2012_1_Daimler Supplier Magazine_eng

Transcription

A magazine for suppliers and employees of Daimler AG
01 12
Revolution The new A-Class
Emotion Awards for Suppliers
Production Sustainable Strategy
The latest Mercedes-Benz A-Class marks
the start of a new era in revolutionary
vehicle architecture and technology.
Suppliers were recognized for outstanding
performance at the Daimler Key Supplier
Meeting 2012.
As an integral element of Daimler’s
corporate strategy, sustainability begins
with production.
Published by
Daimler AG
Responsible for content
Production
Sabine Brändle, Procurement Communications
Dr. Cantz’sche Druckerei Medien GmbH
Zeppelinstraße 29-31, 73760 Ostfildern,
Editorial management
Germany
Katharina Becker, Janine Thiele
Contact
Editorial staff
Daimler AG
Andrea Klopstein, Jochen Schaefers,
Procurement Communications
Heike Schulze, Natalie Teglev
HPC T728, 70546 Stuttgart, Germany
Tel. +49 711 17-26354
Editorial office and design
sabine.braendle@daimler.com
design hoch drei GmbH & Co. KG
Glockenstraße 36, 70376 Stuttgart, Germany
Subscription
info@design-hoch-drei.de
The Daimler Supplier Magazine is published
www.design-hoch-drei.de
twice a year in German and English. If you wish
to subscribe to it free of charge or would like to
Photography
change your subscription, please send an e-mail to
Daimler AG (unless stated otherwise)
dsn@daimler.com.
Ethical Business
© 2012 Daimler AG. No parts of this publication may be reproduced without prior written permission
from the publisher and reference to “Daimler AG”.
The cellulose for the paper of this magazine derives from responsible sources. FSC-certified products
actively contribute to sustainable forest management.
Common values, transparent rules for cooperation and
a joint understanding of sustainable actions are the
cornerstone of long-term economic success.
02
Daimler Supplier Magazine 01|2012
03
Contents
12
44
17
The new A-Class. The pulse of the young
Green production. Procurement takes
Winners! Outstanding suppliers are recognized
generation – and a challenge for suppliers.
another step towards the “green factory”.
at the annual Daimler Key Supplier Meeting.
Products and
Processes
Partners and
Projects
Movers and
Doers
12 The Young Mercedes-Benz A-Class
A new vehicle architecture revolutionizes
the compact vehicle class.
41 We Help Children
STAR CARE runs charity relief projects
for children in need.
17 Daimler Key Supplier Meeting 2012
The winners of the 2011 Daimler
Supplier Awards.
38 SL Roadster: The Legend Lives on.
The new SL builds on selected quality –
including in parts procurement.
42 125 Times the Passion for
the Automobile
The record of a unique exchange between
Bosch und Daimler to mark the anniversary
of the automobile.
34 Together for Japan
A number of suppliers were also affected
by the disaster in Japan – and demonstrated
outstanding effort to overcome it.
44 Hand in Hand: Ecology and Economy
Environmental and economic
targets must be reconciled as early
as the procurement phase.
In Focus
04
Raising the Bar in Terms of Integrity Standards
Interview with Dr. Christine Hohmann-Dennhardt, Member of the Daimler
Board of Management and responsible for “Integrity and Legal Affairs”, on
integrity at the company and her expectations of Daimler’s business partners.
08 Ethical Business Is what Matters
Daimler’s corporate philosophy sets out a clear direction: sustainable
action based on integrity and shared values. Editorial
Sections
To our readers,
W
hat comes to mind when you
think of the word “integrity”?
If you thought of “decency”, “sincerity” or “honesty”
you’re definitely on the right
track. In the business world, integrity relates above all to the respect and trust bestowed on a partner, along with the expectation that contracts will be fulfilled and
rules will be followed. Integrity is closely
linked to accepting responsibility, which
has long been very important to us at
Daimler. This is what led Daimler to become a founding member of the UN Global
Compact in 2000. Daimler is also the first
and thus far only automotive manufacturer
to set up an Integrity and Legal Affairs
central division as a clear sign of its commitment. For more information, see our cover
story and the interview with Dr. Christine
Hohmann-Dennhardt, Daimler AG’s Board
of Management Member in charge of this
function.
Integrity must also be a part of our daily
operations, for instance with regard to environmental matters. This issue takes a look
at measures for energy efficiency and reducing emissions at our plants.
We also practice integrity when working
with partners, as it became particularly apparent once again last year. We have seen
the disaster in Japan last spring. In the
following weeks and months, our supply
partners expended extraordinary efforts to
satisfy their customers.
In 2011 Daimler also celebrated the 125th
anniversary of the automobile. We take a
look at an exceptional exchange among
the people who made this record possible foremost. And our best suppliers in
2011 have also just received their Daimler
Supplier Award. Once again, we want to extend our heartfelt congratulations to them!
Of course, our ultimate goal in all our
activities is to build exceptional vehicles,
and this issue features some news on that
front as well: In 2012 two innovative product
launches will be made in passenger cars, the
new Mercedes-Benz SL and the new A-Class.
As proud as we are of our success in the
previous year, we must make an even greater effort in the future to meet our ambitious goals. This also applies to our business
partners. For this reason, cooperation based
on values provides the best foundation for
solid business relationships. After all, as
Christine Hohmann-Dennhardt explains in her
interview, “communities of values are always
the better communities for value creation”.
Dr. Holger Steindorf
Wendelin Wolbert
Dr. Klaus Zehender
Vice President
Vice President
Vice President
Procurement Trucks and Buses
International Procurement Services
Procurement Mercedes-Benz Cars and Vans
Daimler AG
Daimler AG
Daimler AG
02 Contents
03 Editorial
11 In Conversation
16 Notes
48 Imprint
04
In Focus
“Companies
need a value
system to help
them navigate
in the business
world.”
Raising the Bar in terms of Integrity Standards. Dr. Christine
Hohmann-Dennhardt, in charge of Integrity and Legal Affairs
at the Daimler Board of Management, discusses integrity at
Daimler and her expectations of our business partners.
05
06
In Focus
Dr. Christine Hohmann-Dennhardt has been heading the new central division, Integrity and Legal
Affairs, since February 2011. Previously, she was a
judge on the first senate for the Federal Constitutional Court from 1999 to 2011. From 1995 to
1999 she was the Hessian Minister of Science and
the Arts and from 1991 to 1995 she was the Hessian
Minister of Justice. Before that, Dr. Christine
Hohmann-Dennhardt was the director of the social
welfare court of Wiesbaden and a judge with the
social courts of Frankfurt am Main, Wiesbaden and
07
Compliance, as a management activity,
has become a greater priority for companies. How do you define compliance?
Compliance means “following the rules” –
we must tailor our business activities to
standard laws, rules and regulations, while
following our internal policies. Rules are
essential for efficient cooperation, because
they provide us with orientation. They show
us the way. They are like a seat belt – they
give us room to move while keeping us safe.
How do provide orientation for Daimler’s
suppliers?
We firmly believe that our corporate responsibility does not end at our plants’ gates.
That is why we offer training sessions to
our business partners and provide regular,
comprehensive information. Our current
brochure, “Ethical Business. Our Shared
Responsibility.”, offers a concise overview of
our principles and expectations with regard
to integrity.
It seems like the number of policies and
rules never stops growing. Is there a risk
that “too much compliance” could slow a
company down?
If the framework of rules were too narrow
and compartmentalized, it would be unmanageable. There is also the risk that too
many policies would put us on “autopilot,”
and that we would avoid all responsibility
and hide behind the rules. That is why we
are streamlining our entire set of rules and
reviewing our policies for relevance and
clarity. Everyone will benefit from this –
employees and business partners alike.
What role do you think compliance plays
in competition?
I am convinced that companies cannot be
successful on an international scale in the
long term unless they realize that business
success and business ethics go hand in
hand. We are all responsible for making sure
that laws and ethical standards are complied with, because communities of values
are always the better communities for value
creation.
the district social welfare court of Darmstadt. She
earned her doctorate at Goethe University Frankfurt.
“When we act with
integrity, we do what
our ‘inner compass’
tells us to do.”
Dr. Hohmann-Dennhardt, you’re in
charge of Integrity and Legal Affairs at
Daimler. What are the responsibilities
of this function?
Integrity and Legal Affairs includes the
traditional legal field, the compliance organization, and data protection. I am also in
charge of ensuring that human rights are
observed and protected, and that we anchor a sustainable and entrenched corporate culture founded on integrity.
Why was this Board of Management’s
central division established?
Recent years have shown a change in
values in society as well as in the business
world. The days of pure profit maximization
are over – today, companies are much
more focused on how businesses achieve
success. Companies need a value system
to help them navigate in the complex business world.
Daimler is the first and, so far, only automotive manufacturer to establish a Board
of Management’s central division for Integrity and Legal Affairs. In doing so, it
has made a clear statement: Not only do
we want to be a leader in products, brands
and services; we also want to raise the bar
in terms of integrity standards.
Is simply playing by the rules enough?
No, acting with integrity means more than
following the rules. When we act with integrity, we do what our personal belief system, our “inner compass,” tells us to do.
This compass helps us to make good decisions even in complex situations and to do
the right thing based on our convictions.
The main point is that we take responsibility
in our daily work, and know what our limits
for action are. We promote integrity and
demand the same from our employees and
our business partners.
How do you bring “acting with integrity”
to life?
You cannot just prescribe basic ethical
values. That’s why we are speaking with
employees throughout the entire Group
across all hierarchical levels and positions
to explain what integrity means in detail at
Daimler. The findings from these Integrity
Dialog events will be integrated into our new
Integrity Code, which will set the standards
for our business activities. In addition to this
active dialog, we are sponsoring the “fairplay” campaign to inform our employees
in 19 languages in more than 45 countries
about issues in business ethics.
Brochure for Business Partners.
Values form alliances – and partners
become allies.
Day in, day out, when negotiating with our
partners, our business is at stake – certainly
a very tough business, too. That is why it’s
worth taking a closer look at how we define
success. Although we are always striving
for economic profit, every business deal
must exemplify our environmental, social
and economic responsibility. Success has
two sides: company profit and business
ethics.
