Johnson Controls International plc · NYSE:JCI
Johnson Controls International — Investor Presentation (October 2011)
94 slides from Johnson Controls International's investor presentation, Oct 27, 2011
Slide 1: 2012 European Automotive Experience Supplier Expectations Day
2011 SUPPLIER AWARDS – OCTOBER 27, 2011 2012 European Automotive Experience Supplier Expectations Day
Slide 2: Evelin Maibach
Evelin Maibach Director Purchasing, Europe Automotive Experience
Slide 3: Welcome! Logistics Items
2011 Supplier Awards and 2012 Expectations Day Welcome! Logistics Items: Safety Exits Cell Phones – Please turn off or switch to vibrate Rest Rooms and Breaks Refreshments Brochure Presentation Materials – Electronic file will be available on the Johnson Controls supplier portal Comple
Slide 4: Agenda – 27 October 2011
2011 Supplier Awards and 2012 Expectations Day Agenda – 27 October 2011 Welcome and Logistics Evelin Maibach 9.00 – 9.10 Opening Remarks Terry Nadeau 9.10 – 9.25 2011 Supplier Performance Pia Schütz 9.25 – 9.40 Supplier Performance Awards 9.40 – 10.15 BRONZE Tim Wisiorek SILVER Stephan Adam GOLD Mar
Slide 5: Agenda – 27 October 2011
2011 Supplier Awards and 2012 Expectations Day Agenda – 27 October 2011 Innovation is one of the Key`s to Sustainability Mauro Erriquez 10.30 – 10.50 Associate Principal of McKinsey AE Global Strategy Bryan Gray 10.50 – 11.25 AE Quality Jörn Creutzmann 11.25 – 11.55 LUNCH 11.55 – 13.00 FY12 Expectat
Slide 6: Terry Nadeau
Terry Nadeau Vice President Purchasing, Europe Automotive Experience 6
Slide 7: Supplier Expectations Day – 2012: What is Core?
Supplier Expectations Day – 2012 Uncertainty in the Global Economy Sustainable Business What is Core ? The fundamentals – Quality, Delivery, Cost Short term actions, focused on long term Objectives Purchasing Strategy Consistent focus on global purchasing Objectives 7
Slide 8: EU Distressed Supplier Trend
EU Distressed Supplier Trend Current market challenges (material cost, volatile production volumes, financing) lead to increasing number of distressed suppliers in Europe again Focusing on basics seen as success factors: Focus on core competencies/lean production portfolio; agile operations, eas
Slide 9: Global Purchasing Strategy
Supplier Expectations Day – 2012 Global Purchasing Strategy 1 Cont. Improvem. 2 Strategic 3 Supply Base 4 e-Enabled & Quality Sourcing Sustainability Procurement Global Supplier Supply Base Focus on Sustainability Common Global QualityTransformation Restructuring of the Entire Supply Process
Slide 10: Key Message Points
Supplier Expectations Day – 2012 Key Message Points Global Growth Quality – Zero Incident Mentality Innovation Continuous Improvement 10
Slide 11: Supplier Survey
Supplier Expectations Day – 2012 Supplier Survey Supplier Survey – XLP Suppliers 100 % of “Strongly Agree” 80 75 or “Agree” 70 69 64 58 57 Across all Divisions 60 50 Engagement & 40 Innovation 20 Annual Event 0 11
Slide 12: Congratulations to the 2011 Supplier Award Recipients
Supplier Expectations Day – 2012 Key Message Points Global Growth Quality – Zero Incident Mentality Innovation Continuous Improvement Congratulations to the 2011 Supplier Award Recipients 12
Slide 13: Pia Schuetz
Pia Schuetz Director Purchasing, Europe Automotive Experience 13
Slide 14: Supplier Performance
Supplier Expectations Day – 2012 Supplier Performance What is the internal and external customers expectation? Quality performance Zero SPPM, Zero PPSC‟s. Delivery performance Flawless Delivery. Efficient procurement and communication solutions. Commercial performance Competitive Pricing
Slide 15: Why increase focus on supplier performance improvement
Supplier Expectations Day – 2012 Supplier Performance Why to increase focus on supplier performance improvement: Increased outsourcing and reliance on suppliers for both goods and service Globalization of supply chain Supply base sustainability Increasing supply risks Viewing suppliers not
Slide 16: Supplier Performance Management Process
Supplier Expectations Day – 2012 Supplier Performance Management Process SUSTAINABILITY Supplier Supplier Supplier Continuous New qualification sourcing STRATEGIES Evaluation Improvement sourcing Quality Commercial Supply chain Reduced management Scorecard cost elements Service and general
