Packaging Logistics Guidebook

SUPPLIERS
LOGISTICS
GUIDEBOOK
EDITION 2015
I. Introduction
II. Renault Logistics agreement
III. V3P Projects
IV. Renault contacts for suppliers
V. Logistics applications
VI. EDI and WebEDI
VII. Expression of needs
VIII. Capacity management
IX. Packaging
X. Traceability
XI. Transport
XII. Shipment preparation
XIII. Measurement of logistics performance
XIV. Design change management
XV. End-of-run management
XVI. Synchronous flows
XVII. Incident management & degraded modes
XVIII. Manufacturing site transfer
XIX. Glossary
I – INTRODUCTION
1. Purpose of Logistics Guidebook ..................................................................................1
2. Scope of Logistics Guidebook .....................................................................................2
3. Issue and update of Logistics Guidebook ...................................................................2
4. Supplier undertakings ...................................................................................................3
5. Renault logistics strategy .............................................................................................3
6. Major changes V8 / V9 2015 ..........................................................................................3
Key actions
Integrate requirements of Logistics Guidebook from Request For Quotation
(RFQ) onwards
Appoint logistics manager to oversee implementation of Logistics
Guidebook
Version 9.0 JANUARY 2015
Chapter I – p. 2/4
1. Purpose of Logistics Guidebook

The Supplier Logistic Guidebook is the reference document for logistics between RENAULT and
the Supplier. It describes how to work with Renault and formalises the logistic requirements of
RENAULT with respect to the Supplier.
The conditions listed in the current Manual supplement the other contractual documents that
govern the supplier relation. They are communicated to the Supplier when he participates in
RENAULT RFQ.
The Supplier must read carefully all the current documents that are available before sending his
technical and economical bid to the Renault Purchase Department in response to the RFQ. By
signing the F1 sheet within the RFQ, he agrees to be bound by all the terms and conditions.
RENAULT and the Supplier shall endeavour to settle amicably any reservations formalized before
signing the F1form
The Supplier Logistic Guidebook integrates:
• In the chapter II: The Logistics protocol which synthesizes the logistics requirements of
RENAULT and specifies the roles and responsibilities of each service providers in the supply
chain.
• In chapters from III to XIX, the details of operating procedure between RENAULT and its
suppliers are described.
• In chapter XX : particularities of countries, should they exist.
2. Scope of Logistics Guidebook
The Guidebook applies to all suppliers of the plants and RENAULT ILN (International Logistics
Network Centers)
In case of partnerships with Renault (Iran, Morocco), when “Plant” or “Customer” is used in the
Guidebook, it represents the partner.
3. Issue and update of Logistics Guidebook

Generally, the Guidebook is updated once a year.
The new updated version is circulated to the Supplier as an information bulletin in the B2B portal
(Logistics tab/Actuality).
The Supplier commits to comply with the updated Guidebook right after it gets published in the
Portal and commits to apply it to meet the requirements during production.
Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

Version 9.0 JANUARY 2015 Chapter I – p. 3/4
4. Supplier undertakings
The Supplier shall include in his part quotation, all RENAULT logistics expectations via
Commercial commitment / F1
The Supplier agrees to comply with the Guidebook updated in Portal and apply it to the
service in progress,
The Supplier must monitor and improve if necessary his logistics performance (quality, cost,
lead time).
The supplier’s Sales Manager shall appoint a Logistics Manager to oversee proper
implementation of the Logistics Guidebook.
5. Renault logistics strategy

Renault’s logistics strategy is based on four key principles:
1. Manufacturing is driven by customer orders
2. Just-in-time deliveries to body assembly and powertrain plants
3. Vehicle distribution to dealer network consistent with promised customer handover date
4. Standardized logistics processes and information systems
Renault applies European Galia / Odette standards.
The supplier shall apply this policy and strictly respect the expected supply of workstation delivery.
6. Major changes V8 / V9 2015

