodity 2 Commodity 3

Supplier A
TOTAL

Commodity 4
Foundational

Commodity 5
Developmental

Red

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 4. SSE SEGMENTATION CHART
• Segmentation is plotted based on both the
(CONTINUED) Business Performance and Cultural Performance
scores at the Ultimate DUNS and CT levels
• Ultimate DUNS is weighted by surveyed CT APV
Supplier A
• Only surveyed CTs are plotted
• CTs in the legend are listed from highest to lowest
APV
• Supplier cannot be “Prime” if any Business
Performance Quadrant is below 3.0 – if this
condition exists, the Business Performance score
Ultimate DUNS defaults to 3.80
CT 1 • Only the overall Business Performance
CT 2
CT 3 speedometer changes (individual quadrants will
CT 4 still show actual scores)
CT 5
CT 6

• For reference, there is a note on the bottom left of

the dashboard that states “Prime segmentation
not applicable if any metric is less than 3”

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 4. SSE SEGMENTATION CHART
NEW CALCULATION
Previous: Ultimate DUNs score with a Business Performance lower than Now: Ultimate DUNs score is calculated by taking all CTs Business
any surveyed CT occurred due to all Business Metrics counting including Performance scores and applying a weight based on CT’s APV to create a
low APV and non surveyed CTs; some metrics had a cumulative negative new Global-All Business Performance Score
effect at the Ultimate DUNS number
NEW Supplier A
Previous Supplier A

Ultimate DUNS Ultimate DUNS

CT 1 CT 1
CT 2 CT 2
CT 3 CT 3
CT 4 CT 4
CT 5 CT 5
CT 6 CT 6

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 5. BUSINESS PERFORMANCE SCORECARD
“BUSINESS PERFORMANCE” TAB

• Summary provided as a read-across for the supplier’s entire book of business

• Global All Business Performance score is a weighted average (by APV) of all CT Business Performance scores
• SMT rollups will also have APV weighted Business Performance scores from their CTs

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 6. PREVIOUS YEAR END
2020 Year End Data

• 2020 Year End Data shows the previous year’s December data for Business Performance and Cultural Priorities
• Tab created with the January dashboards and not change throughout the year
• Maintains a reference point for year-over-year performance

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 Business Performance Metrics

1. Overall Score
2. Quality / Warranty
3. Launch
4. Total Enterprise Cost
5. Supply Chain

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 1. BUSINESS PERFORMANCE: CT SCORE
Note: If the supplier has any
Field Actions, the Quality
quadrant defaults to zero

Average
of four
quadrants

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 1. BUSINESS PERFORMANCE: OVERALL/SMT SCORE

Global All Business Performance score is a weighted average (by APV) of all CT Business Performance scores
Note: If the supplier has any Field Actions, the Quality quadrant defaults to zero

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 2. QUALITY METRICS
• Double-click cell for details
• Opens data sheet with BIQS metrics
and certifications at the
Manufacturing DUNS level
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Quality
• Quality Rating is based on BIQS Level
• SSE metric is the average of BIQS Levels for all
Manufacturing DUNS
• If the supplier has any Field Actions, the Quality
quadrant defaults to zero (each Field Action stays on
the report for six months)
• Major Disruptions are included in the BIQS Score but
are shown separately for emphasis
• Number of DUNS at Level 1 and 2 and Levels 3 through
5 are shown for information only
• Pure CCA and cottage DUNs are excluded
 2. QUALITY METRICS - BIQS
0 PRR/SPPS in 12 Months
BIQS Level 5 0 Field Action in 12 Months
0 Disruption in 12 Months
0 Severity Score in 12 Months
Certified IATF 16949
1 SPPS/1 Million parts shipped in 6 Months - Max of 4 SPPS
<1 Million parts shipped in 6 months – Max of 1 SPPS
0 Field Action in 6 Months
BIQS Level 4 0 Disruption in 6 Months
3.75 to 0 Severity Score in 6 Months BIQS Level 0 does not apply to
Certified IATF 16949
SSE (only a DUNS with
2-5 SPPSs in 6 months production parts shipped in the
0 Field Action in 6 Months
BIQS Level 3 0 Disruption in 6 Months previous 12 months are
6.75 to 4 Severity Score in 6 Months counted)
Certified/Waived IATF 16949
6-11 SPPS in 6 Months
0 Field Action in 6 Months
BIQS Level 2 1 Disruption in 6 Months
24.75 to 7 Severity Score in 6 Months
Certified/Waived IATF 16949
>11 SPPS in 6 months
1 Field Action in 6 Months
BIQS Level 1 > 1 Disruption in 6 Months
≥25 Severity Score in 6 Months
Not Certified IATF 16949