Slide 17: 2011 Supplier Performance Results: Quality
Supplier Expectations Day – 2012 2011 Supplier Performance Results SUSTAINABILITY STRATEGIES Quality SPPM per year end Sept 11 – 49 PPSCs per year end Sept 11 – 37 17
Slide 18: 2011 Supplier Performance Results: Commercial performance
Supplier Expectations Day – 2012 2011 Supplier Performance Results SUSTAINABILITY STRATEGIES MBBP Compliance. Cost models in place or in progress for 30% of controllable spend Commercial in Europe performance Driving Continuous Improvement activities with MBBP suppliers to reduce overall cost 18
Slide 19: 2011 Supplier Performance Results: Award winners
Supplier Expectations Day – 2012 2011 Supplier Performance Results Performance award winners:SUSTAINABILITY Leadership Awards categories: Bronze – 5 Innovation STRATEGIES Silver – 3 Sustainability Gold – 2 Continuous Improvement Platinum – none Global Growth Customer Satisfaction
Slide 20: 2011 Award Winners
Supplier Expectations Day – 2012 2011 Supplier Performance Results SUSTAINABILITY STRATEGIES 2011 Award Winners Thank you and Congratulations! 20
Slide 21: 2011 Performance Awards
2011 Performance Awards
Slide 22: 2011 JCI Supplier Award Recipients
2011 JCI Supplier Award Recipients Leadership Awards Performance Awards Bronze Coatex Continuous Bronze Higa s.r.o. Improvement Fico Cable Lda Bronze Harbort GmbH & Co KG Customer Satisfaction Bilstein GmbH & Co. KG Bronze Gumotex, a.s. Innovation Engel GmbH Bronze Rabugino S.P.A. Global Growth Nifc
Slide 23: Mauro Erriquez
Mauro Erriquez Associate Principal McKinsey & Company, Inc. 23
Slide 24: Bryan Gray
Bryan Gray Group Vice President & General Manager Global Customer Business Units Europe 24
Slide 25: Automotive Experience Global Strategy
Automotive Experience Global Strategy Johnson Controls Business Profile Automotive Strategy Supplier Expectations and Opportunities 25
Slide 26: Johnson Controls emerged stronger and well-positioned for future growth
Johnson Controls survived the challenging market forces and has emerged stronger and well-positioned for future growth Net Sales Employees 140 140 142 (in billion USD) 38.1 (in thousands) 136 130 34.6 34.3 122 120 118 32.2 112 112 105 27.9 28.5 25.4 22.6 20.1 18.4 17.2 00 01 02 03 04 05 06 07 08 09
Slide 27: Sales split amongst our three businesses
Our business is more balanced than ever before with sales split amongst our three businesses … Building Efficiency Controls systems, Automotive Experience services and integrated Interior systems for cars, facility management for light trucks and vans non-residential buildings $34.3 B 48.4% Sales 37
Slide 28: Automotive Experience Competitive advantage
Automotive Experience Competitive advantage Leading global provider of systems FY 2010 Global Key Facts and components for seats, overhead Sales 16.6B USD Employees 80,800 systems, doors, cockpits and Locations > 200 (consolidated) electronics Global presence Asia Pacific Asia Pacific Locations:
Slide 29: Automotive Experience – No. 1 in automotive interiors
Automotive Experience – No. 7 in worldwide OEM supplier ranking – No 1. in automotive interiors domain Top 10 Global OEM Suppliers Leadership position in Complete Seating & Ranked on 2010 global OEM sales Seating Components Ranking Robert Bosch 1 Complete Seating Metals & Mechanisms Denso 2 Continen
Slide 30: Solid three year backlog that outpaces the market recovery
Solid three year backlog that outpaces the market recovery ~$4,2 B of incremental sales Acquisitions contribute mainly to seating Incremental Sales Backlog* (in $Bn) and European backlog Interiors backlog gains due to global $4.0B Mercedes interiors business award Electronics backlog grows ste
Slide 31: Automotive Mission
We continue to execute on our Automotive Mission … To deliver sustainable customer value by being the world-class global provider of automotive interior components, modules & systems 31
Slide 32: Focus on our Critical Success Factors
… with focus on our Critical Success Factors 32
Slide 33: Improve margins by standardization and complexity reduction
