We want to take responsibility for the future together. In our view, the target-oriented, efficient collaboration between automotive manufacturers and suppliers is the only right way to master challenges and deliver top Performance.
This is based on the supplier collaboration model of the Daimler Supplier Network (DSN). It focuses on selective partnerships and should pay off for top performers, and creates incentives for the entire supplier base, offering potential partners an opportunity to better get to know us and our objectives.
The Daimler Supplier Network Philosophy
The DSN philosophy provides the basis for the collaboration between Daimler and its suppliers. Collaboration based on trust and open communications are very important to us. We also place high demands on sustainable business practices.
The Daimler Supplier Network Pyramid
The supplier collaboration model of the Daimler Supplier Network is structured into the following four segments: potential suppliers, suppliers, key suppliers and strategic partners. The higher the segment, the higher the mutual expectations and concessions. The segmentation involves a close examination of the criteria innovation, performance and purchasing volume.
We look for especially innovative partners, regardless of whether this involves technological, economic or strategic pioneering work. Innovation capability is an important component in the Daimler Supplier Network and is gaining in significance in sourcing decisions.
We not only encourage suppliers to contribute top performance to our joint work – we also assess the performance. Our criteria for the assessments are quality, innovation, delivery and costs. In this way, we ensure that special commitment bears fruit for both sides in the long run and pays dividends for you.
In addition to innovation capability and performance, the scope of the collaboration with us is also a factor. You qualify as a strategic partner if you are among the suppliers that generate the highest revenues with Daimler.
The goal of all our partners should always be to make the jump to the top of the pyramid: from supplier to key supplier and ultimately to strategic Partner.
Additional information can be found here