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4
AN EFFICIENT AND RESPONSIBLE GROUP
2. Operational excellence policies
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SAINT-GOBAIN
- REGISTRATION DOCUMENT 2016
WWW.SAINT-GOBAIN.COMMore than 5,300 managers are trained today in the WCM
program and 50% of employees of the industrial sites are
involved in the application of this program.
3 months depending on the sites and allows a team to be
formed and brought together around the program; priorities
to be identified based on the identification of losses and an
initial pilot project to be defined.
The site preparation stage is essential. It may take 1 to
management to the operators. The WCM is then applied pillar
by pillar.
The implementation of the pilot project constitutes the
second stage of the program. This period of 6 to 9 months is
a stage of application of training and of training programs
deployment and the application of the methods on site from
Regular audits make it possible to assess the maturity of the
program by site according to four levels:
first audit: the site has finalized the pilot stage and started
application;
the Bronze level confirms the end of the learning process;
the Silver level is reached when 80% of the site is
incorporated into the WCM program;
progress.
on achieving the Gold level, the site has incorporated the
WCM methods and is independent to continue its
From continuous improvement
2.1.3
to industrial excellence
have been audited and already more than 15% have reached
the Bronze level.
than 80% of the industrial sites of the Group and around 90%
of the sales of the industrial Activities. Almost half of them
47 countries, have initiated this program. They represent more
Today, more than 740 industrial sites, in more than
exchange of good practices, and more opportunities for
career mobility among the Group’s various Activities,
particularly for some technical experts.
The appropriation of this culture of operational excellence
common to the Group allows greater efficiency in the
Plastics Activities, Saint-Gobain Glass and Saint-Gobain
Sekurit, mainly in Europe and in South America.
extension to the WCM for optimization of the value chain of a
site or an Activity. It is already producing very promising
results with the first pilot projects executed in Performance
Initiated in 2014, the World Class Supply Chain program is an
section 4.1.2.) forms part of the performance indicators
monitored in the program.
differentiation program with a target delivery period adapted
to the customer’s wishes. Moreover, the Net Promoter Score,
a tool for measuring customer satisfaction (see chapter 2,
Beyond the economic gains expected by logistic
optimization, the World Class Supply Chain is above all a
preparing for Industry 4.0.
to ensure the digital transformation of the factories. By
appropriating the WCM program on the sites, Saint-Gobain is
excellence, on all its sites throughout the world. This change
of culture provides a better customer service, competitiveness
and efficiency. It also favors the safety, people commitment
and mobility of employees. It is also an essential prerequisite
Thanks to the WCM program and its extension to the supply
chain, Saint-Gobain is continuing its effort to achieve industrial
PURCHASING, A COMPETITIVE CHALLENGE
2.2
Purchasing meets the needs of the Group’s industrial and
distribution activities.
supply chain. With a global annual amount of some
€29 billion for more than 200,000 active suppliers,
activities to ensure its efficiency and risks relating to the
Purchasing is a key factor in the Group’s competitiveness and
its organization is adapted to the specific features of its
A rigorous organization, a measure of
2.2.1
efficiency
The Purchasing Department is divided into non trade
purchases (€16.5 billion of purchases) and trade purchases
(more than €13 billion of purchases) in order to best adapt to
the specific nature of the Group’s activities.
Although the Purchasing functions are based on common
policies and a common base, they do not participate at the
same level in the Group’s value chain:
non-trade purchases are upstream to the production stage
and all logistic aspects;
trade purchases are downstream of the production stage.
differentiated.
Consequently, the organizations, strategies and objectives are
meet its economic objectives.
Department with regard to competitiveness and innovation.
Concerned about its performance, the Group wishes to
optimize the purchases of its activities and strengthen the
contribution made by the Purchasing Department in order to
Beyond the specific features connected with its Activities,
Saint-Gobain recognizes the major role of the Purchasing
Purchasing Department, provides them with tools that enable
them, and their teams, to achieve behavioral excellence in
their daily activities.
which is particularly important for newcomers in the
of the Purchasing School. More specific training intended for
trade purchasers supplements this program. This training,
To that end, the Group has endeavored to develop the
professionalism of its purchasers through training activities. A
training path is open to all Group purchasers within the scope
Responsible Purchasing Policy
2.2.2
Suppliers Charter. It comprises three stages:
The same is true for the Group’s Responsible Purchasing
Policy, the purpose of which is control and reduce the
environmental, social and societal risks to its supply chain. It
is built on two pillars, the Purchasers Charter and the