- All chapters: SCM replaces DSCG
AILN replaces ILN and PCC
ABPT replaces ENOU
ABPT1 replaces ENVU
- Chap. II New paragraph on the assessment of logistics performance
- Chap. III Specification on the setting up of Global MMOG-LE
- Chap. VII New diagrams representing the daily and weekly firm delivery orders.
- Chap. VIII New paragraphs and corrections on particular cases relating to the volumes and
Renault’s expectations regarding the suppliers.
- Chap. VIII (Appendix) New paragraphs on Capacity Survey management (FEC).
- Chap. IX New paragraph on general responsibility concerning packaging specifications and an
addition of a new process regarding the PVS application.
SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

Chapter I – p. 4/4
- Chap. XI New paragraph on indirect scheduled transport and the differences in the number of
packaging to be collected from the supplier.
- Chap. XIII Specification on the logistics targets and a new paragraph explaining the context and
the stakes of RPQE; a new project affecting the measurement of the ASN logistics performance.
- Chap. XVII Addition of a new subject heading called « Packaging delivery delays and disputes »
and specification on the duration of the collecting loading timeslots and what to do when the
timeslots are not respected. New rule regarding the documentation of the transport identification
code (IT); when the supplier is responsible for organizing the additional transport when a RAN has
not been delivered.
- Chap. XX (Spanish edition) new particularities for ARGENTINA

I I – R E N AU LT L O G I S T I C S AG R E E M E N T
1. Introduction ............................................................................................................. 2
2.1 Flow diagram.................................................................................................................. 3
2.2 Project organisation........................................................................................................ 3
2.3 Information and exchanges with Renault ....................................................................... 5
2.4 Means of EDI (Electronic Data Interchange) communication .......................................... 5
2.5.1 Statement of requirements .......................................................................................... 6
2.5.2 Procurement flow ........................................................................................................ 7
2.6.1 Capacity ...................................................................................................................... 8
2.6.2 Flexibility ..................................................................................................................... 8
2.6.3 Security ....................................................................................................................... 8
2.6.4 Packaging ................................................................................................................... 9
2.6.5 Product traceability information ................................................................................. 10
2.6.6 Transport and delivery ............................................................................................... 10
2.6.7 Palletizing .................................................................................................................. 13
2.6.8 Management of Supplier foreward store and delivered stock .................................... 13
2.6.9 Incoming inspection................................................................................................... 13
2.6.10 Assessment of logistics performance ...................................................................... 14
2.6.11 Start and stop management .................................................................................... 14
2.6.12 End of production, out of production, end of life ....................................................... 15
2.7 Management of incidents and downgraded mode ............................................15
2.7.1 Necessity to provide information................................................................................ 15
2.7.2 EDI Malfunction ......................................................................................................... 15
2.7.3 Change in quantities to be delivered ......................................................................... 15
2.7.4 Packaging shortage................................................................................................... 16
2.7.5 Transport delays and repair....................................................................................... 16
2.7.6 Non-compliant products............................................................................................. 16
2.7.7 Management of additional delivery costs and procurement failure............................. 17
Key actions
Understand Renault logistics requirements
Allow for these requirements in Commercial and Technical Commitment
Document
Chapter II– p. 2/17
1. Introduction
Scope and field of application
The purpose of this chapter is to define the important principles which can be applied to the
logistics operations taking place between RENAULT and its suppliers and described in detail in the
other chapters of the Suppliers’ Logistics Manual available on the Renault B2B Portal:
• It applies to the parts supplied by the RENAULT plants according to the production process
from ABPT1 for a vehicle start-up project as well as from the ABPT for powertrain start-up
project.
• It does not apply to prototypes, non-production parts, off-tool-off process parts, nor spare
parts.
Unless otherwise specified in a clause, this protocol does not depart from the contractual
conditions which may exist between RENAULT and the Supplier.
The operating modes presented below are the standard modes, to be adapted by the Customer
Plant/Supplier Site pair, which is the responsibility of the Customer Plant.
Definitions
Any reference to the chapter refers to information in the Suppliers’ Logistics Guidebook.
The specific terms and acronyms used are defined in chapter XIX Glossary
Effect and changes

Effect
The operating modes described below take effect from the date of circulation to the Supplier or
date of signature of his/her appointment letter.
Changes
Any new change of the current themes in this document will be updated on a yearly basis and
conveyed via information Bulletin in the RENAULT B2B Portal.
In addition to the chapters dedicated to the operations, the Supplier Logistics Guidebook contains
reference documents which are available in the appendices of the on-line version, the only one
which is binding.

