Daimler Logistics Audit Lead- / Co-Auditor Sheet: 1 Date of audit:

Plant Dept. Name 14.06.2012 - 15.06.2012

BBAC/DNEA PA/CLM Ralf Wiest Date of report:
BBAC/DNEA PA/CLM Xing Zhao 15.06.2012

Supplier No. 2086B517 Telephone

Address:
(from PMC) Lead auditor:
Company Schaeffler Shanghai 139 1060 2408
Street 18 Chaoyang Road Supplier contact Name Lead auditor:
Post code,+ Qian Wang
Place 215400 Taicang Ralf Wiest
Country P.R.China Distribution List:
Ms. Helen Ji
Product area / Plant Mr. Peter Ohler
M274/M270 Mr. Florian Hohenwarter
Mr. Norman Moehler
Products for Daimler Mr. Sam Steinmetz
Roller Tappet Commodity Code.: PT
Hydraulic Lash Adjuster
Roller Finger Follower

Effect/Risk of the deviation for process, product,

Maturity level / risk conclusion %
project
1 Communication with the customer 95%
2 Management and organization 93%
3 Primary material procurement 94%
4 Production planning, manufacturing and capacities 94%
5 Stock and shipment 96%
6 Delivery concept 100%
7 Transport 93%
8 Management of technical changes 97%
9 Current project status 95%

Maturity level / risk conclusion 93%

Total grade of fullfilment with VDA 6.3 [%] 95% A calculational

Downgrade/ Classification by Auditor manual
Yes/No
Review audit necessarily (for C evaluation)
Recommendation (Q-H:ELP)
Preaudit(s) done
Status of Preaudit(s) / Measures finished

Comments on the Classification ( Auditor/Supplier) To do for Daimler

- Barcode system to be implemented accordingly after planned schedule
beginning of 2013

Signatures
Qian Wang/Supply Chain Manager Ralf Wiest Xing Zhao
 Date of audit:
14.06.2012 - 15.06.2012
Date of report:
15.06.2012

Telephone
Lead auditor:
2408
ame Lead auditor:
st
ution List:
x
x
x
x
x

on for process, product,

ect

mler
 DLA-Bewertung v2 2008

Daimler Logistics Audit evaluation

Maßnahme,
Rückfrage

SE relevant
DPA
Antworten/Bemerkungen
DLA date
Supplier: X
1. Communication with the customer
1.1 Please describe your main customers
- Manufacturers of passenger cars X
- Manufacturers of commercial vehicles
- Others: please describe (industry, products etc.)
What share of this categorization does Daimler as a customer represent (percentage of turnover
or technology)?

Subtotals

1.2 Are the remote data transmission (EDI) requirements of Daimler known EDI connection to be set up with 1.1, 3.4 X
[MBST17 LAB, 33 LLZ, 35 WE and EDI Manual]? [IT requirements BBAC (Classic vs WEB EDI)
(standards)]
Subtotals

1.3 Does an IT system exist that is suitable for EDI processing and is this 1.1, 3.4, 3.5 X
system capable of handling the following processes and standards? [IT
requirements (standards)]
VDA
- VDA 4905 LAB
- VDA 4915 FAB/JIT
- VDA 4916 JIS/JIT (JIT-B Impulse and IB Impulse)
- VDA 4906 Invoices; VDA4908 Credit;
- VDA 4913 Delivery Notes & Transport Data
- VDA for pallets

ODETTE
- LAB + FAB: DELINS V4R1
- JIS/JIT: DELJIT V4R1
- Invoices: INVOIC V4R1
- Delivery notes: AVIEXP V5R1
This standard does not have preferred status.

UN-EDIFACT transmission protocol

- LAB + FAB: DELFOR D.96A
- Invoices: INVOIC D.96A
- Delivery notes: DESADV D.96A

SWAN drawing data ZGS/eCM/START/Eam

Subtotals

1.4 Are you registered in SMB? [IT requirements (standards)] 3.4, 3.5

- Are you familiar with the operation of BBM, BKM and do you use SMB for your production and
delivery planning?
- How is disposition contact personnel trained internally (transfer of expertise)?

Subtotals

1.5 Do the employees have access to an internet connection and the Daimler 3.4, 7.2,3.5 X
Supplier Portal for their work with Daimler? [IT requirements (standards)]

Subtotals

2. Management and organization

2.1 Are measurable and consistent objectives for production and logistics 6.1.5, 7.1 X
defined, discussed and regularly communicated within the company?
[Company strategy]
- Supply rate to customer
- Supply quality
- Logistical costs
[additional journeys, packaging, handling, premises, stock]
- Failure rates/rework
- Internal customer satisfaction
- Productivity
What measures are implemented in the event of deviation?

