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Are you ready for Invoice Clearance in France?

In recent years, an increasing number of countries have introduced so-called invoice clearance procedures. Before electronic invoices can be sent to the recipient, they must be checked and approved by a central government agency. The primary concern is the correct reporting of tax data. These clearance models are usually referred to as Continuous Transaction Controls (CTCs) because the verification takes place in near real-time. CTCs aim to reduce the VAT gap. Governments use this term to describe the loss of tax revenue due to missing or incorrectly reported tax data.The first countries to implement such models are in Latin America. They are already discussing extensions such as the reporting of incoming payments or certain tax benefits. The EU is also considering CTC. Just at the end of last year, an important package of measures entitled "VAT in the Digital Age", or VIDA for short, was adopted. This creates a framework for how tax reporting for companies in the EU should look in the future.Companies in France will have to be "clearance-ready" by 2026In France, a CTC model for B2G (business to government) transactions has been in place for several years. Invoices to public institutions must be sent to a central government portal called "Chorus Pro". In future, this procedure will be gradually extended to B2B (business to business) transactions.In addition to the e-invoicing obligation, there is also an e-reporting obligation. This applies primarily to cross-border invoicing and relates to invoices that are not already covered by the national clearance procedure, for example, invoices from other European countries. Their tax data must also be reported to the French tax authorities.Regarding the planned timeline and introduction of the French Invoice Clearance procedure, a delay was communicated in summer 2023. A mandatory introduction was planned originally in stages starting in July 2024. French companies mentioned in several consultations with the authorities that more time is needed to prepare their processes and systems. This, however, is not the only reason. From the tax authority's side, the completion of the central government portal PPF (Portail Public de Facturation) also requires more time. The launch date of July 2024 faced pressure in summer as a result.Due to these reasons, the French Ministry of Finance has decided to postpone the introduction of the B2B Invoice Clearance procedure. In a recent meeting, the national tax authority provided some details on the postponement. As the formal dates have yet to be determined, the rough timeline was presented as part of a three-phase rollout:2024: In spring 2024, the French authorities will publish a list of officially registered PDP (Plateforme de Dématérialisation Partenaire) providers. In the second half of the year, the central government portal PPF (Portail Public de Facturation) will be completed.2025: During this year, France will implement a large-scale pilot program that will run for the entire year 2025. Companies of all sizes as well as provider companies can participate in this project. The pilot phase is intended to enable companies and software providers to test their systems and processes in order to prepare as well as possible for the launch of the clearance model.2026: In 2026, the Invoice Clearance procedure will be introduced and become mandatory for companies. The exact phased introduction will become clear at the end of 2023, when the planned finance law is passed by the French parliament.What does the French clearance model look like?Before the introduction, France evaluated and compared different CTC models from other countries. It chose a decentralized approach that gives maximum flexibility to market players. The invoice sender or recipient has two options here: Either they send the invoices directly to the central government portal PPF (Portail Public de Facturation, an evolution of the "Chorus Pro" portal already used for B2G). Or they work with certified providers called PDP (Plateforme de Dématérialisation Partenaire). The PDP receive the invoices, report the tax data to the central PPF platform and forward the invoice to the recipient.Each French company is free to choose whether to work with a PDP or to connect directly to the central PPF platform. In addition to the PDP, there will be another type of provider, the so-called OD (Opérateur de Dématérialisation). Only PDP are allowed to send invoices directly from a supplier to a customer and report tax data to the central PPF platform.Furthermore, providers specializing in purchase-to-pay processes offer additional advantages, such as matching an invoice against specific "requirement data" such as the purchase order or advance shipping notice. This can ensure that only invoices that have undergone successful upstream validation enter the clearance process. Lengthy and cumbersome cancellation processes can thus be avoided.In addition to transmitting invoice data and tax messages, suppliers in France must support a standardized status model. The so-called "lifecycle status" of an invoice can go through several phases. The following statuses are mandatory and must be supported by all parties: "Submitted", "Refused ", "Rejected" and "Payment Received".Decentralized clearance model in France:How does SupplyOn support the new French clearance model?SupplyOn Invoicing already covers the French invoicing requirements. SupplyOn also offers a solution for the new French clearing procedure. The development team is already working on an extension for Invoicing to support the new French CTC procedure. This solution extension will be available in time when the pilot phase starts in 2025 for SupplyOn's customers to prepare. During solution design, SupplyOn works closely with government agencies and consulting firms to ensure that all requirements are directly incorporated into the product.SupplyOn Invoicing enables suppliers to check invoices against various quality criteria before sending them. This can be a check against a purchase order (PO) or against customer-specific specifications. In this way, suppliers can be sure that their invoices will be accepted by the customer and paid promptly. Time-consuming correction processes are eliminated. In case of discrepancies, suppliers can work directly with their customers to find a solution.For customers, SupplyOn Invoicing is an upstream quality gate that checks invoices in advance and ensures a consistently high level of quality. This leads to an almost completely automated invoice receipt process. The planned solution expansion for France thus ensures that SupplyOn customers continue to enjoy all the benefits of Invoicing and can use the service as usual.The latest communicated postponement puts all sub-services and providers in a position to be prepared for the rollout, provided they take advantage of the additional time. In particular, the pilot program planned for 2025 gives all stakeholders the opportunity to test their processes and systems and gain confidence with the new system. Large companies, which are first in line to implement the CTC process, should view the postponement only as a six-month delay and consider the start of the pilot program in early 2025 as a de facto launch date.SupplyOn intends to monitor further developments closely. The time gained enables SupplyOn to work together with customers on preparing the systems.