This is the only way to conduct ethical
transactions – a business that is worth our
efforts and can be expressed in figures,
while at the same time standing for dignity
and responsibility. Daimler needs the support of all its business partners and their
partners to put this into practice.
Ethical Business.
Our Shared Responsibility.
We provide our business partners with guidelines for meeting our joint responsibility in daily
business operations - a compact summary of
the principles and expectations we have with
regard to integrity. We can impose our ethical
principles with success only if our partners also
agree to base their own actions on a joint value
system. We want to assist them in doing so and
in communicating these guidelines within their
own supply chain by providing information and
specific offers.
For more information and to download the
brochure in multiple languages, please see
our Daimler Supplier Portal:
http://daimler.covisint.com
08
In Focus
Ethical Business Common values, transparent rules for cooperation
and a joint understanding of sustainable actions are the cornerstone
of long-term economic success.
09
Ethical Business
Is what Matters
C
omplexity, globalization, division of labor, competition, transparency, growth –
these are the terms that define
today’s business environment. Manufacturers and suppliers want to succeed in business. However, economic success at all
cost should not be the only goal. Rather, we must look
at the manner in which we achieve this success. Ethical business always pays off. Customers are increasingly concerned with how, and under what conditions,
a product is manufactured and sold. Unethical business practices can quickly leave a permanent mark on
a company’s reputation.
Above all, Daimler and its business partners also have
a collective social responsibility for the economic and
social conditions everywhere they do business around
the world. It is up to all of us to help shape local social
conditions. This includes actively promoting environmentally friendly products and production methods, health
and safety at work, equal opportunities and fair treatment of others, and competition by the rules.
With regard to the latter, we must place a special focus on consistently combating corruption of all kinds –
in our own countries and everywhere else it makes
trouble in the world. In the dialog with our business
partners, we want to spread the word that integrityfocused entrepreneurial thought and action is the
only way to achieve long-term success. This depends
on common values (integrity), clear and transparent
rules for cooperation (compliance) and a joint definition
of long-term action (sustainability). Integrity is one of
our corporate values and at the foundation of our business. Universally applicable values and standards of conduct, and a joint definition of right and wrong are what
matter. Daimler strives for a corporate culture of integrity
and expects all of its employees to act accordingly. Naturally, this means that we must all adhere to applicable
rules and laws in consideration of economic, environmental and social aspects of our business dealings. We
follow the principles of the United Nations Global Compact. As a founding member of this initiative, we play an
active role in it and have been a member of its LEAD
group since 2011. Our guidelines, especially our Integrity
Code, are based on the Global Compact principles.
These standards serve as a yardstick for us to measure not only our internal conduct but also that of our
business partners. Our Integrity and Legal Affairs central division reflects the importance of these standards
to us. The tasks of the responsible Board of Management Member, Dr. Christine Hohmann-Dennhardt, include the management of the global legal and compliance organization, business ethics, and anchoring integrity and compliance throughout the entire company.
Our responsibility does not end at the plants’ gates
For our employees and managers in Procurement
and for our suppliers, the challenges of implementing integrity, compliance and sustainability are most
pronounced in day-to-day business: in negotiations,
drafting agreements, in business meetings conduct, and
dealing with violations of social and environmental standards in the supply chain.
To learn more about the Global Compact,
please go to www.unglobalcompact.org
You can also find more details in the
interview with Dr. Christine HohmannDennhardt on page 6.
10
In Focus
In Conversation with Sylvia Schenk,
Transparency International
Attitude
Integrity
For three years, Sylvia
Integrity,
sustainability &
compliance are
mutually dependent
Schenk has served as Chairwoman of Transparency
li a n
Co
il it
ion
s
u le
s/
ab
mp
ain
Tool
s
International Deutschland
ce
Sust
Act
y
R
We have launched a number of in-house measures to
support our employees and managers in their efforts.
We provide training to explain rules and requirements,
to demonstrate and discuss case studies from Procurement. These sessions instruct employees on how to
deal with internal and external violations of the rules.
The topics of integrity, compliance and sustainability are
a fixed component of our management culture and our
communications.
However, the practice of integrity, compliance and sustainability is not merely an internal matter for Daimler.
It is a standard that must also be upheld by our business
partners. The Supplier Guideline on Sustainability and
the inclusion of this guideline in purchase agreements
around the world reflects our requirements for business
ethics, along with social and environmental standards.
To ensure that the guideline content is appropriately
implemented and can be passed on along the value
chain, we hold special training events for supplier support in selected countries. To determine whether the
standards are being met, we use defined processes and
tools to review potential risk situations or suspected
cases of violation.
Nonetheless, communication and dialog with our
direct suppliers is the key because their cooperation
and support is the only way that we can continually
and successfully implement our standards in the supply chain. For instance, we provide a full range of information about integrity, compliance and sustainability
on our Daimler Supplier Portal. The portal also offers
a brochure for our business partners, which describes
in detail what matters to us – beyond economic cooperation. This information is meant to be used expressly
for business practices along the value chain ahead.
11
As part of the Daimler Sustainability Dialogue, an event
for stakeholders, a working group for sustainability in
the supply chain met for the fourth time in November
2011. We meet with representatives of various supplying companies and non-governmental organizations on
an ongoing basis to discuss how we can best enact joint
standards and measures.
Support in the event of violations
We must investigate violations of the rules in order to protect
Daimler and its partners. If the conduct irregularity represents a
serious violation by our employees, Daimler’s Business Practices
Office (BPO) takes the lead. There is also an external, neutral
intermediary available in Germany as another point of contact. You
can confide in this intermediary, too, if you have information about
serious violations pertaining to our employees or our processes.
The intermediary is bound by strict confidentiality, will consult with
you, can determine the facts and forward this to the BPO without
naming the whistleblower. If you have specific information about
and is currently a Board
Member. In this interiew she
discusses her expectations
of Daimler in the fight against
corruption.
Ms. Schenk, what does Transparency
International stand for and what are its
goals?
The organization stands for transparency,
integrity and the battle against corruption.
Our goal is to bring the topic of corruption
on the agenda all over the world, including
in Germany, where it has been played down
for some time. Consider, for example, that
little more than a decade ago bribes paid to
foreign officials could still be deducted
on German tax returns. Transparency International has helped to create regulatory
frameworks and conventions to prevent such
corruption. In many countries, the challenge
is to establish anti-corruption structures in
a way that can effectively alleviate poverty
and hunger.
Where do you see the main issues
that need to be addressed in combating
corruption?
Corruption is usually not evident right away;
it is a phenomenon that creeps up gradually.
This often makes it hard to define where legitimate business practices end and corruption
begins. Frequently the victims and losses
are not directly visible, which is one reason
why this type of crime is often taken lightly.
Yet corruption is at the root of many of the
world’s problems today, such as environmental topics like illegal slash-and-burn land
clearing, the dumping of toxic pollutants, or
even the creation of terrorist infrastructures.
irregular conduct of one of your employees relating to cooperation
with Daimler, investigate immediately and inform us of any serious
violations.
You can find current contact information for the BPO and the neutral intermediary on our web page at www.daimler.com
– Company – Corporate Governance – Compliance – Business
Practices Office or “Der neutrale Mittler” on the German page.
Why does Transparency International
get involved on the corporate level?
What do you expect from Daimler in
concrete terms?
From the very start, Transparency International has placed great emphasis on cooperating with the business sector. We believe that
working together is the key to change. What
we expect from companies is a systematic,
consistent and long-term commitment to
combating corruption, starting with the core
business and culminating in a proactive
insistence on proper standards in all external
dealings. As a Corporate Member of Transparency International, Daimler has entered
into a voluntary commitment to complying
with these objectives. Personally, I do not
expect a company to achieve perfection right
from the start, but I do expect it to learn.
The key here is to empower suppliers to set
up an in-company process based on their
conviction that this is the right thing to do;
merely wagging a finger at them or teaching
them various techniques is not enough. An
apt quotation by writer Antoine de SaintExupéry comes to mind: “If you want to build
a ship, don’t drum up people together to
collect wood and don’t assign them tasks
and work, but rather teach them to long for
the endless immensity of the sea.”
PROFILE
2011 marked the fourth time you took
part in the Daimler Sustainability
Dialogue. Do you see any progress at
the Daimler Group when it comes to the
topics of integrity and sustainability?
Yes, progress has been made in many areas,
and a focus is being placed on new areas.
Daimler is now advancing beyond mere compliance, as defined in technical terms on
the basis of what tools to use, and is embracing the communication of ethical values
as well. Both are necessary – after all, what
use are standards and rules if they are
not observed? And what good is it to set
objectives if people regard them as arbitrary
requirements rather than worthwhile ends
in and of themselves? The Sustainability
Dialogue has also been enhanced, for example by various working groups which focus on individual topics. However, I continue
to be critical of Daimler’s involvement in
Formula 1 racing, where ethical practices, including transparency and integrity, frequently
appear to be outside the norm. It would be
advisable for Daimler to rethink its position,
in particular since sponsoring is a particularly high-profile medium of communicating
the company’s values to a broad audience.
How can Transparency International
assist in fighting corruption when it
comes to companies along our supply
chain?
We offer a number of corruption-prevention
tools, such as practical case studies and a
checklist for “self-audits.” Suppliers can also
make use of our business policies to help nip
corruption in the bud. Of course, suppliers
can also work on the ground with their national Transparency International organization.
Headquartered in Berlin, Transparency International
was founded in 1993 by Dr. Peter Eigen. The staff, most
of whom work on an honorary basis, is linked via a
global network of over 90 national branch offices, including Transparency International Deutschland. The key
objective of this not-for-profit organization is to combat
corruption in all its forms all over the world. In the process, Transparency International strives to build bridges
of cooperation between and among policymakers, the
business sector and civil society. An effective tool in
this context is the “Corruption Perceptions Index”
(CPI), which ranks countries according to their perceived level of corruption in politics and administration.
Daimler is a Corporate Member of Transparency International Deutschland e.V.