Subtotals

2.2 How are the responsibilities for the model range/project management 1.4, 3.7,5.12 X
governed? (Org-chart)[Organisation]
Which department is responsible for supplier management?
- during projects and in series production phase (e.g. in case of supply shortages)
- which organizational unit (LOG, QM, Purchasing, Production, …)
Please document where necessary.

Subtotals

2.3 Are there documented process instructions for all processes relevant to 3.4, 5.13, 6.2.1 X
customers or suppliers and are these communicated to the customer?
[Contingency concepts]
- Customer planning
- Stock management
- Packaging processes
- Shipment planning
- Transport
- Recording of goods receipt
- Release
- EDP
- Production

Subtotals

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 DLA-Bewertung v2 2008

2.4 Is there an up-to-date contact data list? [Contingency concepts] 3.4, 3.7, 6.1.4 X

- Names Responsible contacts of

- Phone numbers BBAC/Daimler to be updated
- Representative
- Representatives' phone numbers
- Working hours
- Emergency hotlines to persons with authority to make decisions
- German-speaking
(Documentation available)

Is the supplier able to provide a resident engineer at the customer's site upon request to assist
with start-up?

Subtotals

2.5 Is an FMEA (transport, material flow, EDP…) conducted to detect

interferences in logistics and is this updated regularly? [Contingency
concepts]
Where and how are the results incorporated?
- Process instructions
Subtotals

2.6 How do you conduct the internal optimization process?[CIP and 6.1.1, 6.1.2, 6.1.5, X
standardization] 7.4
- Employee proposal System
- Key Performance Indicators
- number of proposals per Employee and year
- number of implemented proposals
- savings generated
- Employee qualification
- Job Enrichment
- Job Enlargement
- Job Rotation
- Opportunity for employees to optimize independently within their personal work environment

Subtotals

3. Primary material procurement

3.1 What are the qualitative and logistical criteria generally applied during the 1.1, 3.1, 5.1 X
selection of primary suppliers?[(Sub-)Supplier management]
- Differentiation acc. to supplier assessment
- Supplier assessment and development process
(specified objectives, measure monitoring..., supplier loyalty...)
- Documentation of supplier structure

Subtotals

3.2 Are framework agreements concluded to ensure permanent supply 1.1, 3.1, 5.2, 5.4. X
security? [(Sub-)Supplier management] 5.12, 5.14

- Terms of contract
- Schedules and deadlines
- Capacity agreements
- Audits (as a contractual requirement)
- ISO:TS16949
- VDA 6.3
- QS 9000
- DIN ISO 9001 et seqq.
- Others
- Obligation of primary supplier to notify in case of supply problems (forwarded to Daimler)
- Delivery concepts
- Pallets

Subtotals

3.3 Please describe the supplier assessment process. [(Sub-)Supplier 5.3 X

management]
- Process or system
- Continuously/regularly measured
- Assessment criteria:
- Supply quality (quality, deadlines, volume, punctuality, response time, ...)
- Performance is measured via what tiers (tier 1, tier n, network)?
- How are the results documented (SWOT, Benchmarking)?

Subtotals

3.4 What subsequent measures (control loops) are derived from supplier 5.3, 5.5
assessment? [(Sub-)Supplier management]
- Which departments are informed? (Purchasing, Quality, Production, ...)
- How and by whom are the suppliers/subsequent measures prioritized?
- Who is responsible for the processing of the measures and how are they reported as
"completed"?
Subtotals

3.5 What measures are taken in regard to supplier development? [(Sub- 5.3, 5.5 X
Supplier management]
- Audits
- Visits
- Assessment matrices
- Action plans
- Escalation levels/management meetings

Subtotals

3.6 Please describe your sub-supplier structure or supply chain structure. 1.6, 4.6, 5.10
[Reprocurement times for materials]

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 DLA-Bewertung v2 2008

Understanding of Mercedes-Benz
- Monopoly supplier (sub-supplier) capacity of 5
- Seeded suppliers (prescribed by Daimler) working days per week (15 shifts)
- Critical suppliers/inhouse primary processes
- Capacity
- Production methods
- Reprocurement times (material)
- Distance
- Primary materials

Subtotals

3.7 How are potential supply risks countered?[Reprocurement times for 1.6, 5.5, 5.10 X
materials]
- Defined minimum stock levels
- 2nd-sourcing/alternative sources
- Contingency concepts
(Documentation available)
Subtotals

4 Production planning, manufacturing, and capacities X

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4.1 Please describe the information flow for Daimler-Benz and/or Mercedes- 3.4, 3.5 X
Benz delivery scheduling( FRC, JIT, JIS-B...)? [Delivery scheduling
process]
- FRC receipt and/or forwarding Download of BBAC demand and
- Central FRC receipt upload into SAP: related training
- Receipt at deliverer site
- via 2nd tier as deliverer site (e.g. refiner) to be established and finished
- Data recorded
- manually
- automatically
- Daily plausibility check
- of formats
- of changed master data (location for unloading etc.)
- for changes in movement data (requirements, stock levels, goods receipt etc.)
- of new contents (serial no., location for unloading etc.)