Use Cases

Siemens China realizes efficient inventory management with SupplyOn

Siemens AG is one of the world’s leading technology companies. Founded in 1847, it has operations in more than 200 countries around the world, focusing on electrification, automation and digitization. Among them, the Siemens Intelligent Infrastructure Group (SI) is committed to intelligently connecting energy systems, buildings and industries, improving public life and working methods, and providing customers with one-stop, complete end-to-end solutions, covering the entire line of products, systems, solutions and services from power generation to power consumption.SupplyOn, as a long-term important supply chain partner of Siemens, has been deeply involved in the digitization of the supply chain. With the continuous growth and change of business, Siemens Intelligent Infrastructure Group (SI) decided to replace the original Vendor Managed Inventory (VMI) system with the SupplyOn VMI module, and gradually extend it to the entire China region with two plants as a pilot.Electronic Data Interchange (EDI) connects enterprise information upstream and downstream across Siemens’ entire supply chain, enabling closed-loop information management between Siemens plants and suppliers, improving product availability, reducing the total inventory in the supply chain, and cutting down the transaction costs of both parties.Key factors for the successful implementation of Siemens VMI project:Long-standing, trusting collaborationSupplyOn and Siemens have more than 20 years of working together on supply chain systems. At the same time, a solid foundation for the successful implementation of the project was provided by the strong support and exchange of best practices between the German management of Siemens and SupplyOn.Positive customer promotionIn the trial run stage, Siemens key users tried out the system in production (PRD) environment, as well as simulated the operation by the supplier. During the three-week trial operation training, the heads of Siemens plant key users also became experts in the use of SupplyOn VMI module, thus ensuring a smooth launch of subsequent suppliers.Efficient teamworkAfter the end of the pandemic, the project teams on both sides continued to maintain efficient online communication and collaboration. Although the impact of the pandemic caused a project delay, the calm reaction of both sides has also made this experience extremely valuable.Customer orientationDuring the implementation of the project, the SupplyOn project team fully understood the pain points and requirements of the two Siemens plants, and provided customized solutions based on customer-oriented and best practices.The benefitsTransparent process and efficient collaboration Suppliers can check the inventory and demand of materials in the system, create Advance Shipping Notices (ASNs) in combination with the production schedule plan and the highest and lowest stock level. The customer also synchronizes inventory information.At the same time, the customer can also simulate the supplier's operation to better understand the supplier's inventory situation. In the past, timely communication was required through telephone or conference, now there is no need for additional communication time. Enterprises in the supply chain can collaborate closely based on mutual trust.Real-time information sharingCustomers and suppliers can check the latest inventory status on SupplyOn. This significantly reduces the inventory pressure on upstream suppliers and avoids the bullwhip effect.All relevant companies share their demand, production, sales, inventory, and other information, thus closely connecting upstream and downstream enterprises, reducing the bullwhip effect generated in the process of information transmission, eliminating information transmission errors or additional inventory caused by the safety margin of each party, and optimizing the supply chain.Inventory monitoring and alertingIn case the actual inventory falls below the minimum or exceeds the maximum, the system automatically sends an alert e-mail to notify Siemens and the supplier. This helps to quickly find and resolve the issue.The supplier can also set special attention to a certain material as well as regular replenishment reminders. If the demand fluctuates abnormally, the supplier can get the demand information in time and quickly adjust the replenishment strategy.Customer reviewVMI is based on a partnership of mutual trust that gives supplier the decision-making power for inventory replenishment, thus reducing transaction work such as negotiation and discussion compared to the traditional replenishment model.The advantage of SupplyOn VMI is that it can reduce the bullwhip effect caused by the demand fluctuation of the supply chain through the sharing of the customer's demand information. Thereby, it reduces safety stock, lowers transaction cost, and realizes an efficient supply chain coordination.In this VMI project, we would like to thank the SupplyOn China project team and their German colleagues for helping us to solve the challenges in the project with their professional knowledge background and for providing us with a good project experience. We also look forward to further collaboration with SupplyOn in the future.Pei, Xiaojun — Siemens Shanghai VMI plant project leaderPeng, Weihua — Siemens Suzhou VMI plant project leader