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 2. QUALITY METRICS
DATA TAB

The BIQS Level is calculated by taking the lowest score out of the IATF certification and the four metrics
1) (Certification) - indicates IATF 16949 certification status level
2) (Metric) - indicates Field Action Level
3) (Metric) - indicates Quality SPPS Level
4) (Metric) - indicates Major Disruption Level
5) (Metric) - indicates Severity Score Level
6) (Metric Total) - indicates the lowest score of the four metrics (IATF certification is considered separately)
7) (BIQS Level) - indicates BIQS Level of the Mfg DUNS considering IATF certification and all four metrics

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 2. 2021 WARRANTY SPEND / SHARE PERFORMANCE
WARRANTY SPEND CONCEPT:
• Measure: Total raw warranty spend for each
supplier, regardless of fault or responsibility
• Grade: Year over year improvement (as % of
APV)
• Double-click color coded score to reveal detail
tab. Part level data can be found in PartLink

Evaluated Separately
application (filtering instructions in backup
slides)

WARRANTY SHARE PERFORMANCE

CONCEPT:
• Measure: Supplier’s participation in Cost
Recovery process, not $$ recovery, in order to
drive the desired actions
• Grade: 1-5 Scale
• Double-click color coded score to reveal Warranty
Share Performance Dashboard

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 2. 2021 WARRANTY SPEND GRADING SCALE
Prior Period Current Period (Previous
Scale Score
(13 – 24 Months ago) 12 Months)

Total Warranty: $61M Total Warranty: $62M

Warranty as % of APV
Example

Budget APV(prior CY): $4,348M Budget APV(prior CY): $4,448M decreases slightly Year
over Year.
Warranty as Warranty as Score = 3
% of APV: 1.41% % of APV: 1.40%

Formula: (Warranty % of APV Current Period – Warranty % of APV Prior Period)

Warranty % of APV Prior Period

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 2. WARRANTY SHARE PERFORMANCE
ONE OR MORE METRICS WITH NO DATA

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 2. WARRANTY SHARE PERFORMANCE DASHBOARD
Proposal Evaluation Criteria
Simple
Robust
Executable / Automated
Non-Punitive
Drives Desired Behaviors
Address Supplier Concerns over
Data Integrity
Transparency / Accountability

Recovery Groups without Technical Factor: Active Recovery Group, minimum spend of $20,000 (Technical Factor Status of “Sampling” or “Resampling” in data tab)
Raw Spend : Total Unbilled Spend in data tab (TF Status of “Sampling” or “Resampling”)
Disputed Bills: Bills generated from Recovery Groups with an established Technical Factor that supplier has disputed (Billing Status of “DIS” in data tab)
Open Cases: A Non-OWT Warranty Case that has been presented to supplier for resolution

Measuring process metrics rather than total recovery is more consistent with our recovery process and our T&C’s

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 2. WARRANTY SHARE PERFORMANCE GRADING SCALE
Category Formula Scale Weight
Score Breakdown
≤ 20% 5
Recovery Groups RGs without TF > 20 & ≤ 30% 4
without TF: Total RGs > 30 & ≤ 40% 3 35%
Only RGs with >$20k in spend included in calculation > 40 & ≤ 75% 2
> 75% 1
Score Breakdown Warranty Share
Raw Spend in RGs Total Spend in RGs without 0% 5
without Technical
Performance
TF > 0 & ≤ 5% 4
> 5 & ≤ 10% 3 35% Score
Factor: Total Spend in all RGs > 10 & ≤ 20% 2
Only RGs with >$20k in spend included in calculation > 20% 1
Score Breakdown
Total Value of Bills in 0% 5
> 0 & ≤ 2% 4
Value of Bills in Dispute (Unadjusted Spend) 10%
> 2 & ≤ 4% 3
Dispute: Total OWT Billed (past 24 > 4 & ≤ 6% 2
months Unadjusted Spend) > 6% 1
Score Breakdown

