Litige: Materials non-conformities management coming from suppliers in Schneider Electric

Litige: Materials non-conformities management coming from suppliers in Schneider Electric This present study was written with the aim of illustrating the Schneider Electric logistic world during the actual period affected by the material shortage crisis. In particular, the focus was given to the importance of having a better management of the process related to the material non-conformities coming from the supplier. In order to improve the process, the Venaria DC introduces a Kaizen in which the participation of some actors was mandatory. Every participant was involved in the creation of a new flow by taking in consideration all the possible ways and bypassing all the possible critical aspects. The reason that prompted me to investigate this topic finds the origin in one of the 5 fundamental values of the company: “Customer first”. Since everything in the logistic world has as the final output the customer satisfaction, every aspect which could affect it must be taken in consideration. The management of non-conformities coming from the supplier affects the Delivery in Time, which is one of the most important principles related to the Customer satisfaction. Taking in consideration the material crisis period which involves a lot of companies, the non-conformities related to certain type of materials can be a real disaster. The thesis is divided in three parts with a total of nine chapters. The first part, made of three chapters, can be considered as an introduction of the Schneider Electric company by focusing on the actual economic period. The focus moves then on the organization of the Venaria Distribution Center. In the second part, made of three chapters, the core of the thesis is presented. In particular, there is the introduction of the litiges. The word “litige” comes from the French language and it means “dispute”. It’s used to indicate a material non-conformity coming from the supplier. Four different types of processes are represented. The first one is related to a Missing Reception of the material, the other three types are related to a quality issue: the AxB, damaged and excess litiges. The third part, made of three chapters, is the result of the Kaizen performed with the new implemented processes. The solutions were analyzed and implemented in order to reduce the time required to carry out some operations but also to have a clear idea on who should do what. The importance of the processes analyzed in this study is amplified by the actual environment in Schneider Electric. Targets are always given to every Distribution Center and must be constantly monitored by the Managers of each department, but they can also be improved. Thanks to the internal platforms all the employees can have a look on the situation in the other Distribution Centers around Europe. Results achieved can be compared to understand if the changes applied in the process really affected the situation. The final results will be exposed in the final chapters of the thesis, in which the analysis is done to show the successful improvements but also to see the aspects for which in my opinion in the near future another Kaizen can be implemented.