We will improve our margins by Standardization and Complexity reduction Standardization – Materials Best Business Practices (MBBP) Management of material cost via global cost modeling & total cost benchmarking Standardization and value optimization in cooperation with our suppliers Restructuring
Slide 34: Transforming to a technology company
We will accelerate our growth and improve our margins by transforming to a technology company While competing in a more technically Acquisitions add new innovations to driven business environment, Technology metals and mechanisms portfolio and Advanced Development helps to ... From 2000 to 3000 - KE
Slide 35: Transforming to a technology company: new products and processes
Transforming to a technology company Science-based approach delivers new Multi-Material Rear Seat Structure products and processes Weight reduction potential: 34% Maintaining all safety Technology domains requirements Metals forming and joining New adhesive technology for dissimilar materials
Slide 36: M&A to close product and process gaps
Transforming to a technology company M&A to close product and process gaps Michel Thierry Textiles and integrated trim Benoac Fertigteile Slush skins Keiper / Recaro Metal seat components, structures and mechanisms, special seats C. Rob. Hammerstein Seat structures, tracks and height adjuster Seton
Slide 37: Strategic Objectives for the future are clear and measured
Johnson Controls‟ Strategic Objectives for the future are clear and measured Global supplier of choice providing the best value Quality & safety as a unique selling proposition Cost leader in all aspects of our business Recognized technology leader #1 position in JIT, trim, foam and in met
Slide 38: Today's performance highlights gaps to our expectations
However, today‟s performance highlights gaps to our expectations 15 Decreasing trend, Required to but not yet stable protect customer, 10 Total processes CDIs COPQ not stable Number 5 0 25 200 Positive trend; with Failure to 20 target of zero meet gates 150 Plants on Red puts future 15 launc
Slide 39: We depend on our supply partners to accelerate improvement
As much as we focus internally, we must depend on our supply partners to accelerate their improvement 1 Plant audits 5 PPSCs/engineering Comprehensive professional audit system Concept of virtual reviews developed, piloted established and about to be rolled out to all programs Two thirds of pl
Slide 40: We cannot succeed without our supply partners
We cannot succeed without our supply partners as we still purchase much more than we internally produce We need your commitment in order to guarantee our mutual future success. As our partner, you must strive to: Be Johnson Controls‟ Global supplier of Fibrowood Leather And Other Fine choice provi
Slide 41: Together we will win together
Together, with our joint focus on execution and customer satisfaction, we will win together 41
Slide 42: Joern Creutzmann
Joern Creutzmann Vice President Supplier Quality Automotive Experience 42
Slide 43: Quality Transformation Program improves customer-facing KPIs
The Quality Transformation Program objective is to significantly improve customer-facing KPIs AUGUST 2011 Bonus KPI (…) Target Number 70 64 63 Customer production 16 disruption incidents 12 57 56 (16) 15 49 Plants with customer (15) business hold / no bid/ 42 43 42 24 25 not meeting customer 7 5 5 3
Slide 44: Demand for change in global supplier quality
Demand for change in global supplier quality Current COPQ (including supplier contribution) dramatically limits AE 1 financial performance and leads to severe deviations vs. planning & actual in EBIT & SINC. COPQ limits our growth targets, EBIT follows Quality Reactive activities driving most of cur
Slide 45: Mission to improve supplier quality through 5 strategic elements
Our mission is to contribute to company‟s EBIT by improving supplier quality through 5 strategic elements Mission statement Strategic elements Description 1 Dedicated global SQ Global organization established to organization improve quality of supplied parts "To improve the company‟s total cost of
Slide 46: Multilayer KPI system