Subtotals

4.2 Does the evaluation of the FRC differentiate between delays, immediate 3.4, 3.5
requirements and future requirements and are these values used in PPS?
[Delivery scheduling process]

Subtotals

4.3 How do the sub-suppliers receive the necessary information concerning 3.4, 3.5, 3.7, 4.6, X
the production schedule, delivery volumes etc.?[Delivery scheduling 5.12
process]
- Frequency of information (daily, event-oriented)
- Transmission horizon (incl. 9-month requirement horizon)
Subtotals

4.4 How is the material flow depicted in the PPS system? [PPS-System] 3.4, 3.5, 6.2.9, X
6.3.4
"continuous transparency throughout entire process sequence"
- Stock levels (raw materials, purchase parts, semi-finished parts, finished parts, shipment and
'warehouse on wheels')
- Parameters (transport times, lead times, pallets, supplier capacity, manufacturing flexibility,
failure rates and setup times)
- Requirements forecast for planning (documentation of the annual, monthly and weekly
planning)'

Which PPS system do you use for production planning and controlling ?
- SAP
- BAAN
- XPPS
- Others

Subtotals

4.5 Is there a process that facilitates stock visualization for all stock types 3.4, 3.5, 6.2.9
over the entire supply chain? [PPS-System]
- from the supplier to the customer
- Regarding the consignment stock
- production and failure quantities
- transit volumes
Subtotals

4.6 How are internal and external logistics processes as well as the entire 3.3, 3.4, 3.7, 6.2.9
material flow documented? [Material flow]

- Good receipt/ Inbound

- Internal material flow (warehouse/production)
- Outgoing goods- finished parts / Outbound
- Layout, areas and material flow planning in these logitics areas
Note: Verification of here analysed documentation is carried out within inspection (see chapter
5.5- 5.9)

Subtotals

4.7 Are the lead times known for all areas and the overall process and what 3.3, 3.4, 4.6, X
efforts are made to continuously improve them? [Material flow] 6.2.2, 6.2.9, 6.4.1

- Shortage processes Total time for production

- Total Productive Maintenance
- Optimization of setup times escalation should be added into
- SMED setup standards the flow chart
- Preventive maintenance and repairs (via maintenance plans)
- Flexible working hours
- OEE (Overall Equipment Efficiency)

Subtotals

4.8 Are standards implemented in production? [Material flow] 3.4, 4.6, 6.1.2, X
6.2.2, 6.2.7
- standardized work processes incl. documentation - Bar code system to be complete
- continuous working without overproduction
- regular 5S campaigns in 2013
- delivery routes and windows and delivery areas for the suppliers - Color concept for OEE target vs
- material transports repeat in a defined rhythm actual on a daily basis to be set
- areas and stock levels are defined
- deviations from the standards can be detected quickly and are countered via escalation levels up (formular created for higher
- shift handover standardized visibility)
- daily production meeting (who takes part?)

Subtotals

4.9 How is the FIFO principle enacted in production?[Material flow] 3.4, 4.6, 6.2.2, X
6.2.9, 6.3.3, 6.4.1
- operative data records (e.g. scanning after production step,automated processes etc.)
- processes arranged in accordance with the production sequence
- work documents featuring part and master production data
- parts identified to prevent mix-ups/confusion

Subtotals

4.10 Are the following points considered during production?(production tour) 3.4
[Material flow]

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- material identification (released, blocked) (confusion prevented)

- picking concepts (separation of material handling and assembly)
- visualization of stock at workstations (two-container principle, milk run, kanban)
- pull-principle
- order-specific (internal customer-to-customer notion)
- process-orientedly linked, networked systems
- cross-area, continuous from incoming to outgoing goods
- integration of external work steps/preassembly
- error prevention (poka yoke)

Subtotals

4.11 What capacity and flexibilty is available by the supplier? [Capacity and 3.3, 4.6 X
flexibility]
Explanation of the shift model (column no. 3)
- Number of workdays per calendar week?
- Number of shifts per workday?
- Operative time per shift (in h)?
Subtotals

