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DaimlerChrysler's Cheapness Revealed!
Some suppliers say DaimlerChrysler isn't playing fair as it pushes for lower parts prices Mercedes-Benz risks losing technology leadership, according to survey respondents
Monday, March 1 2004
DESPITE MERCEDES-BENZ'S highly-publicized quality problems, a new SupplierBusiness.com satisfaction survey suggests that quality demands are well down the list of priorities at DaimlerChrysler.
The company is far more interested in squeezing lower prices from
suppliers than improving quality, according to the survey results.
Suppliers say DaimlerChrysler is using business management tools such as its Materials Cost Management (MCM) system solely to drive costs down. That harms relationships and undercuts suppliers' ability to sustain their business, they say.
MCM, (formerly SCORE, Supplier Cost Reduction Effort) was set up as "an avenue for suppliers to make suggestions to reduce price without it hurting supplier margins," said one North American supplier. But in practice, the supplier said, DaimlerChrysler rarely approves engineering changes. "Then it says that since [a supplier] didn't meet MCM goals through Engineering Change proposals," it must part with "hard money to make up
the difference."
Mercedes-Benz has been the technology leader through the 1990s. Mercedes cars were the first fitted with ESP (from Bosch); first to get common rail diesel (Bosch); first to get adaptive cruise control (Continental AG); and second only to BMW with navigation systems.
But when "customer focus is price driven and there is no consideration for past contributions," there is a risk that suppliers will take their business to customers who will reward innovation and R&D investment, said suppliers in the survey.
Respondents also say that DaimlerChrysler deals too aggressively with individual suppliers. Purchasing departments will "intentionally play one supplier against another," to get costs down, according to one respondent. "It is a one way street" with DaimlerChrysler, said the suppler executive.
Another manager from a major German supplier said "partnership regarding cost saving ideas is just a phrase." DaimlerChrysler's other main cost management tool is Linear Performance
Pricing (LPP). DaimlerChrysler uses it to plot the prices of every
"like" part on a graph. The average of the lowest 20% of prices creates a best practice price line.
"Then they call you into a room with 30 DaimlerChrysler people ... and ask why all your pricing is above the line," said one North American supplier. "The fact that you won a competitive bid ... is not a relevant fact."
Several respondents said that LPP methodology is suspect, and worse, that suppliers called in for LPP review "are not allowed to even analyse the data ... since it is deemed confidential. [DaimlerChrysler] does not give you enough information to defend yourself in detail."
Many suppliers say they don't trust DaimlerChrysler to reward good ideas. One North American powertrain supplier said that DaimlerChrysler took its "MCM idea and provided it to the current supplier to quote the same idea and keep the business."
Survey respondents said that only undermines successful collaboration; it slows technological progress because "partners" are hesitant to keep good ideas flowing to their customers.
Several suppliers responding to the survey said that demands for price cuts "without any regard to quality, design, reliability [or]
performance," will only hurt DaimlerChrysler in the longer run.
Some suppliers say DaimlerChrysler isn't playing fair as it pushes for lower parts prices Mercedes-Benz risks losing technology leadership, according to survey respondents
Monday, March 1 2004
DESPITE MERCEDES-BENZ'S highly-publicized quality problems, a new SupplierBusiness.com satisfaction survey suggests that quality demands are well down the list of priorities at DaimlerChrysler.
The company is far more interested in squeezing lower prices from
suppliers than improving quality, according to the survey results.
Suppliers say DaimlerChrysler is using business management tools such as its Materials Cost Management (MCM) system solely to drive costs down. That harms relationships and undercuts suppliers' ability to sustain their business, they say.
MCM, (formerly SCORE, Supplier Cost Reduction Effort) was set up as "an avenue for suppliers to make suggestions to reduce price without it hurting supplier margins," said one North American supplier. But in practice, the supplier said, DaimlerChrysler rarely approves engineering changes. "Then it says that since [a supplier] didn't meet MCM goals through Engineering Change proposals," it must part with "hard money to make up
the difference."
Mercedes-Benz has been the technology leader through the 1990s. Mercedes cars were the first fitted with ESP (from Bosch); first to get common rail diesel (Bosch); first to get adaptive cruise control (Continental AG); and second only to BMW with navigation systems.
But when "customer focus is price driven and there is no consideration for past contributions," there is a risk that suppliers will take their business to customers who will reward innovation and R&D investment, said suppliers in the survey.
Respondents also say that DaimlerChrysler deals too aggressively with individual suppliers. Purchasing departments will "intentionally play one supplier against another," to get costs down, according to one respondent. "It is a one way street" with DaimlerChrysler, said the suppler executive.
Another manager from a major German supplier said "partnership regarding cost saving ideas is just a phrase." DaimlerChrysler's other main cost management tool is Linear Performance
Pricing (LPP). DaimlerChrysler uses it to plot the prices of every
"like" part on a graph. The average of the lowest 20% of prices creates a best practice price line.
"Then they call you into a room with 30 DaimlerChrysler people ... and ask why all your pricing is above the line," said one North American supplier. "The fact that you won a competitive bid ... is not a relevant fact."
Several respondents said that LPP methodology is suspect, and worse, that suppliers called in for LPP review "are not allowed to even analyse the data ... since it is deemed confidential. [DaimlerChrysler] does not give you enough information to defend yourself in detail."
Many suppliers say they don't trust DaimlerChrysler to reward good ideas. One North American powertrain supplier said that DaimlerChrysler took its "MCM idea and provided it to the current supplier to quote the same idea and keep the business."
Survey respondents said that only undermines successful collaboration; it slows technological progress because "partners" are hesitant to keep good ideas flowing to their customers.
Several suppliers responding to the survey said that demands for price cuts "without any regard to quality, design, reliability [or]
performance," will only hurt DaimlerChrysler in the longer run.