Biography
1972 German champion and Olympic runner
in the 800-meter dash
1978 Passed the second state law exam in
Frankfurt am Main
1979 – 1989 Served as Labor Court judge
in Offenbach, Germany
1989 – 2001 Municipal Council for Law, Sports,
Women and Housing in Frankfurt am Main
2001 – 2004 President of the German Cycling
Association “Bund Deutscher Radfahrer e.V.”
Since 2004 Attorney specializing in compliance
as well as sports and contract law
Since 2006 Board Member of the German
Olympic Academy
Since 2009 Member of the Board of Trustees
for the German Sustainability Award
2007 – 2010 Chairwoman of
Transparency International Deutschland e.V.
Since 2010 Board Member of Transparency
International Deutschland e.V.
further information
www.transparency.org
Please find all documents in the publications section.
12
Products and Processes
The Heartbeat of
a New Generation
13
The Young Mercedes-Benz A-Class
T
he debut of the new Mercedes-Benz A-Class
at the 82nd Geneva Auto Show was a sight
to behold! Young couples admired the car
with great interest, grown men huddled
around the gleaming silver car, pointing their
iPhones and cell phone cameras at it for a snapshot... as
if they were looking at a Hollywood movie star and not a
new model from the new generation of Mercedes-Benz
compact cars.
The comparison is not so far-fetched though. The
new Mercedes-Benz A-Class is viewed as the industry’s
shooting star already today. It wouldn’t be a surprise if
the next star on Sunset Boulevard were to be dedicated
with a big “A”! Indeed, there is every reason: Overall,
the “new one” has a much more youthful and dynamic
appearance than its predecessor model. It is lower to
the street and a bit shorter in length. The overhaul is
due to a new vehicle architecture, which has already had
its premiere in the new B-Class: In all, five MercedesBenz model series in the premium compact segment are
based on this front-wheel drive architecture.
After the B-Class, which is being produced at both locations in the production network of the Rastatt plant
and the new plant in Kecskemét, Hungary, the market
focuses on the A-Class which largely recalls the B-Class
due to their common architecture. Thanks to high customer satisfaction with the Mercedes-Benz B-Class – the
order books are full – demand for the new A-Class is
sure to be high, too, considering the positive reactions.
Ambitious goals had to be met to make the car both
attractive and affordable for its young target audience.
Once again, Mercedes-Benz suppliers rose to the challenge with creative solutions and the use of new materials, reflected in the joy and spirit of the A-Class.
The suppliers also expended great efforts together with
Daimler on reconciling the non-trivial combination of
premium design standards with new legal regulations.
Now it is the time for production – the launch is set
for June 2012 at the Rastatt plant. Forecast figures and
the remaining start-ups per vehicle model will bring new
challenges to Daimler and its suppliers. The suppliers
will have to remain very flexible because even small
14
01|2012
15
17
An Eastern Debut
changes and adjustments can have an enormous impact
on production. And there will be little downtime, considering the comparatively closely timed start-ups of the
new models from the compact car generation.
Ultimately, Mercedes-Benz had to find suppliers that can
cover the entire new compact car generation and handle
the start-ups as well as production volumes. In addition, there was a need to coordinate with two locations of
the production network, the plant in Rastatt and the new
plant in Kecskemét, Hungary. Numerous suppliers for the
production in Rastatt were able to apply their knowledge
also in Hungary and deliver “Just In Sequence” (JIS) in
immediate proximity to the location. However, a number
of new suppliers use this major opportunity for long-term
cooperation, too. The other suppliers can also rest assured: If you do a terrific job with the new Mercedes-Benz
A-Class, you can secure a solid, cooperative partnership
with Daimler for the future.
Plant opening in Kecskemét. The first passenger car production in Eastern Europe
is a key pillar of the Mercedes-Benz production network.
Contact
Miriam Rückheim, PMC/54
Youthful sportiness: The interior boasts a dynamic design, including modern communication systems.
miriam.rueckheim@daimler.com
The opening of the plant in Kecskemét, Hungary on March
29, 2012 was another major milestone on Daimler’s path
to the “production facility of the future”. This new location
is a logical extension of the experience and knowledge
from the established plants, but has adapted to local conditions and put them into context. It has all the elements
of a new success story – for Daimler and its suppliers.
The decision to build a passenger car plant in Eastern
Europe was influenced by different factors, among them
infrastructural advantages. These advantages had to be
tailored to the situation, however. To prepare for the production of various models of the new Mercedes-Benz
compact car generation, the new plant was equipped with
an integrated industrial park (I-park). This facility also has
some special logistics features: “I Park 1” with four delivery scopes was set up on the plant site in close proximity to production, practically door-to-door. This is where
the suppliers with high value creation, high volume and
variance are located. For instance, there is the car seat
supplier, who can essentially deliver the seat right for assembly from the adjoining building – separated by just a
door. This is the perfect example of “Just In Sequence”.
Next door, “I Park 2” with ten delivery scopes was built.
The close proximity has already paid off because the
small quality control cycle allows suppliers to respond Kecskemét PLANT
quickly to changes and adjust their system to the require- Daimler AG
ments at the last minute. Suppliers on the ground also
take advantage of a shared plant security system and can Employees: 3,000 (by the end of 2012)
Range of products: B-Class
go to the on-site cafeteria for lunch.
Kecskemét’s distribution, supply and disposal concept Plant area: 1,420,000 m2
is also new. For the first time, all of the logistics services
were outsourced in five packages. Naturally, these are
overseen by in-house personnel. The packages include
production supply, trailer yard management, empty goods
processing, outbound vehicle dispatch, and sequencing.
For this purpose, Daimler has gathered selected industry
specialists who were involved very early on – while the
plant was still in the planning phase. Here, too, Daimler’s
suppliers and their subcontractors benefit from the close
proximity of the service providers. It allows logistics companies to serve multiple customers simultaneously.
The plant relies on tried-and-true methods for delivering production equipment and outbound vehicle dispatch, whereby the nearby highway and a railroad line
extended just for the plant are the most essential factors. It saves costs and reduces carbon dioxide emissi- Contact
ons. Local suppliers also benefit from the convenient Dr. Robert Ivisic, MOP/LP1
robert.ivisic@daimler.com
infrastructure.
16
Plant Opening in Chennai
Advanced Trucks – Made in India
Notes
33
Fit for the Future:
Supplier Forum in South Africa
Chennai (IN) With BharatBenz, there is already a truck brand name for the Indian market, and now there is also a separate plant
for production in Oragadam near Chennai.
An area of 160 hectares is available for the
entire product portfolio, which includes
vehicles in the six- to 49-ton weight class,
all based on the successful Daimler Trucks
platforms. As the third-largest truck market in the world, India offers enormous
growth potential for Daimler’s wholly owned
subsidiary Daimler India Commercial Vehicles (DICV). The Group is making use of
the strengths of the Indian supply industry
with a local content of approx. 85 percent.
The new plant in Chennai will have an initial capacity of 36,000 units per year, which,
however, may be increased to 70,000 units.
The strategy of setting new standards with
advanced trucks in India creates the ideal
conditions for major success against the
background of this expanding market and
growing demand from Indian customers.
New truck plant in Chennai: Aerial view of the final construction phase in spring 2012.
The participants in East London received a warm welcome from Mercedes-Benz South Africa.
E-Mail Encryption Service:
The Key to Confidential Messages
Sindelfingen (DE) E-mail has become one
of the most critical tools in business communications. While it certainly has advantages,
the electronic exchange of information and
data also poses some risks. When confidential matters are under discussion, the publication or falsification of shared data can
cause serious damage to a company.
That is why the automotive manufacturers
in the German Association of the Automotive Industry (VDA) have formed an e-mail
security working group and made some
recommendations. As a result, Daimler has
introduced an e-mail encryption service –
a security measure for exchange of confidential information with external business
partners. While neither the subject line nor
e-mail addresses are encrypted, the messages and attachments are.
In practical terms, this means that Daimler
employees only need to mark their e-mails
as confidential. Daimler AG’s e-mail encryption service makes sure that these messages are then sent only in encrypted form.
Incoming e-mails are automatically decrypted for employees upon receipt.
Pursuant to the VDA recommendations,
Daimler supports the most common methods of encrypted e-mail communications:
PGP, S/MIME and SMTP over TLS. To ensure that confidential messages can be
exchanged in encrypted form with Daimler
AG staff, the external business partner must
also support one of these methods.
When using PGP or S/MIME, PGP public
key certificates or S/MIME certificates
must be exchanged. Daimler provides
these certificates for its employees at
www.securemail.daimler.com
Business partner certificates are automatically requested as needed. If an e-mail can-
not be sent immediately in encrypted form,
it is placed in a temporary archive for ten
days until receipt of the proper certificate
from the external business partner. If the
response time of 10 days is exceeded, the
system rejects the message and informs the
sender and recipient.
More information on e-mail encryption is
available for external business partners at
www.securemail.daimler.com, and a hotline
is currently being set up.
Details of the East London location.
East London (ZA) The Daimler supplier
meeting at the East London plant in early
February, which was attended by representatives from business and politics, focused
primarily on how to further improve the global competitiveness of the local supplier
industry. Following the announcement
of investments in East London for the
production of the next generation of
Mercedes-Benz C-Class cars, the local
supplier structures have already been
cultivated and networked. The goal is to
ensure a seamless production start-up
in 2014. With this in mind, emphasis is
being placed on reinforcing the base of
In Brief:
New Brand for all
Powertrain Components
Detroit (USA) As already announced at
a press conference at the end of last year,
Daimler Trucks will in the future be offering
a fully coordinated portfolio of powertrain
components from in-house production under
the new brand name “Detroit”. The umbrella brand will market engines, transmissions,
and axles for Daimler Trucks North America
(DTNA) commercial vehicles. The latest DD13,
DD15, and DD16 diesel engines not only cover a broad spectrum in the power category
between 350 and 600 hp, but also meet current EPA 2010 emissions standards in the US,
putting them among the most economical,
durable, and lowest-emissions commercial vehicle assemblies worldwide.