4.12 Which capacity is entered in your PMC report for the model range? 3.3, 4.6
[Capacity and flexibility]
- Where applicable, please state the respective CPF (capacity parts family) in addition to the
serial no. (column no. 1)
- Capacity during standard year (2010)? (parts/CW) (column no. 2)
- How many CW per year is this capacity available? (column no. 4)
- As of when will the capacity be available? (column no. 5)
Subtotals

4.13 Capacity utilization [Capacity and flexibility] 3.3, 4.6 X

- In percent, how much of the above capacity is reserved for model range 212? (column no. 6)
- How is the capacity not utilized for model range 212 put to use? (additional MB model ranges,
other OEMs, block-processed parts/COPs, identical primary materials/semi-finished parts)
(column no. 7)
- Are there additional capacity restrictions? (due to primary suppliers, special production
processes...)

Subtotals

4.14 Flexibility [Capacity and flexibility] 3.3, 4.6 X

- What relative flexibility regarding the production capacity is available without additional
installation investments (e.g. working through breaks, additional shifts, shorter cycles etc.)?
(column no. 8)
- How much advance warning (in workdays) does this require? (column no. 9)
Subtotals

4.15 How many variants for model range xxx do you supply per order scope? X
[Capacity and flexibility]
Where are these variants produced?
(Time: 1st tier, 2nd tier)
Subtotals

5 Stock and shipment

5.1 How is goods pallets planning and management handled? 4.3, 6.3.2, 3.4 X
[Packaging/Pallets]
- Who is responsible for pallets PLANNING in your office? Packing concept is not yet
- Requirements for pallets and identification: DCE guideline and process manual confirmed
- Stock records: e-CON container management, own pallets stock record
- Availability calculation

Subtotals

5.2 Are you familiar with the LUF requirement calculation LUF (pallets 6.3.2, 3.4 X
circulation factor)? [Packaging/Pallets]
Is the goods carrier requirement calculated on the basis of the peak production numbers?

Subtotals

5.3 How is goods carrier management handled?[Packaging/Pallets] 6.3.2, 3.4 X

- Who is responsible for the pallets MANAGEMENT in your office?

- Cleaning and maintenance
- Removal of faulty pallets and subsequent
process steps (reordering, repair etc.)
- Identification process
[marriage of frame label and production code +
shift code, goods label with shift code,
serial no. and bar code (VDA 4902)]

Subtotals

5.4 Are you familiar with the goods carrier concept for delivery to series 6.3.2, 3.4 X
production?[Packaging/Pallets]
- Type of goods carrier (special/universal)
- Schedule for engineering and procurement
Subtotals

5.5 Goods receipt and unloading areas? [Goods receipt] X

Inspection of delivery and goods receipt areas, evaluation on the basis of following criteria:
- Protection from weather
- Defined delivery spaces (already allocated vs. not yet documented)
- Material identification performed by primary supplier/ automatic at goods receipt/ manual
- Storage: clear identification (released/not released)/ confusion prevention/ storage location in
PPS/ goods receipt system is clear/ proper storage (please indicate regulations)/ hazardous
materials in separate area
- Monitoring: visual or automated inspection of goods receipt documentation,delivery volume
and quality, comparison with call-off/order
- Procedure in event of problems: measures for quality issues, process during call-off/order
- FIFO guaranteed

Subtotals

5.6 Does a quarantine store exist? [Storage] 5.8 X

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- How is it utilized (failures and rework only)?

- What materials with what dates are stored there?
- Who is responsible for this quarantine store?
Subtotals

5.7 Can storage location and stock levels be queried through the system at 5.7 X
any time? [Storage]
- Primary material/final product (please demonstrate in system)
- Target/actual comparison of stock levels (permanent inventory)
- FIFO guaranteed
Subtotals

5.8 How is shipment documented? [Outgoing goods] 7.1 X

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- automatically/by scanning
- how is identification and prevention of incorrect delivery handled?