Multilayer KPI system to comprehend reactive (lagging) and preventative (leading) indicators External KPIs Measure impact of SQ on TCO overall company result (TCO approach) From “looking into the rearview DMR (#) Level 1 KPIs (lagging) SPPM mirror” (lagging = PPSC (#) NBH (#) Measure obs
Slide 47: From-cradle-to-grave approach along key SQ processes
“From-cradle-to-grave“ approach will be architected along 15 key SQ processes PRELIMINARY Supplier selection phase Program execution phase Serial production phase Purcha- Strategic supplier RFQ Sourcing Commercial agreement review sing selection/review table Contract award Sourcing APQP PPAP SOP EOP
Slide 48: SQPMs and SQEs organization
SQPMs1 to ensure proper interface with AQEs (programs) allowing SQEs2 to focus on suppliers PRELIMINARY Commodity coordinator PG SQ leader (senior SQE) to Focus on few critical suppliers where deep technical expertise/ Commodity 1 Commodity 2 Commodity N seniority is required coordinator coordin
Slide 49: Global Supplier Quality organization
Global Supplier Quality as agreed with Group Quality and Group Purchasing Global Quality Global Purchasing Peter Heift Michael K. Bartschat Group VP Group VP Global Supplier Quality Joern Creutzmann VP PBU Metals – SQ PBU Metals – Q A. Mould (Lead & Integration) M. Chopson (NA) P. Heift (acting) Dir
Slide 50: SQ mid-term vision for supplier capabilities
SQ-midterm vision is to enable the development of supplier capabilities to establish/improve strategic partnerships Objective Approach Result The upside of building suppliers Partner suppliers capabilities can be summarized in 4 Involved since the very areas early stages of development Financial 1
Slide 51: Status of Implementing Supplier Quality
Status of Implementing Supplier Quality (June to Sept., 14) going forward into FY 2012 Tasks 1 Develop JCI Supplier Quality Concept incl. organizational set-up, targets and enablers going forward by PG 2 Share concept and vision / conduct workshops to refine planning by PG 3 Workout requirements in
Slide 52: Supplier Quality Expectations going forward into FY 2012
Supplier Quality Expectations going forward into FY 2012 Zero PPM & Zero incidents Flawless Delivery Globally Competitive Pricing Superior Launch Execution Innovative Product Quality 2012 Supplier PPM expectation is 0, individual targets to be set by commodity. PPSC „s – 0 is the Target. Closure
Slide 53: Your Key Contacts
Your Key – Contacts Global Supplier Quality Joern Creutzmann VP PBU Metals – SQ A. Mould (Lead & Integration) M. Chopson (NA) Sitting in the same boat is simply Director M. Carbon (EU) not enough: We also need to row PG Interiors – SQ into the same direction! M. Macek (Lead & NA) K. Oprea (EU) Direc
Slide 54: Lunch Break
Lunch Break 60 Minutes Johnson Y) ( Controls
Slide 55: Jörgen Ernst
Jörgen Ernst Director Purchasing – Global Trim Automotive Experience
Slide 56: Materials Best Business Practices (MBBP) – Enablers
Materials Best Business Practices (MBBP) – Enablers Supplier Continuous Improvement Global Deployment Derive Competitive Advantage From Deploying BBP Preferred Solution Vision: Principles At Supply Base Make GPC Based on … CPP 15-Years + experience in our own operations with BBP Templates Compan
Slide 57: Materials BBP – Global Implementation
Materials BBP – Global Implementation Supplier Continuous Improvement Primary Steps and FY11 Status Complete MBBP Visor MBBP: Effect on Ramos Annual Material Buy $44,000 Benchmark Analysis $41,400 $42,000 603 280 88 0 193 141 126 603 $40,000 $39,969 631 326 100 371 20 603 0 $37,919 $38,000 Year 1 64
Slide 58: FY12 MBBP Focus – EU Region
3 FY12 MBBP Focus – EU Region MBBP Outlook – FY12: Cost Models and MBBP will enable early supplier sourcing and increased collaboration. Install robust plan together with assigned suppliers and CI team to enable sustainable gap closure process to achieve benchmark. Continue to grow suppliers w
Slide 59: MBBP/CI Take-Aways
MBBP/CI Take-Aways 1. Enable your internal process to hold the teams accountable to understanding and achieving Benchmark Performance (Gap identification and Accountability in personal goals at all levels) 2. Identify needs to drive MBBP into your Tier III Supply Base (Level III) 3. Identify needs t