DTNA includes the brands Freightliner and
Western Star, Freightliner Custom Chassis,
and school bus manufacturer Thomas Built
Buses. With this evolution of its range, Daimler is laying the foundations for further growth
in the American market.
component manufacturers, by expanding
companies already located in South Africa
but also adding new companies that have
been enlisted to invest there. Costs are a
key factor in supplier competition: “It is
absolutely necessary for South Africa’s
component suppliers to use every opportunity they can to improve their cost efficiency”, stressed Dr. Klaus Zehender, Head
of Procurement Mercedes-Benz Cars and
Vans.
The popular Supplier Day in East London
also focused on the subjects of sustainability and compliance. Many practical
examples illustrated the expectations, i.e.,
adherence to the rules not only in the suppliers’ own companies but also along the
supply chain. A lively exchange of news and
views among suppliers and experts from
Procurement, Development, and Logistics
rounded out the interesting and informative
event – in line with its theme “Out of Africa
for the world”.
Detroit: New American brand for Daimler powertrain
components.
34
Movers and Doers
Joining Forces
for Japan
Help among Partners The earthquake off the coast of Japan in March
2011 and the subsequent flood and reactor disaster caused a great
deal of human suffering – not only in the eastern Japanese region of
Tohoku but also further afield. Among those affected were many suppliers and employees of Daimler AG.
M
arch 11, 2011 is a day no one in Japan or anywhere else in the world will
forget. For many people, this day forever changed their personal destiny
when the submarine earthquake hit
with a magnitude of 8 at 2:30 p.m. local time. It is only
thanks to the solidarity and pragmatic assistance of the
people, combined with great discipline and dedication,
that things are nearly back to normal in terms of working
and business relationships only a year later.
Production shaken up by the earthquake
Daimler in Germany learned of the disaster in the early
hours of March 11 before the start of the workday.
Countless questions, concerns and fears immediately
came up because all employees who deal with business related to Japan also have personal contacts there.
The disaster – the earthquake, flooding and nuclear
accident in Fukushima – left people in Japan fearing
for their survival. All three purchasing units along
with Daimler’s Logistics and Production were faced with
major challenges, too, as some of their suppliers’ and
sub-contractors’ production sites were located in the
disaster area. The most critical question was to find out
which and where suppliers were located and to what
extent they were affected.
The answers to this question highlighted the severity of the disaster: The earthquake had destroyed many
buildings, machinery, and tools. The damaged infrastructure interfered with logistics. And the tsunami had also
caused serious damage.
Under Daimler’s lead a cross-functional task force
was established for Procurement, Development and Production and worked very closely together. The objective
was to gain transparency about the extent of the disaster and to determine how to secure parts supply. Crossfunctional cooperation was a critical success factor in
Production was resumed quickly after the disaster in Japan thanks to tireless commitment and pragmatism.
35
Germany as well. Procurement, Quality Management,
Development and Logistics worked hand-in-hand, looked
for alternatives to deliver parts, and updated their supply
and production plans. Decisions had to be made quickly
using the latest information.
A Mercedes-Benz Zetros was also used in the clean-up operation.
36
Movers and Doers
One year later Looking back, it is nothing short of an
admirable performance that the supply chain remained
intact even under the most grueling circumstances. The
fact that every Daimler vehicle ordered was delivered on
time, despite the difficult supply situation, is primarily
due to the pragmatism, solidarity, patience and composure of the Japanese partners. It became evident that
this outstanding performance would never have been
possible without the personal contacts between Procurement and the suppliers, and the trust-based cooperation
among all stakeholders.
Despite the far-reaching consequences of the environmental disaster in Japan, the reconstruction phase was
almost complete by the fall of 2011. In total, we can say
that the Japanese people as well as the Japanese automotive industry had to overcome one of the greatest challenges in their history. Thanks to the close cooperation
they were able to overcome this challenge, once again
proving the true worth of Daimler’s Japanese partners.
37
Sapporo
Map area
Aomori
Aomori
Fukushima
Kawasaki
Tokyo
Osaka
Kitakyushu
Epicenter
Very high magnitude
Heavy magnitude
Moderate magnitude
Radioactive fallout
Cities
Daimler sites
Supplier sites
Daimler Trucks and
Buses Proving Grounds
An improvised library in the Mitsubishi
Andreas Renschler, Member of the Board of Management of Daimler AG and responsible
Fuso Canter.
for the Daimler Trucks division, is filled in on the situation on the ground.
Pragmatism The world watched with great respect
Passion At Daimler we know that our own high qua-
Respect Personal discussions, mutual cultivation
as the Japanese people managed to overcome their
lity standards are also matched by the quality of the
of partnerships and interest for others have always
personal sorrows while investing all their energy in
Japanese partners’ supply products. Particularly when
been important in Japan. Treating employees and
restoring the functionality of the system. In just a short
it comes to manufacturing E/E components, the
suppliers with respect is also a basic value of cor-
time the Japanese companies accomplished an incre-
know-how and quality of Japanese suppliers is indis-
porate culture for Daimler, and that proved beneficial
dible amount of cleanup work with personal and social
pensable for Daimler. This passion is also what moti-
for the Group at the time. For the Japanese partners
commitment; they relocated manufacturing and deve-
vated suppliers to give their all following the disaster in
it was also a matter of personal honor, complying
loped a rotating system for efficient use of the scarce
order to ensure that bottlenecks were quickly resolved,
with contracts and thus keeping one’s promises in
electricity resources and coordinated the remaining
or never occurred in the first place. Much hard work
this difficult time.
transport routes. Their actions can best be described
and innovation was used to fill any gaps in logistics.
Nagano
Tokyo
as pragmatic and social, fair and cooperative.
Kawasaki
Kyoto
Osaka
Mitsubishi Fuso Truck
and Bus Corporation
Daimler Design Studio
0
400 km
38
39
The
Legend
Lives on
The icon of Mercedes-Benz sports cars turns 60 in
2012, the perfect occasion to take a look back at its standards and its fascinating appeal. Now in its sixth generation,
the new Mercedes-Benz SL is a winner once again with an
array of innovative highlights, luxury, a sporty design and
lightness in the true sense of the word.
A
bove all, it was important for the buyers
at Procurement Mercedes-Benz Cars
and Vans (PMC) to work for the new SL
with trusted partners who were proven to
be innovative suppliers and technology
leaders – all the more as many awardings were carried out
in the context of the global financial and economic crisis.
Along with high standards of quality and technical perfec-
Lightweight For the first time in the
tion, there was a budget to be met.
The relatively low volume of an exclusive vehicle like the
Mercedes-Benz SL also requires new approaches, such
as consolidating awardings for other model series. The
wholly positive experiences from the two-phase awarding
process for the Mercedes-Benz SLK have been adapted
for the SL for the first time, opening up new perspectives
for Daimler’s partners.
SL’s history, the bodyshell is made
entirely of aluminum. The reduced
weight lowers carbon dioxide
emissions and makes the vehicle’s
handling much sportier.
40
60 Years
SL-Class
A light mixture of elegance and sporty design
The legendary sports car is setting new standards again
with a tantalizing shape, a stylish interior with a love of
detail – and all at a much lower weight. The first massproduced fully aluminum chassis was developed for the
new Mercedes-Benz SL Class, allowing for a reduction in
total vehicle weight of up to 140 kilograms. At the same
time, this necessitated the purchase of a large parts set
and a realignment of the supplier network.
The latest generation of the Mercedes-Benz SL also
fully lives up to its reputation as a pace-setter with extensive safety features and innovative equipment. It combines
everything drivers want in a sports car with total luxury.
Take, for example, the panoramic vario-roof with MAGIC
SKY CONTROL and the front bass sound system that
provides top entertainment.
Another benefit of the innovative cooperation is the adaptive windshield washer system, MAGIC VISION CONTROL,
which was developed together with Valeo. The washer fluid is applied directly in front of the wiper blade – as if the
windshield were washed by magic, with no water jets to
impede the driver’s vision, and just the right amount of
fluid is used. The highly rigid safety passenger compartment, the roll-over protection and intelligently harmonized
restraint systems also offer an array of driver assistance
and safety systems that are unique in this segment.
Still turning heads after 60 years
For six decades, the Mercedes-Benz SL has been one of
the most popular image icons of the Mercedes-Benz brand,
and Daimler’s partners are sharing in the benefits. The
latest generation now ensures that the fascinating aura
of the SL will continue to endure. Thanks to support from
new technologies, the roadster is back once again with
the ultimate in luxury - without giving up any of its sporty
allure.
Of course, this prestigious vehicle is the result of much
hard work on the part of all the company’s divisions.
Everyone involved has a good reason to be proud when
they look at the new Mercedes-Benz SL.
Model designation: R 231
Production period: 2001–2011
Curb weight: 1,755–2,120 kg
Model designation: W 113
Model designation: W 121 B II
Production period: 1955 –1963
Production period: 1954 –1957
Production period: 1952
Curb weight: 870 kg
frank.haas@daimler.com
We Help Children
Curb weight: 1,685 –1,845 kg
Frank Haas, PMC/24
41
Production period: since 2012
Curb weight: 1,295 kg
Contact
Partners and Projects
A
nyone wishing to play their part in creating a viable future can best start by supporting children who need help. Fueled
by this conviction, a committed group of
employees from Daimler’s Untertürkheim
plant made a decision at the 1996 end-of-year event
to collect donations for the Stuttgart-based “Olgäle”
children’s hospital. This gave rise to the STAR CARE
project, recognized since 1999 as a non-profit association and dedicated to the promotion of children’s aid
projects across the region. The name says it all: The
Mercedes STAR in combination with CARE, a declaration
of intent to give help. Backed up by a promise: We help
children.
Good ideas can sometimes catch on. STAR CARE e.V.
was to be followed by independent associations at six other
Daimler locations: In Baden, Berlin-Brandenburg, Bremen,
Hamburg, Hessen, Rhineland-Palatinate and Stuttgart, the
name STAR CARE has long become established as a brand
for children’s aid.
The associations are sponsored on a voluntary basis by
employees at the regional Mercedes-Benz plants as well
as by external partners, who can become involved in this
social project in either a corporate or private capacity.