SCM Insights

Turning supply chain transformation needs into a reality

How do you achieve a resilient supply chain with transparency, visibility, and sustainability in 2023? Focus on these four areas:CollaborationActual two-way collaboration is necessary to achieve supply chain resiliency. Instead of chasing down parts, real-time updates and feedback all in one place are needed to make the best decisions. In order to achieve this, accurate data and the right tools are imperative for this process to create a holistic environment for both your organization and supply chain for ultimate success together. DataTo create more effective and efficient supply chain management we need data. Everyone wants data and has it in some form. Unfortunately, what is referred to as a "data lake" is often more like a bunch of random muddy puddles in a field after a huge rainstorm; not clear, not connected, unknown depths, and is generally very messy. So how do you collect it and connect it to analyze it efficiently? With digital tools.ToolsFor accurate data, visibility, resiliency, and sustainability, ultimately, you need the right tools. Organizations everywhere realize and understand that more tools are required to level up a system, replace a system, or bridge the gaps with existing systems. With the right tools, data can be collected and organized in an easy-to-use platform with dashboards and reports at your fingertips to continually monitor, collaborate and analyze your data. True PartnershipManufacturers everywhere have a lot at stake. However, going away is the "do it or else" attitude regarding supply chain. Instead, it is being replaced with holistic, collaborative, and honest relationships with key suppliers and competitors. In 2022, I heard more and more, "how can we work together to get this done?" Wordsmithing mashups with competitor + partnership + friendship are coming into play like 'friendtitor,' 'partnitor,' and 'competiship.' Right now I am loving this more open-minded approach to chaining business processes and practices. I'm excited to be a part of this ecosystem and change for the future.