Subtotals

5.9 Are there defined outgoing goods areas for Daimler/MB products? X
[Outgoing goods]
- Confusion prevented
- Prevention of wrong pallets content
- Prvention of labelling failures (for example incorrect customer site)
- Goods supply spaces/shipment area: distance to loading bay, identification, protection from
environmental influences
- FIFO guaranteed

Subtotals

6 Delivery concept
6.1 What delivery method is specified for yourself acc. to KLH module 3? 3.4 X
[Standard delivery methods]
For JIS only:
- Pearl necklace philosophy and call-off stability
- Planning stand for industrial estate (if relevant)
Where and how is sequencing defined for JIS
- Representation and plausibilization of time frame with sequence generation time
- Capacity for production of batch size 1
- Production and post-sequencing in proximity to installation location
- Picking (few variants), assembly/production in sequence (many variants), resorting

For supplier logistics center only

- Which system is used for min-max controlling? standard software (SAP, Infor, brain, agilsys) or
other (Excel)
- Are you able to process VDA 4913, VA 30, 35 and 36?
- Does a filter exist that is capable of detecting double transmissions of VDA 4913, VA 36?
- Can you notify of package numbers?
- How is MIN/MAX management handled? Is it based on scope in workdays or volume in items?
- If MIN is fallen below, can resupply be sent to the supplier logistics center even if the next
requirement date (acc. to call-off) lies in the future?

For JIT only:

- Capacity for production of small batches
- Outgoing goods must be capable of handling increased frequency
- Warehouse on Wheels

Subtotals

6.2 Is this the first time you have utilized this delivery method ? [Standard 3.4 X
delivery methods]
- How do you intend to implement it?
- What obstacles do you notice at this stage by the process execution?
- By when will be the implementation carried out?
- What experience do you have with this delivery method with other OEM plants/manufacturers
or other DAIMLER- divisions (Truck, Van,Bus, smart..)
Subtotals

6.3 What freight terms are applied for scheduled delivery [Standard delivery 3.4
methods]
- D clause: DDU (delivered duty unpaid) or DDP (delivered duty paid)
- F clause (FCA): seller does not bear costs of main transport
Subtotals

7. Transport
7.1 Please describe your transport concept. [Transport concept] 3.4 X

(For DDU/DDP freight terms only) Transportation concept is not yet

- Delivery cycles confirmed
- Transport times
- Goods packages or direct supply
- Sub-contracted freight carriers
- Packaging center
- Transport FMEA in case of greater distances
- Differentiation between full-load and empty-carrier transports
- Transport equipment requirements (DCE 9.5) especially load securing and sliding tarpaulin (for
lateral unloading)

Subtotals

7.2 Has the transport concept been incorporated in your logistical planning 3.4 X
process? [Transport concept]
- Have you specified a freight carrier and incorporated it in your logistical planning concept?
- Is this freight carrier an area forwarder or a direct runner?
- Are the contacts, collection times, timing windows of the service provider/freight carrier
known?

Subtotals

7.3 Please describe your transport contingency concept. [Transport concept] X

- Additional runs/flights
- "In-time" procedure incl. freight carrier known
- Authorizations governed
- Distance to next airport
- Capacity for helipad
- Hurdles (customs etc.) encountered on additional runs

Subtotals

8 Technical change management

8.1 How are the logistical and production-technology requirements for new 1.1, 1.9, 3.1 X
start-ups taken into account?
- Building, premises and capacity planning
- Are prototype/pre-series parts produced under conditions similar to series production?
- Describe the process of schedule arrangement with Daimler/MB Logistics.
Subtotals

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8.2 Is there a documented process for adaptation in the event of technical 6.4.8 X
changes during the series?
- Material flow process Change label to be confirmed
- Communication with employees with BBAC
- Training and acceptance
- Parts list matching
- Changes to design drawings
- Discontinuation management (scheduling, volume planning,
cost changes, goods carrier changes and
master data definition)
- Parts supply up to PEM (production employment message)
- Supplier information
- Scheduling
- Effective date
- Internal employee training

Subtotals

8.3 Is there a person with overall responsibility for the implementation of 1.1, 1.9, 2.4, 3.1, X
technical changes at the supplier's? 6.4.8
- Org-chart X
- Representation arrangement
- Cooperation with departments/ interfaces by suppliers, regular communication

Subtotals

8.4 Is there an effective and actively implemented process governing batch 1.7, 6.4.8 X
and volume-oriented traceability of individual products, packages and
shipments?
Subtotals

8.5 What acceptance obligations have been agreed upon with 1.1, 3.1
Daimler/Mercedes-Benz?

1 month finished goods, 2 months work in progress

Subtotals

8.6 Cooperation with primary suppliers 1.1, 1.9, 3.1 X

- How are distribution, updates and changes of documents as well as AKV to the primary
suppliers handled?
- What acceptance obligations have been agreed upon with primary suppliers?

