"Our approach is different from the usual customer/supplier relationship channelled through Purchasing/SQAs"

AutoRevista.-  What are the requirements and criteria for the approval of suppliers in the different links of the value chain in this era of transformation towards a more digital and sustainable industry?

Ramon Fuste - Our supplier quality manual and Purchasing instructions contemplate, in all matters related to the evaluation and selection of suppliers, all the requirements set by the automotive standard IATF16949, plus the additional specific requirements that each OEM may demand plus those added by our own Corporate Social Responsibility policy, which is especially sensitive to human rights, labour issues, business ethics and environmental protection, exceeding the legal requirements at all times and in every country. Some examples of this are: the promotion of the use of recycled materials, registration and reduction of the carbon footprint, extension of REACH requirements outside Europe or preference and active local sourcing policies in our geographical areas of consumption (Europe, America, China, India).

AR.- How is the relationship between customer and supplier evolving, especially in innovation, to achieve higher and better levels of partnership?

R.F.- Our new products are increasingly complex and incorporate a high degree of product and process innovation, which extends to certain critical purchasing components. In addition, the time to market for new projects is becoming shorter and shorter, which means that design (usually several loops) and development activities have to be advanced even before they are nominated. For this, there must necessarily be a total commitment between these players, at all levels, which in our case translates into specific partnership projects with key suppliers that we have successfully implemented in recent years. 

To cite an example, we have a partnership agreement for the electronic part of our products, in which Zanini and partner act as a single internal and external team, each focusing on their own external team, each focusing on our own competencies. The approach is different from the usual customer/supplier relationship channelled through Purchasing/SQAs and the results are excellent in terms of agility, efficiency and costs, the result, in short, of trust and the high level of commitment of both parties to the same common objective.

AR.- Are you working on a dynamic focused on creating a network of critical suppliers closer to the production centres?

R.F.- Indeed, proximity (physical and cultural) is an increasingly necessary, if not obligatory, plus, for the reasons explained above. This is true both in the design and development phases, as well as in the production phases. Continuing with the example, our electronics partner is located less than 60 km from our production plants or our headquarter where, among others, engineering and projects are located.

AR.- In what way are Big Data tools contributing to achieving better levels of efficiency and competitiveness in joint customer-supplier work?

R.F.- We use Big Data tools as they are understood indirectly through our market research consultants. Extending the concept to data management in the cloud, we use different standards and electronic communication tools both for communication with suppliers and customers and internally, depending on the type of iteration: each OEM's own portals for quality, projects and supplies, exchange of CAD files for moulds and tooling or electronic supply chains. All these tools, together with the internal tools for development, planning, project management or quotations, to name but a few, are already or will be transferred to the cloud. In this environment an essential element is to maintain a high degree of IT security. In this regard, we have implemented procedures such as multiple authentication, continuous training in best practices, cloud backup or Tisax certifications in our plants. Zanini considers these activities to be particularly relevant, which is why they have been included in one of our Strategic Initiatives within our Strategic Plan.

AR.- What value does the relationship with automotive clusters or other entities that bring together supplier companies of different profiles bring?

R.F.- Zanini is a member and actively participates in most of the activities and projects of the Cluster of the Automotive Industry of Catalonia (CIAC), the Spanish Association of Automotive Suppliers (SERNAUTO), as well as other employer and thematic associations such as AERCE.

In these forums we exchange experiences that enrich our competences, we discuss the challenges and opportunities of the market and environment and we form powerful platforms that allow us to interact with the administrations and OEMs at a sectoral level.

AR.- In the specific case of the Spanish supplier industry, how do you think it should continue to evolve in order for Spain to continue to be an attractive country for vehicle manufacturing?

R.F.- For decades, Spain has remained a very important player in the European automotive industry, second only to Germany in terms of vehicle manufacturing, thanks to our competitiveness and also to the important industrial network of suppliers. Undoubtedly, the continuity of this privileged situation will depend entirely on adapting to the imminent challenge of the electric vehicle.

To this end, first of all, the OEMs themselves established in our territory must continue to commit to and assign new electric vehicles to their Spanish plants, which, as we know, also require new local suppliers of new systems (batteries, for example). 

We suppliers must also adapt to this technological change, to which I would add energy efficiency, the

I would add energy efficiency, connectivity and autonomous driving at different levels. There will be systems that will disappear completely and with them the suppliers that have not been able to transform, but there will also be new opportunities for new products.

The firm commitment of the administrations (e.g. Next generation funds, infrastructure and especially railways, facilities for industrial investment) is absolutely necessary to attract or retain the production of components and electric vehicles. At supplier level, they must, if not already done as in our case, adapt or draw up their strategic plans to this technological change, identifying which products will disappear and which are new to focus on.

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Interview published in AutoRevista 2.380-2.381