As Corporate Members, corporations will be able to save time and access all suppliers in the CMP (Corporate Mentoring Program) Network and use it as a primary source for identifying, qualifying, and selecting valued-added low risk diverse manufacturing and logistical suppliers for strategic sourcing opportunities. Additionally, corporations will be able toresolve common supplier development and sourcing problems, leverage best practices, and standardize supplier improvement practices to effectively drive and sustain diversity spend.
Any internal supplier development initiative adds cost to overall supply chain management. The CMP is a cost-effective, sustainable, and scalable supplier development program that can actually reduce supply chain management cost. The objective of the CMP is to mitigate supplier performance risk, diversify supplier customer base and lessen customer dependencies, and reduce overall supply management cost. The CMP can make the corporate supplier relationship management (SRM) function more cost-effective. In the event corporations do manage an internal supplier development initiative, a parallel CMP initiative can only complement it by supporting the suppliers’ global competitiveness and development in multiple enterprise areas for which corporate additional staff, and thus cost, would be required. Overall, Corporate Members’ return on membership investment (ROMI) would far exceed its cost.
The Corporate Mentoring Program (CMP) is structured to integrate supplier development requirements at four distinct levels. Level 1 – Business Critical Requirements includes DMSCA recommended basic business platform skills in (a) Manufacturing Information Systems (MIS); Level 2 - SCORmark™ Best Practices generated as result of Suppliers supply chain performance benchmarking in the supply chain attribute areas of (a) reliability, (b) responsiveness, (c) agility, (d) cost, (e) assets; Level 3 – Customer Critical Requirements includes corporations specific performance requirements not already included in Levels and 2; and Level 4- Suppliers’ Strategic Objectives includes specific objectives germane to the supplier’s view of its future state. More importantly, Corporate Members will be able to monitor a supplier’s progression in the CMP and performance against corporate selected Key Performance Indicators (KPIs) through the Suppliers Performance Dashboard.
First, the DMSCA CMP four level supplier development process (as discussed in Question 3) is both performance driven and hands-on. Secondly, supplier development issues such as lack of sustainability, lack of performance consistency, lack of growth and development, lack of continuous improvement, and lack of supply chain performance transparencies and supply chain collaboration are all inherently addressed in how the DMSCA Corporate Mentoring Program (CMP) is managed. Thirdly, performances metrics integral to the CMP process are third party validated (American Productivity and Quality Council) and globally recognized thereby supporting the supplier’s development not only for one customer’s requirements but providing the supplier with a performance roadmap for global competitiveness with all suppliers - diverse and non-diverse.
By being in the Corporate Mentoring Program (CMP), suppliers are distinguished by their commitment to a process of development and continuous improvement for global competitiveness. Visible to Corporate Members, Suppliers participating in the CMP are coded in the on-line CMP Network portal by their CMP Supplier Performance Maturation Index (SPMI™) level to communicate their maturity level in the CMP. The greatest form of recognition for CMP Suppliers is a Corporation’s utilization of a Supplier’s CMP SPMI™ as criterion for sourcing qualification and preference.
Perhaps the best testament to the CMP’s credibility is the faith suppliers place in it:
"While more supply chain directed, the CMP is inclusive of and equivalent to other best practices such as ISO/TS, Six Sigma, Kaizen, and other business models.... We expect to emerge from this process as an improved metrics driven, lean, customer-focused and versatile supplier. - Walker Transportation- (sponsored into the CMP by DMSCA Corporate Member, Johnson & Johnson)
" We are initially utilizing it to better understand our performance metrics, guide our development team and refine existing relationships and processes, understand our customers' business while reducing waste and improving profitability for all parties.” - AMG Engineering and Machining (sponsored into the CMP by DMSCA Corporate Member, Cummins)