Inside

Program Increment (PI) 2022-04: New features in SupplyOn solutions

We kick off the new year with a look at the achievements of the past development phase (Program Increment 2022-04). Here you will find an overview of the most important innovations in the SupplyOn solutions: Visibility & AnalyticsThe development teams have done a great job in the area of Visibility & Analytics in designing the new solution "Product Footprint".The introduction of the Act on Corporate Due Diligence Obligations in Supply Chains shows that it is becoming more and more important to determine and prove the ecological footprint of the own products. We have implemented two sections in the new solution for this purpose:The "Actual Footprint" determines the footprint of all parts that are already produced in series. It is possible to request the required certificates from the supplier.If a component is still being developed or has not yet been ordered, meaning there is no part number for it yet, the "Planned Footprint" function determines a rough indicator of its future CO2 impact through production and transport.Besides the implementation of this new solution, there is another innovation: the Flexible Survey solution has been integrated into Strategic Risk Management. Such linking of the solutions creates a seamless user experience.From now on, there are three possible ways to select suppliers for the survey:draw a "Circular Area" on the map and select all suppliers in the marked zoneuse the "Polygonal Area" to draw a polygonal area and thus define the suppliers to be addressed even more preciselyselect suppliers regardless of their location using various filter criteriaThe email addresses of the recipients of the survey are drawn from the Business Directory and thus do not have to be entered manually. Supply Chain CollaborationIn Supply Chain Collaboration, we start off 2023 with three new features:From now on, individual supplies can be tracked at the level of purchase order delivery schedules across all processes — from demand to goods receipt booking. This also simplifies the connection to customers with Oracle ERP systems.When creating transport and advance shipping notifications for the loading address, the supplier can now create an address book and this way increase data quality.If a supplier user only works with selected customers via SupplyOn, he can now individually adapt and restrict the e-mail notifications to the customers he is responsible for. Supplier Quality ManagementIn the Technical Review solution, the user now has more options for selecting the system status and for displaying longer texts. In addition, a comment function has been added to the measures overview. This makes it even easier for the customer and supplier to exchange information on a measure level.When managing objects in SupplyOn Project Management, the selection of objects to be revised has been considerably simplified for administrators: the additional upload function speeds up the process significantly. InvoicingThere are also some new enhancements in the area of invoicing. To better support the individual workflows of suppliers, it is now possible to manually close billable items (without generating invoices within SupplyOn). This allows suppliers to close items that have been invoiced outside the platform and to keep their list views up to date or adjust them at a later date.The second innovation is designed for Mexican suppliers, as they must have domestic invoices and credit notes approved by a state authority (Servicio de Administración Tributaria "SAT") before they can be forwarded to the customer (so-called "clearance procedure"). Invoicing will also support this process in Mexico in the future and thus optimally accompanies the prescribed workflow. AirSupplyIn the last Program Increment, a helpful feature was implemented in 9S Practical Problem Solver (PPS): Within the PPS document, the supplier can now assign the added problems to the root cause entries under "Step 4 - Identify root cause(s)".The customer has the advantage that he can see at a glance which problems contribute to the root causes. He thus helps his supplier to process the PPS document quickly. So many innovations! Stay tuned for the next update on SupplyOn's new features that will be available in three months.

Use Cases

Deutsche Aircraft: joint drive for a more sustainable and resilient supply chain

With the D328eco™ aircraft, the innovative German aircraft manufacturer Deutsche Aircraft shapes the future of aviation as groundbreaking, forward-looking platform. Therefore, sustainability is a key topic for the company – not just in the D328eco, but also across the supply chain.A resilient and sustainable digital supply chain is essential for the complex production ramp-up. In this context, Deutsche Aircraft is pursuing the ambitious goal of 100% paperless, fully digital control of the entire supplier network, with partners who share the values of Deutsche Aircraft.In order to successfully implement this strategic goal for its global network of almost 90 suppliers in the shortest possible time, Deutsche Aircraft has opted for the SupplyOn collaboration platform which is well established in the manufacturing industry.SupplyOn as a strategic partnerSupplyOn supports Deutsche Aircraft in digitally managing collaboration processes with suppliers and establishing structured communication. SupplyOn not only offers sophisticated, industry-specific solutions and processes, but also access to a global network of over 140,000 companies, a large proportion of which are dedicated suppliers to the aerospace industry.SupplyOn also recognizes the responsibility to reduce its impact on the world and is highly committed to the principle that business can and must be a force for good. These are the best prerequisites for Deutsche Aircraft to map its supply chain in a sustainable way and electronically from end to end.Step by step to a digitized, sustainable supply chainIn the first step on the way to a sustainable supply chain, the focus was on digitizing the tendering phase in order to select competitive and innovative bidders. The comprehensive digitization started with the involvement of the approximately 30 strategically most important suppliers involved in the development and construction of the prototype. These will supply the top 20 components.In the second step, the final assembly line in Leipzig/Halle will be included in the digitization of the processes. The aim is to expand the group of suppliers until 2026 to almost 90 companies by the time serial production starts.Fully digitized final assembly — 100% paperlessFollowing the digitization of the tendering process, Deutsche Aircraft also plans to optimize other processes in the supply chain – first and foremost joint product development. For this purpose, SupplyOn offers Project Management, a structured, template-based development process in which all phases of development can be handled in a structured manner via one central tool.This way of work is based on the process known in the automotive industry as Advanced Product Quality Planning – in short APQP – which has been tried and tested for many years.The concession process, which can be used to obtain approval for parts that deviate from the specification, can also be handled efficiently and transparently via SupplyOn.This is an essential step towards Deutsche Aircraft‘s vision of working with the highest quality suppliers in the long term in order to achieve excellence and sustainability not only in product development but also in the company‘s overall processes. Our strategic goal is to fully digitize our supply chain. We chose to work with SupplyOn because we know that with this partnership, we can effectively achieve this ambitious goal.Maximilian FahrDirector of Supply Chain, Deutsche Aircraft GmbH About Deutsche AircraftFounded on the proud legacy of Dornier and Germany’s high reputation for engineering, quality and innovation, Deutsche Aircraft is the new specialized German aircraft original equipment manufacturer (OEM).Deutsche Aircraft builds on the legacy and expertise of 328 Support Services GmbH, the type certificate holder for the Dornier 328 aircraft (D328®). Deutsche Aircraft will enable the further development of the D328® platform, leverage future technologies and competencies to produce a more capable, economical and environmentally friendly aircraft and will thus lead the way for the future of aviation in the transition to zero-emission flight.In collaboration with the German government, Deutsche Aircraft is leading the way to a new era of clean aviation and addressing the need to protect our planet to inspire future generations to fly in a way that is greener, safer and more efficient.

