No. However, Corporate Members’ policies on making the CMP required will vary. While most Corporate Members do not require that diverse suppliers complete the CMP, all view suppliers that are participating in or who have completed the CMP as having differentiated themselves from their competitors. As result, such suppliers may get preferential, low risk sourcing consideration. Note also that it is the intent of DMSCA to leverage such differentiations in its marketing.
• Performance credibility with corporate customer and potential customers • Avoidance of duplicate performance requirements with corporations in the CMP Network • Closer link to corporate buying organization and institutionalization of corporate relationship • Lower marketing cost and customer diversification • Customer supply chain performance benchmarking and alignment • Global supply chain performance benchmarking and competitor alignment • Metric driven roadmap for continuous improvement • Low-cost customer collaboration via performance dashboards • Supply chain performance transparency and removal of supply chain risk concerns
Current business is not a barometer of long-term success; there will always be "tactical suppliers” that choose to compete on cost; the key to long-term supply chain sustainability is to compete on value to the whole supply chain "strategic supplier.”
Strategic positioning through focus on process improvements and supply chain management skills for long-term supply chain sustainability
The CMP does not guarantee that a supplier participating in the program will receive a contract from either an existing or future customer. It does guarantee that upon its completion you understand why focusing on "getting a contract” is not the path to long term sourcing opportunity in today’s supply chain and why the more your customers see that as your focus, the less likely you are to "get a contract.” We believe that your customers really want to know ‘is this supplier a transactional or tactical supplier competing on cost or is he/she a "strategic supplier" competing on overall supply chain value.
While different for all corporations, our assessment is probably not. This, however, gives CMP Suppliers an edge over non-diverse suppliers due the impact of the CMP in differentiating a CMP Supplier’s value to and credibility with the internal sourcing/buying organizations/supplier relationship management group.
We use the basketball analogy of "moving without the ball” to further illustrate the point. Like the player on the court that learns to move without the ball and rather than always being focused on shooting (tactical player focused on getting a contract) takes the time move strategically (learning about supply chain dynamics and performance management and making correction to performance gaps) on the court, anticipating and being prepared for all the defenses thrown, but, when the time comes for the ball to be passed to him by other strategic players, is always at the right place, at the right time, and with the right tools to aim and score. As these are the type players that every coach wants on their team, so it is with the type Suppliers that Corporations want in their supply chain.
There are two parts to this answer. At a basic level, Suppliers and Corporations that are in the CMP Network will have a forum for addressing issues of mutual concern and interest such as recognition reciprocity in basic product and process qualification (e.g. CMG). Beyond the basic level, one requirement for and benefit of Corporate Membership is, with the permission of Suppliers, the sharing of supplier performance data derived through the CMP. With Corporations outside of the CMP Network, Suppliers must learn to present their CMP driven performance credentials to convey value and supply chain readiness.
Corporate Membership in DMSCA is conditional to their sharing with DMSCA management their supply chain performance criteria ( reliability, responsiveness, agility, cost, assets) in general and those specifically applicable to direct/indirect sponsored suppliers specifically. As appropriate during the CMP process undertaking, this information is shared with suppliers.
Suppliers communicate Key Performance Indicators (KPIs) and other performance-based information though an on-line CMP Performance Dashboard that provides graphic data visualization. CMP Suppliers that are members of DMSCA may subscribe to additional collaboration capabilities through the CMP Suppliers Dashboards.
As part of their participation in the CMP Network, Corporate Members are asked to share short, intermediate, and long-term sourcing leads with both CMP Suppliers that it directly and/or indirectly sponsors.
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