Subtotals

9 Current project status

9.1 What is the current status of documents and schedule situation [Current 1.2 X
status of documents and schedule situation]
- Have there been any changes in regard to the schedule situation? Define new project milestone with
- ESWFT to quality gate C possible BBAC regarding latest SOP date
- EMPB to quality gate B at series production location possible

- Are there part numbers not yet included in the current documentation? If yes, please specify.
- At present, all issues are considered released to 100%
Please coordinate with engineering (EP) beforehand

Subtotals

9.2 What is the current status of tools for schedule-defining tools and is the 1.1 X
schedule in jeopardy? [Status of tools and gages]

- requested
- ordered
- construction
- processing or
- complete
Subtotals

9.3 Please describe your capacity planning for production testing and peak X
production capacities for series start-up. [Parts supply for zero
series/series start-up]

- Project schedule and capacity planning documentation

- Have there been changes to the production program that necessitate a second/additional
tools?
- Can additional tools be procured in time?
Subtotals

9.4 Current status of quotation and placement 4.4 X

- Have you received the Component Performance Specifications (incl. KLH module 3) from
Daimler for the current Request for Quotation? (If not, please download Logistics Competence
Guidelines from the Covisint Portal)
- Is your quotation based on the delivery concept specified in KLH module 3?
- Has an order been placed with you by Procurement Mercedes-Benz Cars (PMC) in response
to your quotation (placement completed)?
- If not, have you received a Letter of Intent (LoI) to his effect?

Subtotals

9.5 Current status of planning for supplier location 3.1 X

- Will new plant be built or opened for Daimler volume?

- Are there sufficient spatial and personnel resources for the Daimler project?
- Please detail the corresponding planning (coherent concept, documentation).

Subtotals

9.6 KLH compliance X

- Has the delivery location changed compared with KLH module 3/calculation sheet?
- Has any MBC series production location previously received deliveries from the specified
delivery location?
- Have the Incoterms (freight terms) changed compared with KLH module 3/calculation sheet?

Subtotals

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Calculati

1.
1.1

1.2

1.3

1.4

1.5

2.
2.1

2.2

2.3

2.4

2.5

2.6

3.
3.1

3.2

3.3

3.4

3.5

3.6

3.7

4.
4.1

4.2
4.3

4.4

4.5

4.6

4.7

4.8

4.9

4.10

4.11

4.12

4.13

4.14

4.15

5.
5.1

5.2

5.3

5.4

5.5

5.6

5.7

5.8

5.9

6.
6.1

6.2

6.3

7.
7.1
7.2

7.3
8.
8.1

8.2

8.3

8.4

8.5

8.6

9.
9.1

9.2

9.3

9.4

9.5

9.6

1.
2.
3.
4.
5.
6
7.
8.
9.
Einstufung des Lieferanten:

10

nb

*
Communication with the customer
Please describe your main customers
Are the remote data transmission (EDI) requirements of Daimler known [MBST17 LAB, 33 LLZ, 35 WE
and EDI Manual]? [IT-Anforderungen]
Does an IT system exist that is suitable for EDI processing and is this system capable of handling the
following processes and standards? [IT requirements (standards)]

Are you registered in SMB? [IT requirements (standards)]

Do the employees have access to an internet connection and the Daimler Supplier Portal for their work
with Daimler? [IT requirements (standards)]

Management and organization

Are measurable and consistent objectives for production and logistics defined, discussed and regularly
communicated within the company?[Company strategy]
How are the responsibilities for the model range/project management governed? (Org-chart)
[Organisation]
Are there documented process instructions for all processes relevant to customers or suppliers and are
these communicated to the customer? [Contingency concepts]
Is there an up-to-date contact data list? [Contingency concepts]

Is an FMEA (transport, material flow, EDP…) conducted to detect interferences in logistics and is this
updated regularly? [Contingency concepts]
How do you conduct the internal optimization process?[CIP and standardization]

Primary material procurement

What are the qualitative and logistical criteria generally applied during the selection of primary
suppliers?[(Sub-)Supplier management]
Are framework agreements concluded to ensure permanent supply security? [(Sub-)Supplier
management]
Please describe the supplier assessment process. [(Sub-)Supplier management]

What subsequent measures (control loops) are derived from supplier assessment? [(Sub-)Supplier
management]
What measures are taken in regard to supplier development? [(Sub-Supplier management]

Please describe your sub-supplier structure or supply chain structure.[Reprocurement times for
materials]
How are potential supply risks countered?[Reprocurement times for materials]