SCM Insights

2022 supply chain recap – expert ramblings from “boots on the ground” experiences

It's always important to take a look back before moving forward. Doing this keeps us from that brain fog thing of wondering why we walked into the kitchen for the third time in a row and still forget to turn off the oven. In 2022 there was a lot, and even though 2020 and 2021 seemed like they morphed together to make one extra-long, exceptionally insane, and challenging year, 2022 felt like an extension of that in many ways. I'd liken it to a roller-coaster (and I mean the kind of broken down, roller-coaster at an abandoned amusement park with monsters chasing it, ala Scooby Doo) with the non-stop events, war, more covid and health issues, insane weather, strikes, raw material shortages, price jumps and still fearful of those murder hornets. Before Covid, when a random person would ask what I did for a living, and I said supply chain software for automotive, aerospace, and complex manufacturing, I'd immediately see their eyes glaze over and then dart around looking for a quick exit. Supply chain sounded boring or too complex, and even more, the software for it. "Kind of a specialty," I'd remark and smile to myself, as the average person had no idea just what pressure went into the day of a buyer or supplier in supply chain. Supply chains take center stageThen Covid hit, and supply chain was now a household term. Suddenly, I felt like I was in that 1979 EF Hutton TV commercial, except for the supply chain. People actually wanted to listen about supply chain software. In fact, I'd find myself engaged in long conversations about supply chain matters and essentially saving the world. Even my kids were talking about it. Especially when I'd come home from grocery shopping and I'd turn up with their favorite food or snack requests missing from the grocery store run. Topics would range from worker shortages, safety, illness, raw materials, strikes, printed packaging, inks, crops, and transportation, to name a few. I'd explain what I already knew and then try to figure out what exactly was going on.As a dabbler in creative writing, I couldn't even make some of this stuff up. It was sometimes perplexing why some things just went missing for months and not others. But we muddled through like everyone else; people and companies got creative and resourceful. It was impressive to watch it unfold. By the end of 2022, even with all the chaos, things started to feel normal-ish again, and the world opened up further. Companies needed solutions, and my calendar was booked up for introductions and demos. Supply chain was up front and center now. By fall, I was also able to attend quite a few sold-out industry conferences as well. Speakers, experts, and attendees clamored; we had all been cooped up for way too long and needed desperately to connect the way we used to. We had a thirst for more knowledge about the state of supply chains and thoughts on the future. The vibes were much more different; it was high energy, focused, with a scent of desperation for real change. From meetings with prospective customers, customers, and industry conferences, what was once a mere "pie in the sky" wish of real supply chain collaboration was now, even more, a much-needed reality. We needed to propel supply chain management into the future, not just to be efficient and manageable but to sustain the lives of companies.2022 needs recapResiliency"Resiliency" is a term that has been tossed around before the pandemic, but in 2022 I found it to be the theme of the year when it comes to supply chain. However, resiliency doesn't necessarily mean the same thing for everyone. The list goes on: strong supply chain, access to inventory, reduced costs, backup suppliers, and insight into trends, issues, and challenges. So, what does it mean to have a "resilient supply chain" to you? TransparencyEven before the global pandemic, supply chains were volatile. In the complex manufacturing world, buyers/planners would forecast and put their orders into suppliers around the globe, and suppliers would accept them. For automotive and aerospace, that could be a year-plus lead time or even longer. Until the promise date arrives and there are no parts, or perhaps if an advance ship notification (ASN) is generated, there is literally no status on the supplies that are ordered. When a part is missing or late, chaos ensues, right? Things like production shutdown can occur, late orders, and essentially, ultimately, affect the bottom line. VisibilityOne of the biggest things I heard over and over again at conferences and from prospects was having greater "visibility" into their supply chains all the way to tier N. The statement, "we don't know who our suppliers are, " became a constant concern. Of course, the goal is to plan better, and especially OEMs and top-tier suppliers want the ability to know things even before their suppliers do in order to plan better and make informed proactive decisions. SustainabilityI remember when sustainability was the buzzword back in the 90s. I worked on quite a few sustainability statements for customers. Everyone seemed to have a goal about sustainability by the year 2020. That came and went, and the global pandemic made us go backward on this initiative, more disposable everything, personal protective eqipment (PPE), shortages, expedited orders, and transit. After all this, we are trying to get back on course to reduce our carbon footprint while being profitable. Stay tuned for more tips, tricks, ideas, and ramblings.