The association is open to anyone in their respective
region. All contributors can be totally sure that every
donation will find its way exclusively and directly into
the local initiative. Participation and involvement in the various aid initiatives is just as much guaranteed as inclusion in the PR work for STAR CARE. The collected funds go
to help the following three groups of beneficiaries, who receive support either from in-house initiated aid projects or
through collaboration with professional aid organizations:
– handicapped children, who profit from equipment
purchases and support from special institutions;
– socially disadvantaged children, who are given indivi dual and unbureaucratic assistance to help address
the emergency situations in their families; and
– sick children with weak social networks, who are
offered counseling services.
A strong network for big challenges
One of the especially striking features of STAR CARE is
the involvement of many employees at Daimler suppliers,
which are often sited in industrial parks of MercedesBenz plants. Voluntary activity provides a fine opportunity to demonstrate their social commitment to the region and to underscore their responsibility toward society. Thus, beyond the commercial level, there is a
genuine partnership that combines ambitious goals
with a desire to achieve the maximum possible. Especially
in view of the limited resources, particular value is placed
on efficiency and sustainability in terms of the selection
and implementation of aid projects as well as with
regard to the deployment of donations. The individual
associations are reliant on external partnerships to guarantee the greatest possible impact in their respective
regions. The exchange with partner enterprises from
many different industries and their employees is seen as
an enrichment by all concerned. Dr. Matthias Jurytko,
who, from summer 2012, will be jointly responsible for
organizing and selecting aid projects within the executive committee of the STAR CARE Baden e.V. association, puts it like this: “Through our involvement with
STAR CARE, we aim to demonstrate our willingness to
take on social responsibility and, in cooperation with our
like-minded partners, to give disadvantaged children
greater opportunities.” This demands great commitment
from every individual, because most members and partners already have a high workload in their daily business.
To maximize success, many projects are evaluated at
review meetings in order to analyze their effectiveness
and to use the gained experience to improve future projects. For, when asked what is the greatest motivation
behind their own personal commitment, everyone has
the same answer: the well-being of children!
Star Care e.V.
Members or partners, STAR CARE volunteers can be proud of what they have so
far achieved. Here are some examples:
STAR CARE Baden is organizing and
funding educational projects for schoolchildren who are at risk of failing their
junior high school leaving exam: Intensive extra tuition to improve the child’s
grade level and thus their prospect
of winning an apprenticeship place.
Language-support projects are in preparation for kindergartens in social
hotspots.
STAR CARE Stuttgart is supplying
a specially equipped emergency ambulance for premature and newborn
babies in order to further improve the
standard of medical care.
STAR CARE Rhineland-Palatinate is
funding projects for young people who
have been classed as extremely difficult, enabling them to obtain their
school leaving certificate through a mix
of theory and practice. Support is being
given also to around 200 children of
food pantry recipients from Wörth and
Germersheim.
STAR CARE Hessen has been collaborating with additional partners to set up a
home for children with cancer as well as
a farm for children from a social hotspot.
Contact
STAR CARE Hamburg, Bremen and
Peter Schreck, STAR CARE Baden
Berlin organize and fund similarly
peter.schreck@starcare-baden.de
sustainable child aid projects.
42
Partners and Projects
43
A Shared Passion: The
Meeting of the Foremen
T
he automobile celebrated its 125th anniversary in 2011. The construction of the
first motor vehicles gave rise at the end
of the 19th century to a new industry: the
age of the automotive industry had dawned. In retrospect, it is interesting to note, among other
things, the close links between this groundbreaking
invention and the founding of the Daimler and Bosch
companies. The partnership between Daimler AG and
Robert Bosch GmbH, therefore, involves more than just
the identical timing of the events – it involves a shared
history. And that is precisely what was worthy of such
special acclaim in the anniversary year.
But what kind of event can take place at an anniversary focusing on the unique exchange between two innovative giants of the automotive world? This question takes
us back to the very beginnings of the two companies. In
those days, it was people of great vision who introduced the automobile as a world first. And, still today, it is
the people who, in their day-to-day work, implement the
requirements of modern mobility. It goes without saying
that the movers and shakers of those days knew each
other personally. But what’s the position with today’s movers and shakers? The idea for an exceptional event was
born: Under the theme of “125 Times the Passion for
the Automobile”, the aim was to bring together exactly
125 production foremen from Bosch and Daimler to allow
them to exchange ideas about their work.
all the foremen were equally deserving, to keep things
fair, lots were drawn. In this way, it was soon decided
which 62 Daimler employees would be invited to Bühl or
Bamberg, and which 63 from Bosch would be allowed to
spend a day in Sindelfingen or Untertürkheim. What happened after that was nothing short of a logistical masterpiece: bus journeys, meeting places, meals and local
arrangements had to be organized – after all, the setting
for this extraordinary event also had to be perfect.
Collaboration past and future
Overall, the exchange of ideas was an outstanding and
impressive experience for all concerned. Seeing with
one’s own eyes how the people from the other company
go about their work was both fascinating and inspiring –
after all, there was a tangible nexus between the work
done at both companies. The conversations between the
participants made it clear on repeated occasions in what
especially high regard the employees from one company
were held by those from the other company. Such mutual
respect also shines a new light on one’s own work. Given
all the changes that have been seen in recent years, there
has also been great continuity: After 125 years, Bosch is
still today a major supplier and Strategic Partner within
the Daimler Supplier Network. It continues to be the case
that an enthusiastic and motivated workforce remains
the best guarantor of equally successful collaboration in
the future – perhaps even for the next 125 years.
September 29, 2011: The 32-member
October 7, 2011: A group of 32
October 18, 2011: A group of
October 26, 2011: Following their
team from the Bosch plant in Bühl
Daimler foremen from Sindelfingen
31 guests from Bosch in Bamberg is
visit to the Bosch archive in Feuerbach,
arrives at Daimler in Sindelfingen. A brief
make their “return visit” to the almost
given a warm welcome in Untertürk-
30 Daimler employees set off for
round of introductions at the Maybach
4,000 Bosch employees in Bühl. On
heim. Alone the architecture of the
Bamberg. At the main plant for gasoli-
Center of Excellence is followed by a
the tour of the production lines for
Mercedes-Benz World is a source of
ne and diesel injection systems, which
tour of the Maybach production facility
miniature motors, it quickly becomes
fascination. The same is true of the
also produces the piezo injectors for
and an inspection of the new road simu-
apparent that planning is carried out
journey through the past, present and
common-rail direct-injection systems,
lator. At the Maybach Center of Excel-
down to the smallest detail. Even
future of the automobile. After a quick
precision is the top priority. On meet-
lence, the guests take their seats in the
though a miniature motor made in
change of location, the visitors have
ing with their Bosch colleagues, the
legendary sedan and admire the many
Bühl is not capable of setting an auto-
an opportunity to tour the engine plant
foremen from Daimler also learn that,
exceptional details as well as the high
mobile in motion, a quick spin on an
in Bad Cannstatt. The guests from
in addition to Bosch, the “Four Big Bs”
build quality. However, they also proudly
electrically powered bicycle, an e-bike,
Bosch find it extremely interesting to
of Bamberg include Bishopric, Basket-
draw attention to the numerous small
soon dispels any doubts about just
see with their own eyes how their
ball and, of course, Beer.
Bosch motors that are installed in the
how powerful the “little guys” are.
product, an injection valve, is installed
Maybach: Here’s one, and there’s one,
Drawing of lots for who gets to visit Sindelfingen,
Bühl, Untertürkheim and Bamberg
Four locations spread across the south of Germany made
for a representative selection. But the next question was:
Who at Daimler gets to visit Bosch? And vice versa. As
and there’s yet another – and they point
to windshield wipers, power windows
Contact
and the automatic seat adjustment. In
Katharina Becker, TG/PPC-T
this way – it seems – the Maybach is
katharina.becker@daimler.com
also a little bit their car.
in a Mercedes-Benz engine.
44
Hand in Hand:
Ecology and Economy
D
aimler’s Environmental Guidelines have
created the foundation for spotlighting
ecological aspects and raising awareness
of handling resources responsibly. However, the focus is not exclusively on the values of a finished vehicle using innovative technologies.
Very early on, environmental commitments are continuously implemented en route to the “green factory” –
such as the energy concept for the building technology.
As many production phases as possible are shaped
by ecological considerations with a view to sustainability. The Procurement unit for construction serves as
the link between the various Daimler divisions, such
as Passenger Cars or Commercial Vehicles and the
planning units. Procurement oversees the entire operations because the buyers know where and what kind
of pioneering technologies are being used, and if similar solutions are a good idea at different locations. This
allows for the cultivation of valuable synergy effects.
Investments with high efficiency
The magic word is “energy efficiency”. Each location
must base all its decisions on using the latest technologies to keep energy consumption to a minimum.
At the same time, carbon dioxide optimization is the
common goal of sustainable environmental protection.
The Group’s Environmental Guidelines are considered
the minimum requirement, whereby the locations often
set even higher standards.
The three latest examples listed below illustrate the
importance of establishing a position early on due to the
fact that the market situation is changing constantly –
such as fluctuating energy prices or new environmental
regulations. The employees from Planning, Operations
and Procurement are treading new ground with the new
energy technologies as well. It is essential for the locations to coordinate extensively because new forms of
cooperation must be devised with new suppliers in this
high-tech segment. The standard procurement process
often has its limits for these highly specialized tasks.
Experience from projects such as these provides a good
starting point for the locations as they develop comparable energy concepts. It was very advantageous to all
three projects that the stage for innovative technologies
had been set early on. Suppliers were also involved in
the decision-making processes in good time.
The examples from the Düsseldorf, Rastatt, and Sindelfingen locations pertain to the development and
purchasing of new energy concepts. In order to compare
the offers for the respective requirements, a basis of 15
years was used as the operating period; the key criteria
were the efficiency and overall profitability. In addition
to the planning and construction of a plant, upgrades
and further developments are just as important to the
scope of services as are repairs and maintenance.
45
Green Ways in Construction Procurement Because environmental
protection is an integral part of the corporate strategy, it starts well
before the characteristics of the finished product. Long-term value
creation depends on it.
