Technical analysis and organisational impacts of a redefined Supply Chain Manufacturing Planning and Control system in the automotive industry.

This work has been entirely developed in Valeo Spa during my experience as Supply Chain Project Team Member (PTM), who is the referent person of new project integration and continuous improvement for the supply chain department. The final scope and mission of this project is to propose a renovated and more efficient materials’ management system and to study the impact that these changes have brought to the organisation. The analysis on materials management is a result of personal studies, APICS certification on supply chain management, and practical experience in the Supply Chain department both in the offices, in the production environment and in the components and packaging warehouses. To focus into the technical and financial improvements achieved, this work begins with a general introduction of the Valeo Spa production plant structure, and the organisation of the supply chain department. It then explains the Manufacturing Planning and Control (MPC) system from customer order integration, Material Production Schedule (MPS) and Material Requirement Plan (MRP) generation, to suppliers’ orders release. The aim of this chapter is on one hand to help the reader understanding the Valeo Spa’s MPC system and, on the other hand, to introduce him to the methodology adopted in this project for its reorganisation: the Value Stream Mapping (VSM). The VSM analysis has been implemented following two theories: the Valeo Group one using Lean instruments to analyse current state of the art techniques, and the theory suggested by Mike Oestreling and Karen Martin in the book “Value Stream Mapping – How to Visualize Work and Align Leadership for Organisational Transformation” to develop the entire VSM process flow. The concluding part focuses on investigating the qualitative and economic impacts obtained through the VSM on Valeo Spa’s stakeholders.