SCM Insights

Four steps to get a grip on key requirements of the Supply Chain Act

On January 1, 2023, the so-called Act on Corporate Due Diligence Obligations in Supply Chains — known in common language as the Supply Chain Act — will come into force in Germany. Oliver, you have been dealing with this topic for quite some time. What is your impression? Are the companies that are affected by it well prepared for it?Initially, the law only affects large companies with more than 3,000 employees in Germany. My impression is that many of these companies are dealing with the issue but have not yet taken all the precautions to be able to fulfill the required due diligence.Just one year later, on January 1, 2024, even smaller companies with 1,000 or more employees will be affected. Even if this deadline still seems a long way off, there will be an urgent need for action from mid-2023 at the latest.What needs to be done in concrete terms?The law obliges companies to exercise due diligence with regard to the protection of human rights and the environment — and in particular with regard to their supply chains. This includes, for example, the protection of children, fair working conditions, environmental protection measures to ensure the health of workers — to name the most important aspects.To begin with, this means that companies must take a very close look at their supply chain and ensure maximum transparency: How, where and under what conditions do my suppliers produce? At which of my suppliers' production sites is there a risk of human rights being disregarded? And so on. Then they must work with critical suppliers to minimize their risk potential.Creating transparency in the supply chainThat sounds like a lot of work, which certainly creates major challenges for companies.That's true — but the good news is: there are established tools that can be used to digitize and automate these processes. If we take SupplyOn's solutions, they all essentially aim to create maximum transparency in the supply chain. This starts with master data, which can be easily maintained and updated via SupplyOn and is centrally available to the entire organization. It continues with action plans, which can be created and processed online, and extends to comprehensive risk management, which can be implemented via SupplyOn by incorporating external and internal data sources.Tools are one aspect — but how does a company integrate its suppliers into this process without having to invest an extremely large amount of time and effort?SupplyOn offers the advantage of an enormously large active supplier network, consisting of over 140,000 companies worldwide. Numerous data are already available here in the highest quality. Suppliers only need to update their data in one place. In the end, everyone involved benefits from this.The four-step approachWhat would be a pragmatic approach, in other words, what would you specifically recommend to a company — and how can SupplyOn support it?I recommend approaching the subject in digestible "bites" step by step, as follows:Step 1Create transparency in the existing supplier base: The SupplyOn Business Directory in combination with the Flexible Survey offers the possibility to make an inquiry among the suppliers. Corresponding questionnaires are already available in the system and can be used easily. The results flow automatically into the Business Directory. This sets the foundation on which to begin.Step 2Adding other aspects related to the Supply Chain Act to contracts: SupplyOn Contract Management offers contract templates that include these aspects and supports the update process for new and existing contracts.Step 3Creation of a catalog of measures to optimally support suppliers on their way to compliance regarding the Supply Chain Act: Using SupplyOn Action Management, remedial and preventive measures can be defined in coordination with the supplier and then processed in a structured and transparent manner for both parties. This ensures that agreed measures are actually anchored in the organization and that new processes are put into practice.Step 4Expand risk management and existing reporting processes to include Supply Chain Act aspects: SupplyOn offers the option of enriching an already established internal risk management system with external data in such a way that this creates an even more precise picture of the actual risk. In times of great uncertainty, this step is essential and should be the desired goal for all companies.And one final advice?Don't hesitate any longer, just start and work your way forward step by step.