Slide 60: Dr.-Ing. Michael Schachler
Dr.-Ing. Michael Schachler Director Supplier Risk Management Automotive Experience
Slide 61: Supplier Risk Management – Mission Statement
Supplier Risk Management – Why we exist, our Mission Statement Preventive Reactive Contribute to development of robust Minimize disruption, cost, and commodity strategies from Risk legal exposure by focussing Management perspective intensive care to insolvent or highly distressed suppliers Pro
Slide 62: Outline Supplier Risk Management
Outline Supplier Risk Management After the crisis is before the crisis Success Factors/Risk Factors Outlook
Slide 63: After the Crisis is before the Crisis – Flexibility is key
After the Crisis is before the Crisis – Flexibility is key Output automotive production all segments* in mn Units per quarter Volume Drop: 20% – 70% today 6 -15% Avg.: – 42% 5 4 3 Japan Catastrophe 2 Euro Crisis 1 “Arab Spring” 0 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 2006 2
Slide 64: Euler-Hermes' Perspective on Insolvency Situation in Europe
Euler-Hermes‟ Perspective on Insolvency Situation in Europe Insolvency risk in economic environment we‟re operating in will remain above historical levels for 2012 and 2013 Continuing high level of insolvency risk due to Slowing global growth Very restrictive lending Overcapacity still exi
Slide 65: Outline Supplier Risk Management
Outline Supplier Risk Management After the crisis is before the crisis Success Factors/Risk Factors Outlook
Slide 66: Success Factors/Risk Factors
Success Factors/Risk Factors Quality Financial Health Cash Management Is low quality Cash flow/ Operating Fidelity to payment performance Profit terms (SPPMs) a sign of Efficiency Suspension of neglect or a cost Liquidity payment factor Leverage (Debt levels) Image: Asian 6497 macro, G
Slide 67: Correlation between SPPMs and Financial rating
Preventive Supplier Risk Management: Correlation between SPPMs and Financial rating exists Better Financial Strength produces lower SPPM values SPPMs and financial health form a vicious cycle, hence SPPMs are an important leading indicator Average SPPMs over Financial Rating* Inability to inve
Slide 68: Financial Health
Financial Health Financial Health based on a balanced score card using KPMG‟s online rating service “Vontik” Profitability (Cash flow, Operating Profit) Efficiency (DPO, DIO, DSO, etc.) Liquidity (Cash-to-cash cycles, etc.) Leverage (Debt levels, etc.) Vontik is Globally standardized (web
Slide 69: Cash Management, Payment terms, Prime Revenue
Cash Management, Payment terms, Prime Revenue Need to maintain liquidity at all Lending of banks still restrictive levels Johnson Controls will soon offer a Any deviation from standard “short term factoring” solution payment terms is noted (Prime Revenue) also in Europe Standard payment te
Slide 70: Short Term Supply Chain Financing
Short Term Supply Chain Financing Expected in Europe: March 2012, voluntary
Slide 71: Supplier Risk Management
Supplier Risk Management Currently Total Rated: 4.302 Suppliers globally High SPPMs Supplier Risk Management Red Financial at Johnson Controls rating Fair Multi-dimensional Balanced Transparent evaluation of supplier performance Shortened Payment Terms
Slide 72: Outline Supplier Risk Management
Outline Supplier Risk Management After the crisis is before the crisis Success Factors/Risk Factors Outlook
Slide 73: Summary and Outlook
Summary and Outlook Current market challenges (material cost, volatile production volumes, financing) lead to increasing number of distressed suppliers in Europe again Focusing on basics seen as success factors: Focus on core competencies/lean production portfolio; agile operations, easy to scal
Slide 74: Summary and Outlook – Business Continuity added
Summary and Outlook – Business Continuity added Most suppliers have successfully adapted to the challenges of “The Crisis” and are stronger than ever Automotive Industry remains to lead and is most sophisticated environment Overall business environment continues to be very challenging Region
Slide 75: Thank you for your attention!
Thank you for your attention!