Production planning, manufacturing, and capacities

Please describe the information flow for Daimler-Benz and/or Mercedes-Benz delivery
scheduling( FRC, JIT, JIS-B...)? [Delivery scheduling process]
Does the evaluation of the FRC differentiate between delays, immediate requirements and future
requirements and are these values used in PPS?[Delivery scheduling process]
How do the sub-suppliers receive the necessary information concerning the production schedule,
delivery volumes etc.?[Delivery scheduling process]
How is the material flow depicted in the PPS system? [PPS-System]
Is there a process that facilitates stock visualization for all stock types over the entire supply chain?
[PPS-System]
How are internal and external logistics processes as well as the entire material flow documented?
[Material flow]
Are the lead times known for all areas and the overall process and what efforts are made to
continuously improve them? [Material flow]
Are standards implemented in production? [Material flow]

How is the FIFO principle enacted in production?[Material flow]

Are the following points considered during production?(production tour)[Material flow]

What capacity and flexibilty isavailableby the supplier ? [Capacity and flexibility]

Which capacity is entered in your PMC report for the model range? [Capacity and flexibility]

Capacity utilization [Capacity and flexibility]

Flexibility [Capacity and flexibility]

How many variants for model range xxx do you supply per order scope? [Capacity and flexibility]

Stock and shipment

How is goods pallets planning and management handled? [Packaging/Pallets]
Are you familiar with the LUF requirement calculation LUF (pallets circulation factor)?
[Packaging/Pallets]
How is goods carrier management handled?[Packaging/Pallets]

Are you familiar with the goods carrier concept for delivery to series production?[Packaging/Pallets]

Goods receipt and unloading areas? [Goods receipt]

Does a quarantine store exist? [Storage]

Can storage location and stock levels be queried through the system at any time? [Storage]

How is shipment documented? [Outgoing goods]

Are there defined outgoing goods areas for Daimler/MB products? [Outgoing goods]

Delivery concept
What delivery method is specified for yourself acc. to KLH module 3? [Standard delivery methods]

Is this the first time you have utilized this delivery method ? [Standard delivery methods]

What freight terms are applied for scheduled delivery [Standard delivery methods]

Transport
Please describe your transport concept. [Transport concept]
Has the transport concept been incorporated in your logistical planning process? [Transport concept]
Please describe your transport contingency concept. [Transport concept]
Management of technical changes
How are the logistical and production-technology requirements for new start-ups taken into account?

Is there a documented process for adaptation in the event of technical changes during the series?
Is there a person with overall responsibility for the implementation of technical changes at the
supplier's?
Is there an effective and actively implemented process governing batch and volume-oriented
traceability of individual products, packages and shipments?
What acceptance obligations have been agreed upon with Daimler/Mercedes-Benz?

Cooperation with primary suppliers

Current project status

What is the current status of documents and schedule situation [Current status of documents and
schedule situation]
What is the current status of tools for schedule-defining tools and is the schedule in jeopardy? [Status
of tools and gages]
Please describe your capacity planning for production testing and peak production capacities for series
start-up. [Parts supply for zero series/series start-up]

Current status of quotation and placement

Current status of planning for supplier location

KLH compliance

Communication with the customer

Management and organization

Primary material procurement

Production planning, manufacturing, and capacities

Stock and shipment

Delivery concept

Transport

Management of technical changes

Current project status

Results:

Coverage in %:
Rating:
 Manual de-rating in accordance to VDA recommendation No. 6.3: (When supplier's rate
is "A" or "AB", a de-rating by one stage is possiblein case of serious findings (arguments to be provided in written form
as mandatory!)

instufung des Lieferanten:

90%-100% A supplier (supply assured to the highest degree / no supply risks at all)

80%- 90% AB supplier (supply assured / no graving supply risks)

60%- 80% B supplier (supply not assured to full extent)

< 60% C supplier (supply not assured at all / very high supply risks)

Coverage (only when corresponding question is rated). ==>aaken from: VDA- recommendation 6.3, p. 26

Requirements met to full extent

Requirements met prevail* ; minor deviations

Requirements met partly; major deviations

Requirements not met sufficiently, serious deviations

Requirements not met at all

Requirements not evaluated at all (mandatory to state the reasons!)

prevail is understood as more than 3/4 of all actions are proved as effective and no specific risks are given

Information on this rating given in the corresponding tab in this Excel spreadsheet
 Punktzahl

Punktzahl
erreichte

maximale
%
100.0 10 10

80.0 8 10

100.0 10 10

0.0 0 0

100.0 10 10

Ergebnis je Kapitel 38 40

%
100.0 10 10

100.0 10 10

100.0 10 10

60.0 6 10

100.0 10 10

100.0 10 10

Ergebnis je Kapitel 56 60

%
100.0 10 10

100.0 10 10

100.0 10 10

100.0 10 10

100.0 10 10

60.0 6 10

100.0 10 10

Ergebnis je Kapitel 66 70

%
60.0 6 10

100.0 10 10
100.0 10 10

100.0 10 10

100.0 10 10

100.0 10 10

80.0 8 10

80.0 8 10
100.0 10 10
100.0 10 10
100.0 10 10
100.0 10 10
100.0 10 10
100.0 10 10
0.0 0 0