The innovative geothermic plant in Rastatt
The environmentally friendly energy concept, which uses
the earth’s natural warmth close to the surface, has
been used for the production process of the next generation in Mercedes-Benz A- and B-Classes at the Rastatt
plant since late 2011. After a construction time of just
ten months, the test and commissioning phase of the 11
geothermic wells has been successfully concluded. The
results speak for themselves: By using the groundwater
for heating in the winter and cooling in the summer, about
five million kilowatt hours, i.e., at least 20 percent, is
saved in energy needs. Carbon dioxide emissions are
reduced by about 800 tons.
Rastatt Plant
Daimler AG
Plant founded: 1992
Plant area: 471,698 m2
Employees: 5,982; MBC plant portion: 5,756
Range of products: A-Class, B-Class
Contact: +49 (0) 722 291-0
46
47
New Paint Shop Equipment –
A Breath of Fresh Air for the Environment
A high-performance district heating
plant in Düsseldorf
The desire to reduce energy needs for the long term
is also the key to cost savings. For the Mercedes-Benz
plant in Düsseldorf, the possibility to use a district
heating plant was reviewed as part of an energy optimization project. The concept is particular efficient as
it generates power and heat simultaneously. A district
heating plant was chosen with four modules and an
electric output of 17.2 megawatts. The plant was set
up from the start to accommodate a fifth module in the
future. The goal of reducing carbon dioxide emissions by
20 percent will easily be reached once the plant starts
up in July 2012. Starting from mid-year, the Düsseldorf
location will produce 50 percent of its own energy – an
impressive sum when you consider the annual requirement of 200 gigawatt hours!
Fuel
Cold
water
Düsseldorf Plant
Daimler AG
Exhaust
gases
Warm
water
Electricity
The Wörth plant also uses environmentally friendly painting methods for its trucks. A new fully automated top
coat line uses ecofriendly water-based paint technology and reduces the plant’s solvent emissions. The
emissions have already been reduced by nearly one-third
in the last five years, and are well below the legal limits.
Environmentally friendly production technologies deliver
the same high-quality color result as conventional methods
do. This is thanks to an innovative cleaning concept that
uses cleaning robots to remove every last bit of dust, and
the overall three-phase painting process with a selection of
nearly 400 different colors for the truck’s cab.
Ecofriendly paint shop equipment is something of a
tradition in Wörth after the 2009 rollout of low-emissions
paint shop equipment (for water-based paint, among other
things) in the training center. Since then, future process
engineers have been learning how to use the spray guns
properly and are able above all to paint larger original
parts from the Daimler product range, such as doors and
mounted parts.
For vehicle manufacture, the painting process is an absolute must. Here, too, reducing the strain on resources,
technologies are being brought to market in order to protect the environment.
Given the large range of brands and model series marketed by Daimler AG, the facilities technology must be
as flexible as possible for the procurement of paint shop
equipment – also with regard to the manufacture of passenger cars, trucks, and buses. To secure sustainable production, the market is continually scanned for new technology trends. Key criteria that must be taken into account
for procurement includes reducing energy usage and emissions of organic solvents in the operation of paint shop
equipment. Two recent examples are listed below.
Plant founded: 1962
Plant area: ca. 688,000 m2
Employees: 6,583
Range of products: Body and assembly plant
for vans (Sprinter)
Contact: +49 (0) 211 953-0
A new gas turbine for Sindelfingen
As a modernization measure for the heating plant in
Sindelfingen, a gas turbine with a waste heat boiler is
being used to replace a boiler vessel. By using combined
heat and power, the existing plant is being upgraded to a
gas and steam turbine heating plant. This translates into
very high efficiency overall: Sindelfingen’s production of
its own energy will more than double, and carbon dioxide
emissions will be reduced by 45,000 tons annually. The
waste heat from the gas turbines will be used to generate
steam and electricity and the fuel utilization level will be
more than 80 percent. This new part of the plant is to be
commissioned in October 2013.
And looking ahead: a wind energy facility is currently
being procured that will generate “green” traction current
for the eSmart. The wind energy facility near Gotha in Thuringia is to be commissioned in May 2012.
Sindelfingen Plant
Daimler AG
Plant founded: 1915
Plant area: 2,936,557 m2
Employees: 26,992 (excluding R&D); MBC plant portion: 23,563
(incl. body component production of the Bremen and Hamburg
plants as well as cafeteria and plant security service portions of
the Untertürkheim plant)
Range of products: Mercedes-Benz C-Class sedan,
S-, E- CL- and CLS-Class, SLS AMG and Maybach
Contact: +49 (0) 7031 90-0
Wörth Plant
Daimler AG
Plant founded: 1963
Plant area: 550,000 m²
Employees: 10,708
Range of products: Actros, Atego, Axor,
product division Unimog/Special Vehicles
Contact: +49 (0) 7271 71-1
The Gaggenau plant began very early on to develop a
new, environmentally friendly paint procedure for truck
axles that would reduce the emission of organic solvents.
While solvent-based paints had already been replaced,
the further developments aimed for a “zero emissions”
solution – a painting method without any organic solvents, offering true energy benefits at the same time. The
result of the close cooperation with the research department of Daimler in Ulm, a paint manufacturer and a plant
engineering company was UV paint that can be applied
in just one step and harden in a matter of minutes. Since
early 2011, the Gaggenau location has already reduced
the volume of organic solvents emitted by the painting
process by some 50 percent.
Gaggenau Plant
Daimler AG
Plant founded: 1894 (the oldest automobile plant in the world)
Plant area: ca. 460,000 m2
Employees: 5,931
Range of products: Transmissions, portal axles, converters,
chipping and forming
Contact: +49 (0) 722 561-0
Daimler Supplier Magazine Special
KEYSupplier
Meeting 2012
Perfect partnership: The Daimler Supplier Award trophy symbolizes the dynamic and strategic collaboration between Daimler AG and the suppliers. The color
of the arc this year reflected the Unimog: It shone in
the bold green of the exhibited design study.
Together for a Common Goal: The Best
On March 15, 2012, as part of the Daimler Key Supplier Meeting, 13 supply partners from all
purchasing units were honored with the Daimler Supplier Award 2011 for their outstanding
performance in the last business year.
18
Dr. Dieter Zetsche, Chairman of the Board of Management of Daimler AG
Dr. Christine Hohmann-Dennhardt, responsible for Integrity
and Head of Mercedes-Benz Cars.
and Legal Affairs at the Board of Management of Daimler AG.
“Success requires teamwork” - this was the theme Dr. Dieter Zetsche, Chairman of the Board of Management of Daimler chose for
his welcome address. He thanked the company’s major suppliers
for their good and fair cooperation. “As partners, we made 2011 a
record year for Daimler together, and partnership is in greater demand than ever before when it comes to laying the foundations for
further growth.” This would not be an easy task for either side, commented Zetsche. Daimler will be able to achieve its ambitious growth
targets, expand the product portfolio and increase production only
with the full commitment of employees and suppliers. Above all,
Zetsche saw this as an opportunity for both sides, citing the example of the “Mercedes-Benz 2020” growth strategy. With the strongest brand and the best products, Mercedes-Benz intends to regain
the top ranking in the premium passenger cars segment in terms
of unit sales by 2020. “This opens up many opportunities for strong
partners who want to grow together with us and develop innovations.”
Dr. Christine Hohmann-Dennhardt, Board of Management Member in charge of the new function “Integrity and Legal Affairs”
attended the Daimler Key Supplier Meeting for the first time. She
has been in her new position since early last year, moving to the
business sector after having served more than twelve years as
a constitutional judge. She thanked the suppliers for their part
in the excellent progress of the Daimler business. In doing so
Dr. Hohmann-Dennhardt urged the partners to pay special attention to the manner in which this growth is achieved in light of the
ambitious goals. She emphasized the need for integrity because
ethical conduct and social responsibility are an important company asset even though they are not reflected in a balance sheet.
An integrity-based process is worth the effort in the long term
since economic success and social responsibility go hand in hand.
Or, in other words: Communities of values are always the better
communities for value creation.
A Matter of Honor The evening got a
racing, pulsating, larger than life start
with a breathtaking projection of images of various vehicles across the entire glass façade of the building. The
display was fitting to the extraordinary
event in which the “Daimler Supplier
Award 2011” was bestowed on a total
of 13 suppliers. The award-winning
partner companies are among the best
in terms of quality, cost, supply and
technology. With their outstanding
performance they provided extraordinary support for Daimler in the past
year thus contributing to a record year
in the company’s history. This year’s
special award was presented in the
category “Partnership”; with a specially
designed trophy Daimler honored the
outstanding commitment demonstrated
by all Japanese suppliers in the wake of
the catastrophe in Japan in March 2011.
19
The Winners of the
Daimler Supplier
Award 2011
Procurement Mercedes-Benz
Cars and Vans (PMC)
Exterior
voestalpine AG
Interior
Autoliv Inc.
Electrics/Electronics
Nexans Autoelectric GmbH
Chassis
Brembo S.p.A.
Powertrain
KSPG Automotive
PROCUREMENT TRUCKS
AND BUSES (TG/P)
Exterior
BASF Coatings GmbH
VOSS Automotive GmbH
Chassis
GMF Umformtechnik GmbH
Powertrain
Craftsman Automation Ltd.
INTERNATIONAL PROCUREMENT
SERVICES (IPS)
Energy
Enovos Energie Deutschland GmbH
Assembly Systems
Atlas Copco Tools Central Europe GmbH
Telecommunication
NTT Communications Corporation
Manufacturing Equipment
Grob-Werke GmbH & Co. KG
Special Award
Collective award for all Japanese suppliers of
Daimler AG, presented to the attending Japanese Key
Suppliers and Strategic Partners.
20
21
PMC A Year of Top Performance
Procurement Mercedes-Benz
Cars and Vans
Exterior
Name: voestalpine AG
Headquarters: Linz, Austria
Employees: ca. 46,000
Range of products: Manufacture of body
components, precision parts and components
for safety technology
www.voestalpine.com
Interior
Name: Autoliv Inc.
Headquarters: Stockholm, Sweden
Range of products: Safety systems
for the automotive industry
www.autoliv.com
Dr. Wolfgang Bernhard, responsible at the
Dr. Klaus Zehender, Head of Procurement
Daimler Supplier Award winners Mercedes-Benz Cars and Vans (from left to right): Dr. Klaus Zehender, Procurement Mercedes-Benz Cars and Vans;
Daimler AG Board of Management for Manufac-
Mercedes-Benz Cars and Vans.