Number of non OWT Open non OWT Cases in 0 5

Steps 3 – 6 with “Days in

>0&≤1 4
20%
Cases Open >90 days: >1&≤2 3
Step 3” value > 90 >2&≤3 2
>3&≤4 1

Number of Cases in Litigation: If Number is > 0, Automatic Warranty Share Performance Score of 0
*For alternative algorithms
when one or more metrics does
• Additional data tabs will show the details behind each score not have data, see back up
• Questions should be referred to the Warranty Performance Lead for your SMT
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 2. QUALITY QUADRANT ALGORITHM
Quality Score
Start SSE Quality
Quadrant Score
Field Action PRRs last 6 months
Yes
Field Action for
any Mfg DUNs? SSE Quality Metric = 0 0
No
Average of BIQS
BIQS score( I- V) BIQS weight = 80%
scores for all active
1 (Active Mfg DUNS within CT / SMT
Mfg DUNS for
/ Ultimate DUNs)
CT/SMT/Ultimate
BIQS Score - Mfg DUNS
I II III IV V
Warranty Spend Score

Calculation and Grading Described in Prior Slides Warranty Weight = 15%

Warranty Share Performance Score

2
Any cases in Yes
Wty Share Perf. Score = 0 0
litigation? Warranty Share
Performance
No Weight = 5%
Calculation and Grading Described in Prior Slides *For alternative algorithms
when one or more metrics does
not have data, see next slide

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 2. QUALITY ALGORITHM WEIGHTING
ONE OR MORE METRICS WITH NO DATA

Quality Weights - Normal Quality Weights w/o Warranty Share Performance

BIQS 80% BIQS 83%
Warranty 15% Warranty 17%
Warranty Share Performance 5% Warranty Share Performance N/A

Quality Weights w/o Warranty Data Quality Weights w/o BIQS

BIQS 90% BIQS N/A
Warranty N/A Warranty 65%
Warranty Share Performance 10% Warranty Share Performance 35%

Quality Weights w/o Warranty & Warranty Share Performance Quality Weights w/o BIQS & Warranty Share Performance
BIQS 100% BIQS N/A
Warranty N/A Warranty 100%
Warranty Share Performance N/A Warranty Share Performance N/A

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 3. SSE LAUNCH METRICS
Launch

• DV/PV performance metric is based on the number of documented

issues (in SCMS) and their severity (see backup slides for additional
explanation)
• Program Management SPPS is based on the number of documented
issues (in SPPS)
• PPAP – Metric = fully approved PPAP by MVBS1 MRD
• Major programs only
• Only part numbers ordered by Future Material Availability • Double-click color coded cells for details
• Opens data sheets with detailed information by metric
(FMA) for MVBS1 are tracked
• “Actual” column for DV/PV and Program Mgmt metrics
• R@R – Metric = Pass or Staged Pass by SORP shows the number of documented issues
• Color coding indicates the metric score
• DV/PV issues, Program Management SPPS, and Launch metrics
• Future PPAP and Run at Rate due dates are included on
remain on the dashboard for 6 months
separate data tab named “Future_PPAP_RR”
• PPAP and Run at Rate Metrics with no data will show as NR (Not • Reference info only – not used in score calculations
Rated) – see following slides for effect on algorithm

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3. 2021 SSE LAUNCH ALGORITHM
Launch metric data drops off after six months

DV/PV issues DV/PV weight

(in SCMS)
X =15%

Program Program Management

Management
SPPS
X SPPS weight
=25%

Full PPAP for % = Full PPAP at

New parts at MV1 on time ÷
Total New Parts
X PPAP weight =20%
MVBS1

R@R passed at
% = R@R passed =100% 5
SORP
on time at SORP ÷
Total New Parts
>=85% & <100% 3 X R@R weight
=40%
<85% 1

Supplier Launch Assessment 100%

*For alternative algorithms
when one or more metrics does
not have data, see next slide

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 3. 2021 LAUNCH ALGORITHM WEIGHTING
ONE OR MORE METRICS WITH NO DATA