Slide 76: Pamela Dow
Pamela Dow Executive Director Business Transformation and Supply Chain Excellence
Slide 77: Supply Chain – Key Points
Supply Chain – Key Points Use EDI including Use standard Adopt our Pick Adhere to our ASN and PUS labelling Up Sheet model transportation requirements Please make sure you reconfirm our requirements 77 SCM – Supplier Expectations Day – Oct 2011
Slide 78: EDI requirement
EDI requirement DELFOR DELJIT DELJITPUS EDI* Johnson Supplier Controls Future requirement: EDIFACT format only DESADV including PUS number and handling unit number for containers *or the JCI WebEDI solution 78 SCM – Supplier Expectations Day – Oct 2011
Slide 79: Usage of Transport Label
Usage of Transport Label Johnson Controls will become more strict about labeling to help increase order and delivery clarity and reduce time wasted. As suppliers you are expected to: Be accountable for label content Ensure the barcode matches the ASN Johnson Controls will charge you for any la
Slide 80: Pick Up Sheet Replenishment
Pick Up Sheet Replenishment Shipments will be made against the Pick Up Sheets Johnson Controls will modify Ship Schedules Suppliers must include the Pick Up Sheet number on their ASN You will be contacted before implementation where applicable 80 SCM – Supplier Expectations Day – Oct 2011
Slide 81: Transportation
Transportation To drive efficiencies in our transportation we request: ExW material to be Use correct packaging ready by 8am or at as documented on the agreed time packaging data form DDP materials to be shipped according to agreed delivery plan Adhere to waiting times Provide transport docs
Slide 82: Suppliers Manual on our supplier portal
You will find all information in our Suppliers Manual on our supplier portal 82 SCM – Supplier Expectations Day – Oct 2011
Slide 83: Andreas Maashoff
Andreas Maashoff Director Industrial Design & Craftsmanship, Consumer & Market Research 83 2012 European Automotive Experience Supplier Expectations Day
Slide 84: Innovation
2012 EUROPEAN AUTOMOTIVE EXPERIENCE SUPPLIER EXPECTATIONS DAY Innovation Dr. Andreas Eppinger Group Vice President Technology Management Automotive Experience
Slide 85: Invention – Innovation – Technology
Invention – Innovation – Technology Leonardo da Vinci Airbus A380 15th century 2010 Invention Innovation the act of finding Process to create customer value Customer an idea Technology Skills and Capabilities to make things happen 85 2012 European Automotive Experience Supplier Expectations Day
Slide 86: Strategy: Transforming into a Technology Company
Strategy: Transforming into a Technology Company Reorganization to focus on Product and Process Excellence Globally Acquisitions to drive vertical integration and technology gap closure Michel Thierry, C. Rob Hammerstein and Keiper & Recaro Technology & Advanced Development Group establi
Slide 87: Vision
Vision New and Improved Features and Functions Light-weight Sustainable Structures Smart Solutions Seats Self-Adapting Mechanical Big Comfort Comfort for Small Cars Seat Thermo Acoustic Comfort Comfort Human Estetics Ergonomics Space- Haptical Comfort Comfort Olfactory Smart Smart Comfort Elec- Inte
Slide 88: Strategic Technology Domains
Strategic Technology Domains Applied Technologies Interior Decoration Composite Mechanisms JIT, Safety Electronic Adv. Foam Adv. Trim Surfaces Solutions Solutions & Structures Compl. Seat Solutions Solutions Solutions Core Technologies Bio- Advanced Composite Metals, Mechatronic Human Techn. Materia
Slide 89: Examples 2011
Examples 2011 2nd row comfortable Very thin, weight saving Light-weight, space saving Stadium-Seat Seat solution Audio solution for Trucks carry-over from Bedding Industry integrated in Headliners / Garnish Pocketed Coil Technology + Bongiovi Digital Signal Processing New Mechanisms Aluminium + Stee
Slide 90: Expectations and Opportunities 2012
Expectations and Opportunities 2012 Grow globally with the Market Leader through (Co-) Innovation New opportunity to engage earlier in the process with new Johnson Controls Automotive Experience structure. We are open to aggressively drive break-through innovation together with our suppliers 9
Slide 91: Johan Vankemmel
Johan Vankemmel Executive Director Indirect Purchasing AE Europe and Global Tooling
Slide 92: 2012 Highlights and Focus
2012 Highlights and Focus Quality – Focus on supplier quality to enable total quality transformation 1) Dedicated global Supplier Quality organization being established 2) Enhance Johnson Controls‟ competitiveness by improving supplier quality. Innovation 1) Globally organized to focus on produc
Slide 93: 2012 EU Supplier Key Performance Expectations
2012 EU Supplier Key Performance Expectations Quality 2012 Supplier PPM expectation is 0 PPSC‟s – 0 is the Target. Closure in 30 days No MQR 2 or 3 activity Commercial Cost Savings/Continuous Improvement targets to be agreed on with Commodity Manager Adherence to Johnson Controls stand
Slide 94: Concluding Remarks
Concluding Remarks 2012 supplier performance expectations can be found in the back of the brochure Award Recipients please arrive at the Restaurant “La Vecchia Osteria” not later than 6 PM The Awards and Photos will be shipped via mail to your attention. Thank you for your participation
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