Ergebnis je Kapitel 132 140

%
80.0 8 10

0.0 0 0

0.0 0 0
0.0 0 0
100.0 10 10
100.0 10 10
100.0 10 10
100.0 10 10
0.0 0 0

Ergebnis je Kapitel 48 50

%
0 10 10
100.0 10 10
100.0 10 10
Ergebnis je Kapitel 30 30
%
80.0 8 10
100.0 10 10
100.0 10 10
 Ergebnis je Kapitel 28 30
%
100.0 10 10
80.0 8 10

100.0 10 10

100.0 10 10

100.0 10 10
100.0 10 10

Ergebnis je Kapitel 58 60

%
80.0 8 10

100.0 10 10

100.0 10 10

100.0 10 10
0.0 0 0
0.0 0 0

Ergebnis je Kapitel 38 40

38 40

56 60

66 70

132 140

48 50

30 30

28 30

58 60

38 40

494 520

95.0
A
 Evaluation sheet and SWOT-Analysis Daimler Logistics Audit
Résumé / Summary (provisional evaluation results*)
C-Supplier B-Supplier A-Supplier Supplier rate

95%
A
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Detailed evaluation:

1. Communication with the customer

SWOT Analysis
95% Strengths (Stärken) Weaknesses (Schwächen)

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

2. Management and organization

93%

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

3. Primary material procurement

94%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

4. Production planning, manufacturing, and capacities

94%

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

5. Stock and shipment

Opportunities (Chancen) Threats (Risiken)

96%

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

6. Delivery concept

100%

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

7. Transport

93%

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

8. Management of technical changes

97%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

9. Current project status

95%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

LOG/PMS 2008
Audit-Number.: LPA_123 Supplier: Supplier name

Products for Daimler AG: date of report: dd.mm.yyyy

date of audit: dd.mm. - dd.mm.yyyy

Chapter of questionaire Issue / Problem / Recommendation Short term Corrective Action / Verantwortlich target completed in %
Long Term Counter measure date
1.2 Are the remote data transmission (EDI) requirements of Daimler known EDI connection to be set up with BBAC (Classic vs WEB
[MBST17 LAB, 33 LLZ, 35 WE and EDI Manual]? [IT requirements EDI)
(standards)]
2.4 Is there an up-to-date contact data list? [Contingency concepts] Responsible contacts of BBAC/Daimler to be updated
3.6 Please describe your sub-supplier structure or supply chain structure. Understanding of Mercedes-Benz (sub-supplier) capacity of
[Reprocurement times for materials] 5 working days per week (15 shifts)
4.1 Please describe the information flow for Daimler-Benz and/or Mercedes- Download of BBAC demand and upload into SAP: related
Benz delivery scheduling( FRC, JIT, JIS-B...)? [Delivery scheduling process] training to be established and finished

4.7 Are the lead times known for all areas and the overall process and what Total time for production escalation should be added into the
efforts are made to continuously improve them? [Material flow] flow chart
4.8 Are standards implemented in production? [Material flow] - Bar code system to be complete in 2013
- Color concept for OEE target vs actual on a daily basis to
be set up (formular created for higher visibility)
5.1 How is goods pallets planning and management handled? Packing concept is not yet confirmed
[Packaging/Pallets]
7.1 Please describe your transport concept. [Transport concept] Transportation concept is not yet confirmed
8.2 Is there a documented process for adaptation in the event of technical Change label to be confirmed with BBAC
changes during the series?
9.1 What is the current status of documents and schedule situation [Current Define new project milestone with BBAC regarding latest
status of documents and schedule situation] SOP date

gedruckt am: 07/09/2022 Copyright Daimler AG 25 von 31

gedruckt am: 07/09/2022 Copyright Daimler AG 26 von 31
 Logistik-Prozess-Analyse / Logistics process analysis Besuchsdatum / date of visit:

Teilnehmerliste / Participants dd.mm. - dd.mm.yyyy

Name, Vorname Firma / Abteilung Telefon E-Mail

Name, Firstname Company / Department Phone e-mail

gedruckt am: 07/09/2022 Copyright Daimler AG 27 von 31

updates
updated from: date
Preuß-Driessen 12/12/2011
description
- new evaluation guidlines of VDA 6.3, 2nd edition
- adjustments of rules for downgrading according to VDA 6.3
version
V2.1