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 4. TOTAL ENTERPRISE COST
INTRODUCTION OF SUSTAINABLE SAVINGS
Performance by Programs will now be tracked
0
since Program Targets have been incorporated in
4.60 2021
No ITB for Cumulative
Total Enterprise Cost • Sustainable Savings come from programs with
Metric 2019 2020 2021 Cumulative at least 2 years until end of production (EOP)
ITB
Target
$3.6 M
$3.3 M
$3.8 M
$3.3 M
$3.7 M
$3.5 M
$11.0 M
$10.1 M
• New Total Enterprise Cost metric weighting will
Sustainable Savings $3.3 M $3.3 M $1.5 M $8.1 M comprehend 80% of ITB score and 20% of
Sustainable Target $3.3 M $3.3 M $2.7 M $9.3 M
Sustainable Savings score
• Unallocated savings and LTAs will be
considered Sustainable Savings (LTAs are
• Double-click cumulative total for details offered in the first years after SORP)
• Opens data sheet with detailed ITB • Sustainable Savings will use the same Quarter
information Algorithm as ITB Calculation
• 2019 and 2020 Sustainable Savings metric will
have a free pass → 2019/2020 ITB target will
be used as Sustainable Savings and Target
• TEC is a 3-year cumulative metric

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 4. TOTAL ENTERPRISE COST

ITB (%)
3 Year Cumulative ITB Weight
Cumulative Savings (ITB)
X = 80%
Cumulative Target

Report
Date
(Quarter)

Sustainable Savings (%)

3 Year Cumulative Sustainable Savings Weight
Cumulative Sustainable Savings
X = 20%

Cumulative Sustainable Target

*If the supplier does not have any target linked with Sustainable programs or no
ITB linked to Unallocated, Sustainable savings will be NR and TEC should consider
100% of ITB metric

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 4. TOTAL ENTERPRISE COST
NON-SUSTAINABLE PROGRAMS FOR 2021:

Year Region Non-Sustainable Programs/Architecture

2021 GMI D2XX
2021 GMI E2XX • All other Programs/Architectures
2021 GMI G1UX not listed will be considered
2021 GMI M1XX Sustainable Programs/Architectures
2021 GMI M2XX
2021 GMI T250
2021 GMNA A110 • List of programs will be updated on
2021 GMNA MD2X (31XX) a yearly basis
2021 GMNA O1XX
2021 GMSA D2XX
2021 GMSA M1XX

All Engine and Transmission ITB will fall under

respective Vehicle Architecture performance or
2021 All regions
Unallocated category in case the part is not assigned
to a specific vehicle architecture

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 5. 2021 SUPPLY CHAIN METRICS

• GSC Ratings – Production and CCA

• Capacity Control Tickets:
• Double-click color coded cells for details
• Opens data sheets with detailed
information by metric
• Each GSC Rating is on a 100-point scale
• Points are deducted based on number of Supply Chain SPPS
issues and their severity (point value tables are included in
backup slides)
• SPPS issues stay on the report for 6 months
• Measures the percentage of open tickets that have been
answered
• Tickets open for less than 7 days are not considered

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 5. 2021 SUPPLY CHAIN ALGORITHM
GSC Rating – Reduction from GSC Rating - GSC Rating
Production SPPS’s 100 pts based on Production on weight =
rolling 6 mths SPPS’s scale 1-5 40%

GSC Rating – CCA Reduction from GSC Rating - GSC Rating

SPPS’s 100 pts based on CCA on scale 1- weight =
rolling 6 mths SPPS’s 5 40%

% of open Tickets
CC Tickets
Capacity Control Answered (Excludes CC Tickets on
weight
Tickets emails sent in last 7 scale 1-5
=20%
days)

Supplier Supply Chain

Assessment

If a supplier does not have any open Capacity Control Tickets (no data),
the GSC Ratings will each count 50% toward the Supply Chain score

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 5. SUPPLY CHAIN ALGORITHM WEIGHTING

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 Cultural Performance and Surveys

1. SSE and SSE-360 Process

2. Cultural Priorities Algorithm
3. SSE-SSE360 Cultural Chart
4. SSE-SSE360 Selectable Questions

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 1. SSE AND SSE -360 PROCESS
• Surveys are issued using Supplier / Creativity Team combinations

• Surveys are sent once per year in Aug/Sept (new supplier / CT combinations are sent a survey in January to establish
a baseline)

• Survey scoring scale: 1-2-4-5 (No ‘three’), and Not Applicable

• Comments are mandatory for responses of 1, 2, and “Not Applicable”