Exterior: Dr. Wolfgang Eder, voestalpine AG; Interior: Jan Carlson, Autoliv Inc.; Electrics/Electronics: Dr. Wolfgang Scheideler, Nexans Autoelectric GmbH;
Name: Nexans Autoelectric GmbH
turing and Procurement Mercedes-Benz Cars &
Chassis: Alberto Bombassei, Brembo S.p.A.; Powertrain: Dr. Gerd Kleinert, KSPG Automotive; Dr. Wolfgang Bernhard, responsible at the Daimler AG Board
Headquarters: Floß, Germany
Mercedes-Benz Vans.
of Management for Manufacturing and Procurement Mercedes-Benz Cars & Mercedes-Benz Vans.
Range of products: Cabling systems and
automobile and systems manufacturers
www.autoelectric.de
Chassis
Name: Brembo S.p.A.
Headquarters: Curno, Italy
Range of products: Manufacture of
brake systems
www.brembo.com
Powertrain
Name: KSPG Automotive
Headquarters: Neckarsulm, Germany
pistons, engine blocks and friction bearings
www.kspg-ag.de
Exterior
Interior
Electrics/Electronics Chassis
voestalpine AG
Autoliv Inc.
Nexans Autoelectric GmbH
Brembo S.p.A.
KSPG Automotive
Strength from steel Meeting the
company’s self-designated standards requires continuous pioneering work to maintain
its leading position at the cutting edge of
technology. This is precisely what voestalpine AG succeeds in doing. The steel specialists consistently invest in research and
development and continuously advance the
development of new products and processes with a powerful know-how network.
The automotive division was founded as a
separate corporate division in 2001 and has
long since established itself at the very top
of the European automotive supplier market for body components, precision parts
and components for safety technology.
Innovative ideas and profound knowledge in the steel sector: Daimler has already developed numerous technological
innovations together with voestalpine AG.
The outstanding performance of voestalpine AG is also evident in the areas of quality, commercial performance and logistics,
providing several good reasons to honor
voestalpine AG with the Daimler Supplier
Award 2011 from Procurement MercedesBenz Cars and Vans.
Scandinavian lifesavers This company
has an ambitious goal: to protect lives. To
that end Autoliv employees develop, produce and sell top-level safety systems for
the automotive industry in 29 countries and
at 80 manufacturing and engineering centers. Autoliv Incorporation has been a reliable partner in the Daimler Supplier Network
for many years.
The latest fruits of this partnership are
groundbreaking innovations like the radarbased collision warning system COLLISION
PREVENTION ASSIST and the PRE-SAFE
technology for automatic brake application. Both safety systems are regarded
as pioneering in occupant protection –
Daimler has received the Euro NCAP Advanced Award for both systems. Beyond
the innovative collaboration Autoliv demonstrates a maximum degree of dependability in engineering and manufacturing
quality. For these reasons, Dr. Klaus Zehender, Head of Procurement Mercedes-Benz
Cars and Vans, presented the Daimler Supplier Award 2011 to Autoliv Incorporation.
Role model with distinction The company
has long earned its standing among the
leading automotive and systems manufacturers with cabling systems and electromechanical components. Nexans autoelectric GmbH demonstrates know-how,
quality and innovative technology in a highly
competitive market with 5,800 employees
at 17 sites worldwide. Among the factors
for success is the company’s commitment
to sustainability and environmental protection. The results of this innovative fundamental principle are optimized processes
and products.
Nexans once more highlights its capabilities and dependability for Daimler with the
development of a concept for the automated
modular production of engine block wiring
harnesses. Furthermore the company provided exemplary support in 2011 to avert
a more substantial impact on the Daimler
production during the Jasmine Revolution
in Tunisia.
Nexans autoelectric GmbH received the
Daimler Supplier Award 2011 for its collaboration in the spirit of partnership and for
its exemplary commitment.
Brakes for a flying start The world’s leading manufacturer of brakes with branches
in twelve countries for customers from 70
nations comes from Italy: Brembo S.p.A.
manufactures high-performance brake
systems for the international market that
offer maximum safety and dependability.
These brake systems are the product of ca.
6,000 highly committed employees that use
highest–quality materials. Add to that the
perfect alignment of all components, continuous quality control and an unfettered passion for technology, innovation and design.
Brembo demonstrated its outstanding
capabilities as a technological leader even
before 2011. The Italians are also wellknown for their strong team spirit which
they bring to the relationship with their partners. This type of cooperative and solutionoriented collaboration has been prized at
Daimler for years. This is currently demonstrated in the development of a new lightweight-design generation of brake discs. Brembo S.p.A. received the Daimler Supplier
Award 2011 in the “Chassis” category.
Without doubt free of pollutants An important success factor for KSPG Automotive is
its passion for constant innovation. The global automotive supplier long ago secured a
top position in the fields of air supply, emissions reduction and pumps. Its range of services includes the development, manufacture
and spare part delivery of pistons, engine
blocks and friction bearings. In close cooperation with renowned automotive manufacturers the company achieves ambitious goals
in product development: low emissions, favorable fuel consumption, increased power
output, dependability, quality and safety.
It is hard to imagine KSPG Automotive
and its leadership in innovation as anything
but a partner of Daimler. The pistons and
the crankcases for the four-cylinder gasoline engine generation M 270/274 are the
latest examples that contribute to a substantial reduction in carbon dioxide emissions.
As a Strategic Partner KSPG Automotive
furthermore provides broad support for the
Powertrain localization processes in China
and the NAFTA region. For these reasons the
Daimler Supplier Award 2011 in the “Powertrain” category went to KSPG Automotive.
Photo: KD Busch
electromechanical components for
Powertrain
22
23
TG/P Successful with Team Spirit
PROCUREMENT TRUCKS AND BUSES
Exterior
Name: BASF Coatings GmbH
Headquarters: Münster, Germany
Range of products: Automotive, automotiverepair and industrial paints, building coatings
www.basf-coatings.com
Name: VOSS Automotive GmbH
Headquarters: Wipperfürth, Germany
Range of products: Installation-ready line
modules with pipes and hoses, valves, quick
connect systems, manifolds, fittings, multiconnections, assemblies
www.voss.de
Chassis
Andreas Renschler, responsible for Daimler Trucks
Dr. Holger Steindorf, Head of Procurement
Daimler Supplier Award winners Daimler Trucks and Buses (from left to right): Dr. Holger Steindorf, Procurement Trucks and Buses; Exterior: Dr. Alexander
at the Board of Management of Daimler AG.
Trucks and Buses.
Haunschild, BASF Coatings GmbH; Electrics/Electronics: Dr. Heinrich Holtmann, VOSS Automotive GmbH; Chassis: Dr. Burkhard Egelkamp,
Name: GMF Umformtechnik GmbH
GMF Umformtechnik GmbH; Powertrain: Srinivasan Ravi, Craftsman Automation; Andreas Renschler, responsible for Daimler Trucks at the Board of
Headquarters: Bielefeld, Germany
Management of Daimler AG.
Range of products: Body and chassis
components for the automotive industry
Powertrain
Name: Craftsman Automation Ltd.
Headquarters: Coimbatore, India
transmissions
www.craftsmanautomation.com
Exterior
Chassis
Powertrain
BASF Coatings GmbH
VOSS Automotive GmbH
GMF Umformtechnik GmbH
Craftsman Automation Ltd.
Colorful future The BASF Coatings division
from the globally leading chemical company
of the same name develops a high-quality
range of automotive, automotive-repair and
industrial paints as well as building coatings. The manufacture and application of
innovative products secure a strong market
position for the company in Europe, North
and South America and in the Asia-Pacific
region. These coatings excel in particular
with high scratch resistance, protection
against environmental impacts and with innovative color effects.
As a long-time partner the company also
provides an individual touch to the commercial vehicles at Daimler. Branches on
all continents make BASF an ideal partner
for supplying long-life primary coats and
scratch-resistant paint products to the
plants in Germany, Turkey, Brazil and the
US. “Your intelligent approaches in paint
technology and the high degree of flexibility make you one of the most innovative
business partners,” said Dr. Holger Steindorf, Head of Procurement Trucks and
Buses.
Back to the roots Voss Automotive GmbH
has been a dependable partner of Daimler
since the late ‘60s. As a Voss Group company, Voss Automotive GmbH traces its
roots back to the Armaturenfabrik Hermann
Voss (fittings factory) founded in Wipperfürth, Germany in 1931. With its extensive
portfolio of efficient system solutions the
company today optimizes the cabling and
connector technology in current and future
vehicle systems. Tried and proven components as well as newly developed products, processes and methods are being
put to use in the system design of the international commercial vehicle and passenger car industry. Nine production sites
in Europe, China, India, North and South
America make Voss a true global player and
have protected high quality standards for
Daimler for decades. The range of services that Voss Automotive provides comprises the development and manufacture of
cables and connectors, integrated components such as valves and installation-ready
modules that can also include reservoirs
and auxiliary equipment.
Lightweight construction makes great
impression The strategic goal of GMF Umformtechnik GmbH is to contribute to the
current development objectives of automotive engineering – for example, by achieving weight reduction while simultaneously
meeting higher demands for safety and
functionality. This is accomplished by means
of an efficient technology and innovation
management that goes beyond optimizing
individual components. With its support in
developing lightweight-design concepts and
the innovative use of high-strength steels for
chassis components GMF has evolved into
an important and dependable supplier for
Daimler. “You supply us with highly innovative products and as an outstanding supplier
had a hand in developing the new Actros,”
Dr. Holger Steindorf acknowledged.
The stamped and drawn parts manufactured by GMF Umformtechnik meet the Daimler specifications with the greatest precision. Thus the individually manufactured
parts contribute to significantly increasing
the payloads of modern commercial vehicles such as the Actros.