Industry News

Aviation Forum 2022: A new era of aviation — sustainable, resilient, together

"A new era of aviation: Sustainable. Resilient. Together!" Under this motto, Prof. Dr. Walther from IPM welcomed around 1,900 participants and 130 exhibiting organizations to this year's Aviation Forum, now in its 12th year. Munich was the venue for the second time.The event's title set the central themes: climate-neutral aviation, a resilient supply chain amidst a renewed rise in production rates, and partnership-based collaboration between all stakeholders. All three are key success factors for mastering the challenges of the future.Goals and strategies for more sustainability, resilience and competitivenessIn his opening speech, Airbus CPO and Aviation Forum host Jürgen Westermeier highlighted his company's ambitious goals: The production of 75 A320 family aircraft per month and zero-emission flying by 2050.In her highly acclaimed presentation, Marjolaine Grange, Head of Purchasing at Safran Group, spoke about the systemic axes along which performance and competitiveness in the aerospace supply chain can be enhanced. She emphasized the importance of SupplyOn AirSupply as a collaboration standard for aerospace SCM processes. It is used by 10,000 suppliers, including currently 550 at Safran alone and 700 more planned in the future.The industry standard AirSupply is growingSupplyOn works very closely with the industry consortium BoostAeroSpace for AirSupply, making it a successful industry standard and community solution.The AirSupply community continues to grow: this year, SupplyOn joyfully welcomed new AirSupply customer MT Aerospace to its booth:Future-proof and efficientKlaus Richter, former host of the Aviation Forum and now CEO of the Diehl Foundation, spoke about what it means to bounce back after the crisis as a major Tier 1 and to prepare properly for the future.Highlights of the two-day Aviation Forum from my point of view were, besides the expert presentations, the many personal conversations at the booths, the exchange at the Gala Dinner, which has become a tradition by now, as well as the Executive Workshops with brainstorming on the supply chain of the future.Factory Tours: Aviation hands-onThe Aviation Forum concluded with the Factory Tours. Destinations for these tours included SupplyOn customers Airbus Defence & Space and Deutsche Aircraft, as well as key industry players such as MTU Aero Engines and GKN Aerospace.The author was impressed by the transition at Deutsche Aircraft from a MRO provider for the Do328 to an OEM/integrator for the new D328eco. The aircraft is set to be developed and manufactured in Germany.Following the still heavily Corona-influenced 11th Aviation Forum last year, it was widely evident how important personal contacts are in an industry which is based on collaboration.The date and location for the Aviation Forum 2023 have already been set: December 5 and 6, 2023, then again in Hamburg.

SCM Insights

How to best manage geo-related risks in your supply chain

The past two years have been marked by unprecedented supply chain disruptions. It’s not just the transport routes, but also the production of goods itself that is severely impacted: New local or regional Covid lockdowns keep slowing down manufacturing, especially in Asia. The ongoing chip shortage hits more and more industries. The power outage in Texas first knocked out the local petrochemical plants in February — then, its effects swept across the entire plastics supply chain worldwide. ... The list could go on and on. (more…)

Inside

Employee’s voice: why did I return to SupplyOn?

Pinpin Qu joined SupplyOn first in 2017. After 4 years of consulting experience, she left SupplyOn and joined us again in 2021 as Client Executive. Let’s hear why she came back again:“SupplyOn is a global IT company focusing on supply chain collaboration. The company respects each individual’s personality and empowers colleagues in their career development.Work here is highly professional. SupplyOn applies cutting-edge IT trends to design proven and innovative supply chain solutions. You work with industry experts to discuss the future development of the platform. Expert Group workshops provide you with deep insights into the complex supply chain environment.SupplyOn’s customers are all global top companies, e.g. Bosch, ZF, Schaeffler, Continental, Schneider Electric, Johnson Electric, Vitesco and so on. So here, you will never stop learning.What makes working here so special is that SupplyOn cares about you and highly values female employees. Zixi Zheng, SupplyOn Asia’s leader, is a very charismatic person. As a mom of two sons, Zixi encourages women to take on more responsibilities in the office. At the same time, you are fully respected to take time for taking care of your family.If you have talents, here is your stage!" Find more jobs at SupplyOn: https://www.supplyon.com/en/career/"In implementation, SupplyOn focuses on constant innovation and refinement. We share the vision of one global supply chain platform strengthening our customers’ supply chain resilience. If you want to dedicate yourself to supply chain management, welcome to SupplyOn!"

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