• Global Commodity Managers are the Survey Leads

• Each survey can be delegated to another individual

• Survey answers should include cross-functional input led and coordinated by GCM/ Supplier Lead
• Supplier survey leads must have a SupplyPower GMID to be issued an SSE-360 survey

• GCMs are asked to confirm supplier GMIDs prior to the survey launch date

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 2. SSE CULTURAL PRIORITIES ALGORITHM

Average of responses Average of four

in each category categories

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 3. SSE-360° DASHBOARD
SHOWS COMPARISON OF SSE AND SSE-360 SURVEY RESULTS

SSE & SSE 360° Results by Category

SSE 360 Dashboard
Sample_Supplier-9999999 Select by SMT & CT
GLOBAL
ALL
2021 Budget APV $100
5.00

4.50

4.00 4.00 4.00 4.00 4.00 4.00

4.00

3.44
3.50 3.33
3.22 3.20

3.00

2.50

2.00

1.50

1.00
Safety Communication & Innovation & Total Enterprise Total Cultural Priority
Transparency Engineering Approach SSE SSE 360

Cultural Report Date: 2020-10-31

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 4. CT SURVEYS
SSE / SSE 360 SELECTABLE QUESTIONS TAB Drop down option to
select by CT

Verbatim comments shown

exactly as entered in the
Survey Tool

GCM / Supplier Survey Lead coordinates cross-functional cultural survey for selected supplier-CT combinations

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 THANK YOU

Q&A

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 BACKUP

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 3. DV/PV PERFORMANCE METRIC

• DV/PV performance metric is based on the number of documented issues and severity
5 = 1 or less DV/PV issues
3 = 2 or more DV/PV issues
1 = 1 or more High Risk DV/PV issues (i.e. requires retrofit)
• Tracking done through the SCMS system – each will be approved prior to issuance by the validation
engineering group manager and SMT release director
• Similar to other SCMS and SPPS metrics, they will remain on the dashboard for 6 months
• If there are no DV/PV issues, the backup data sheet will be blank

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 5. SUPPLY CHAIN METRICS

SPPS Impact Table – Production parts

Plant Impact Weight

Single incident = base value 0.5
Repeat incident 1
Out of stock (no line disruption) 2.5
Plant production sequence change 5
Launch impact 7.5
Incomplete car/powertrain/component 7.5
Production down time (line disruption) 12.5

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 5. SUPPLY CHAIN METRICS
SPPS IMPACT TABLE – CCA/SERVICE PARTS BID LIST IMPACT

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 HOW ARE SCORES AGGREGATED?

Business Performance:
• Global-All Score is now the APV weighted average Business Performance score of the CTs
• SMT rollups will also have APV weighted Business Performance scores from their CTs

Cultural Survey:
• CT scores are taken directly from the survey data (category scores are an average of the questions in that
category)
• SMT scores are the weighted average (by APV) of the CT survey scores – only APV of completed surveys is
counted
• Ultimate DUNS scores are the weighted average (by APV) of all CT scores for that supplier (not an average of
the SMT scores) – only APV of completed surveys is counted

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SEGMENTATION DEFINITION
Blue - Foundational Green -Prime

• Adequate to Very Good Performance

• “Best of the Best”
• “Blue Suppliers” are strong suppliers and our
• The Supplier is aligned to Business and Cultural
joint focus needs to be on using SSE data to
Priorities (Very Good or Excellent.)
improve
• Begin to put a plan in place to further strengthen
• Discuss areas for improvement
ties (set up Innovation workshops, Business
• Joint action plans should be developed to
Meetings etc. )
attempt to move the supplier to PRIME
• Introduce Benefits of PRIME suppliers

Red Yellow - Developmental

• Poor or Very Poor Performance
• Poor to Adequate Performance
• Significant gap to GM expectations in both
• Improvement in both Business and Cultural
Cultural and Business Performance Metrics
Performance necessary
• Without improvement, Business relationship will
• Discuss areas for improvement
deteriorate
• Joint action plans should be developed to
• Joint action plans should be developed to
attempt to improve overall performance
attempt to improve overall performance
• Regular follow up meetings should be scheduled
• Regular follow up meetings should be scheduled
until performance improves
until performance improves

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