Precision in all parts Craftsman Automation Ltd. manufactures precision parts for
the automotive, marine, windmill applications and locomotive industries. It is engaged in designing, developing and producing
world-class engineering products, and has
more than 25 years of experience in manufacturing top-of-the-line marine transmissions. As an independent Indian machining supplier, Craftsman stands for
reliability and quality and enjoys an excellent reputation for its technical know-how
throughout the country. For Daimler India
Commercial Vehicles (DICV), the company
is making significant contributions towards
processing crankcases and cylinder heads
by machining and subassembly for heavyduty applications.
In order to meet the DICV quality requirements, Craftsman is investing in stateof-the-art technology of video imaging to
detect errors in operations or part defects
such as casting faults.
Photo: KD Busch
www.gmf-umformtechnik.de
24
25
IPS The Year of Mastered Challenges
INTERNATIONAL PROCUREMENT
SERVICES
Energy
Name: Enovos Energie Deutschland GmbH
Headquarters: Wiesbaden, Germany
Employees: ca. 40
Range of products: Energy services
and supply
www.enovos-energie.de
Assembly Systems
Name: Atlas Copco Tools Central Europe GmbH
Headquarters: Essen, Germany
Range of products: Compressed air and power
tools, fastening systems, quality assurance in
screw-type assembly, service of industrial tools,
calibration and testing services, compressed-air
fittings, air motors and hoists
Wilfried Porth, Board of Management Member
Wendelin Wolbert, Head of International
Daimler Supplier Award winners International Procurement Services (from left to right): Wendelin Wolbert, Head of International Procurement Services;
www.atlascopco.com
and responsible for Human Resources and
Procurement Services.
Energy: Jean Lucius, Enovos Energie Deutschland GmbH; Assembly Systems: Martin Ruoff, Atlas Copco Tools Central Europe GmbH; Telecommunication:
Masaaki Moribayashi, NTT Communications Corporation; Manufacturing Equipment: Christian Grob, Grob-Werke GmbH & Co. KG; Wilfried Porth, Board of
Director of Labor Relations of Daimler AG.
Management Member and responsible for Human Resources and Director of Labor Relations of Daimler AG.
Telecommunication
Name: NTT Communications Corporation
Headquarters: Tokyo, Japan
Range of products: Information and
communication services
www.ntt.com
Name: Grob-Werke GmbH & Co. KG
Headquarters: Mindelheim, Germany
Range of products: Industrial
machines and systems technology
www.grobgroup.com
Energy
Assembly Systems
Telecommunication
Enovos Energie Deutschland GmbH
Atlas Copco Tools Central Europe GmbH
NTT Communications Corporation
Grob-Werke GmbH & Co. KG
Top in energy mix The German company
is fully committed to ensuring a secure and
cost-effective energy supply. For this purpose Enovos Energie Deutschland GmbH
relies on a broad mix of conventional and
renewable energy sources. In addition to
trading, the energy provider also offers
well-thought-out and flexible service concepts for making optimal use of the market
margins. Energy-efficient measures play a
key role in this strategy: with products and
structures that protect the environment
and the budget.
Enovos supplies all German Daimler
sites with electricity. With innovative ideas
and custom-tailored solutions from the
renewable energies sector the company
actively contributes to climate protection and energy efficiency, supporting
Daimler in the implementation of its selfimposed sustainability objectives. Wendelin
Wolbert, Head of International Procurement Services, explicitly stressed this
aspect in stating his reasons for honoring Enovos Energie Deutschland GmbH
with the Daimler Supplier Award in the
“Energy” category.
Tools for any purpose Atlas Copco Tools
Central Europe GmbH offers an extensive
product range of tools and comprehensive
customer care that includes customer service, development and project planning.
The services Atlas Copco Tools provides
for Daimler comprise the maintenance and
repair of all tools as well as calibration of
all assembly tools to ISO 9000 standards.
This fixed-price total tool management
relieves the financial burden on the corporate group and slashes turnaround times
for repair and maintenance as well as the
need for replacement tools.
The long-term collaboration is marked
by sustainable outstanding performance.
Well-organized project management and
fast reaction times are a given. Add to
these innovative product developments, in
particular with regard to ergonomics. Atlas
Copco Tools actively supports Daimler in
international projects with a global network of customer centers, one more good
reason for bestowing the Daimler Supplier
Award 2011 in the “Assembly Systems” category on Atlas Copco Tools.
Network pros One of the world’s biggest telecommunications companies is headquartered in Tokyo, Japan: NTT Communications
Corporation. The company distinguishes
itself with its versatile information and communications services, professional expertise in managed networks, hosting services,
IP network services and its industry-leading
IPv6 technology. NTT Communications manages a network of more than 200 Daimler sites in Japan. In the days following the
disaster in the country, the company managed to put the Daimler sites back online
using a bundle of measures. This made it
possible to resume work at the Daimler
laboratory in Kitsuregawa just six days after
the disaster even though the hardware had
been completely destroyed. Furthermore,
even the four hardest-hit dealerships were
back in operation after just twelve days.
It was therefore a great pleasure for Wendelin Wolbert, Head of International Procurement Services, to present the Daimler
Supplier Award 2011 in the “Telecommunication” category to NTT Communications.
Highest family values Dependability is
particularly prized in any partnership. For
the manufacturer of industrial machines
from Germany’s Allgäu region dependability as a quality factor is at the center
of its customer relations in the automotive
industry. The customer-oriented focus of
the products in the special-purpose and standardized machine business as well as in its
services has earned Grob-Werke GmbH &
Co. KG the highest recognition. The familyoperated company maintains its market position as technology leader with the continuous
advancement of innovative, cost-optimized
industrial machines and systems.
It is practically a given that Grob-Werke
has been part of the supplier network of
Daimler for many years. Several awards for
outstanding cooperation reflect the high
quality of the partnership. Innovation, flexibility and punctuality are virtues that enjoy
particular appreciation at Daimler. This is
paired with highly individualized support in
case of need. For these reasons the Daimler
Supplier Award 2011 in the “Manufacturing Equipment” category was bestowed on
Grob-Werke GmbH & Co. KG.
Photo: KD Busch
26
For a New Category
of Partnership
business partners
When Wilfried Porth, Board of Management
Member responsible for Human Resources
and Director of Labor Relations at Daimler,
stood on stage he recalled the Daimler Key
Supplier Meeting (DKSM) from March of last
year that was overshadowed by the natural
disaster in Japan. At that time nobody knew
what would happen in the days that followed.
The full scope of the destruction emerged
only gradually. The road back to normality
seemed to be a long way off. One year later,
at the DKSM 2012, Wilfried Porth was all the
more pleased to welcome the Japanese suppliers. For they were to receive this year’s
Special Award.
After three years in which the Special
Award each went to a single company for
outstanding innovative performance, the
award is for the first time not bestowed on
an individual supplier but on an entire group
of suppliers – for their excellent partner
ship. The disaster was one the greatest
challenges in the history of the Japanese
Special Award for Japanese Suppliers
automotive industry. But thanks to the close
and unbureaucratic cooperation of Daimler
and its suppliers in Japan it was possible to
improve the situation sufficiently enough
to resume production and deliveries just a
few months later.
The Special Award 2011 honors the exemplary assistance and support the Japanese suppliers provided to each other and
to Daimler. It is a symbol of gratitude and recognition for their outstanding commitment
during and in the aftermath of the disaster.
Exemplary reaction in an
unprecedented crisis
The people in Japan impressed their partners during these difficult times with solidarity and helpfulness, with pragmatism and
composure. They truly did everything in their
power to resume deliveries as quickly as
possible. Some of the suppliers even moved
their manufacturing sites to other locations
within just a few days in order to be able to
resume their work there.
With this retrospection Wilfried Porth honored the extraordinary effort and commitment of all the Group’s Japanese partners in
an emotional and moving manner. He emphasized that there never was any question
at Daimler as to who should receive the Special Award this year. He asked all members
of the Daimler Board of Management to take
the stage to present the award in person to
the 34 business representatives from the Japanese supplier industry in attendance.
The collective award was given to the attending
Japanese Key Suppliers and Strategic Partners who
represented all Japanese suppliers of Daimler AG.
Photo: KD Busch
The Japanese symbol for friendship between
27
Wilfried Porth, Board of Management Member and
All Members of the Board of Management of Daimler AG together with the Heads of the purchasing
responsible for Human Resources and Director
units gave the special Award to the Japanese winners.
of Labor Relations at Daimler AG, expressed his
special thanks to the Japanese partners.
Partners in Dialog
Dr. Holger Steindorf, Head of Procurement Trucks and Buses, in dialog with represen-
The Mercedes-Benz Center in Stuttgart is the perfect setting for the
tatives of the most important supplying companies.
Daimler Key Supplier Meeting.
Prof. Thomas Weber, Member of the Board of Management of Daimler AG
Group Research and Mercedes-Benz Cars Development, in conversation.
Encounters About 450 representatives from the most important
Daimler suppliers and 200 members of the management engaged
in a lively mutual exchange at the Daimler Key Supplier Meeting.
Wendelin Wolbert, Head of International Procurement Services, talking to a supplier.
Dr. Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars, and Gerty Kroneberg, responsible for Global Service Procurement
Udo Strzewinski (left) and Gabriele Muz, responsible for the Chassis commodity in
at International Procurement Services (IPS), speaking with a Key Supplier of IPS.
Procurement Trucks and Buses, in dialog with suppliers.
Carsten Kirchholtes, responsible for the NAFTA region in Procurement Trucks and
Prof. Thomas Weber congratulates Japanese suppliers on the Special Award.
Buses, congratulates an award winner.
Dr. Klaus Zehender, Head of Procurement Mercedes-Benz Cars and Vans, in conversation.
The winners proudly present their trophy.
The Mercedes-Benz Center in Stuttgart looked impressive from the outside as well.

2012_1_Daimler Supplier Magazine_eng

Transcription

Similar documents

CCAAARRRSSS FFOOORRR SSAAALLLEE

ccaaarrrsss ffooorrr ssaaalllee

Pack up the local ski team, youth group or brass band. The Saf

Mayfair Wedding Cars, Halifax

R.O. Writer

Visiting card. - Automotive Logistics

airside - The Daimler Group

PDF-070-1 - Local Transport History Society