Version 9.0 JANUARY 2015 Chapter II – p. 3/17
2. Operating mode
2.1 Flow diagram
Overseas Flow
In order to procure parts from Overseas, the standardization of flows in the Export will be ensured
through:
• AILNs, in the export zone where Renault and Nissan are represented

Excluding these influence zones, the supplier is in charge of the upstream transport.
At the end of 2012, all the AILNs will be in “Purchase/ResRTD” mode in which:
• The parts are purchased locally by the AILN and resold to the port of Departure through RSAS
at the customer plant
• The Delivery requests are expressed one by one: Client- AILN - Supplier
• The commitments of the supplier with regard to the AILN (service rate) are applied for a
customer plant
• The management of the non quality is applied directly between the Quality Department of the
customer plant and the supplier as per the 8D procedures; chapter XIII4.4
Procurement lead time
Taking into account the shipping time, the total procurement lead time between the supplier and
the customer plant on the whole varies from 10 to 12 weeks.
This lead time involves some specific constraints in:

• Planning project start-up;
• Managing non-quality;
• Dealing with the variations in volumes etc…
And also involves reinforcing requirements in terms of service rate and logistics quality, in order to
avoid an expensive recovery of goods by airplanes

2.2 Project organisation
Any procurement contract will be part of a project which follows an organisation and well-defined
milestone, presented in chapter III.
From the time of his appointment, the Supplier must appoint a Logistics Manager
through the manufacturing site whose role will be to ensure the logistics requirements
in the project phase are considered.
The Logistics Manager will be the special correspondent of the Renault project team for the
installation of the logistics process and must be as in the Renault Directory of Access Control
(RDAC).
The supplier is obliged to ensure that the name and coordinates of this correspondent is updated
in RDAC
He/she must vouch for:

• consideration of the logistics requirements of the Manual on his/her manufacturing site
• their release to the logistics operators (communication, training, etc.)
• the reliability and update of contacts in relation to RENAULT in both Project and Production
lives.
The Renault project team composition, milestone requirements and support modes are described
in chapter III.
2.3 Information and exchanges with Renault
The recommended facility will be the B2B Portal, Logistics tab. To access it, the Supplier must
have access to an Internet connection or ENX and have a user account, open by his/her President.
The Supplier must access it to learn how to use the available logistics applications (see chapter V)
and view, among others, the Suppliers’ Logistics Manual, specifying the operational processes
mentioned in this protocol.
The contact numbers of the Renault correspondents and their roles are indicated in chapter IV.
The declaration process of the Logistics Manager is described in chapter V §5.1
2.4 Means of EDI (Electronic Data Interchange) communication
All Renault Suppliers must work in EDI or WebEDI. Renault will support the Supplier in the
electronic interchange installation procedure according to the certification procedure described in
chapter VI. The Renault EDI project team correspondents will ensure its management.
Before any interchange, RENAULT and the Supplier will sign an EDI Interchange Contract and, as
part of new industrial projects, the Supplier must also sign the Extensive EDI Agreement of the
project.

2.5 Procurement process
2.5.1 Statement of Renault requirements towards tier 1 suppliers
The forecasted and fixed requirements will be stated separately in the form of Forecasted and
Fixed Delivery Requests.
The suppliers delivering the AILN (Alliance International Logistics Network), ACI (except Romania)
plants, MPR (Spare Parts Store), will receive the forecasted and fixed requirements in the same
message whose frequency (daily or weekly) as well as notice will be fixed in compliance with the
customer plant.
The forecasted delivery request communication must enable the supplier to prepare his/her
manufacturing programme and identify possible plant capacity problems but by no means makes
up a RENAULT purchasing contractual commitment.
The Supplier must strictly comply with the quantities expressed in the fixed Delivery Request. In
case of hazard, the process to be followed is the one defined in chapter XVII – Management of
Incidents and downgraded Modes.
Communication of forecasts (DELFOR): every week the Plant will issue a forecasted Delivery
Request in 9 months horizon, decreased by the notice period and transport time in case of
Departure mode.
The requirements are set up as follows:

Between one and three weeks of forecasts in quantities by day, the forecasts will be detailed by
transport,
Beyond this horizon of forecasts in days, the forecasts will be expressed in weekly quantity.
At the request of one of the parties, it can be issued daily. In this case, its horizon is reduced to 4
weeks.
Issue of Fixed Delivery Request (DELJIT): For daily frequency, a fixed delivery request will be
issued according to the opening days of the customer plant.
By way of an exception, a weekly issue can be negotiated on a case-by-case basis.
Daily DELJIT: It concerns a single consolidated day (with the occasional exception: Notice change,
case of consolidated Saturday at the same time as the previous acceptance day)
The notice period is the parameter negotiated between the Plant and Supplier.
Weekly DELJIT: It includes 7 consecutive consolidated days (with the occasional exception:
Change of notice)
The issue and notice dates are to be defined between the Plant and Supplier
The logistics coordinates of the plant: Its Customer code and unloading point will be conveyed in
the delivery request.
Adjusting delivery deviations:

Goods must only be dispatched depending on the fixed quantities expressed in DELJIT. It is the
Supplier’s responsibility to see to strict adherence to the requested quantities because in the
statements of requirements, the deviations will neither be recalled nor deduced.

In case of work schedule deviation between the customer Plant and Supplier, the latter must get
organised to ensure its deliveries in accordance with the requested programme, without being late
or ahead of time.
The procurement principles and terms are described in chapter VII.
2.5.2 Expression of the needs of the tier 1 suppliers towards the tier 2 suppliers
The suppliers of tier 1 should be capable of emitting, in minima on a weekly basis, a forecast
towards their own suppliers, on the horizon of programming transmitted by Renault and decreased
by their duration of industrial process.
In case of break of supply linked to a non-communication of needs, between tiers 1supplier

towards the suppliers’ tier 2, the responsibility of the supplier will be engaged. In case of a
component lack, impacting several other tiers 1 suppliers and\or Renault plants, the tier 1 supplier
at the origin of the dysfunction will be considered as responsible for all resulting logistic incidents,
see the article 2.7.7 of the present chapter.
Monitoring of requests, gathering of deliveries and the capacity of tier 2, are under the
responsibility of rank 1
2.5.3 Procurement flow
When the transport lead time between the removal site and Customer Plant, and/or the specified
flow type (CPL2 example), does not enable procurement in the conditions requested by the plant,
the Supplier must put a logistics organisation in place (MAF, logistics provider or others) to meet
this request. This logistics solution must be confirmed and ratified by an economic assessment
which will consider all the costs (part price, internal and transport costs).
Types of procurement in practice: In standard programmed flow, L3P-CPL2 programmed flow and
Kanban and are described in chapter VII§6
In L3P procurement, CPL2 type, the issue frequency of forecasted delivery requests can be:
- either weekly
- or daily (statement of quantities in hours and days in 4 weeks) and weekly (statement in
weekly quantities in 3 months)
This last possibility can be negotiated on a case-by-case basis.

In the fixed order, the estimated manufacturing quantities can be grouped together by time slot and
distribution zone (chap VII§6.2).
L3P procurement, synchronised type (L3PS)
It is a programmed flow, directly based on consolidation of the vehicle film wrap, its pre-bursting
and issue of a fixed message by vehicle to the Supplier. These fixed messages are accompanied
by a forecasted delivery request in gross requirement grouped together by the production day and
line.
Synchronous procurement: Mode based on requisitioning issued by entry of incoming vehicle
to the assembly workshop .

When, in the Request For Quotation file, the part is requested in L3P-S or synchronous, the
supplier must enter this point in his economic response. The parts are to be manufactured, at least
to be dispatched while strictly respecting the vehicle sequence transmitted through the Fixed
delivery request or message.
Chapter XVI specifies this type of operation.
2.6 Management of flows
2.6.1 Capacity
Creating plant capacity reference guidelines
The Capacity Baseline defines the maximum weekly capacity to be set up by RENAULT and its
suppliers. This Capacity Baseline is updated once a year after being subjected to a survey by the
suppliers to determine the actions to be put in place to achieve the requisite capacity level. The
supplier must meet the requested lead-time allowed to this plant capacity survey.
Setting up the capacity

After Buyer approval, the Supplier makes use of a lead time agreed upon beforehand to achieve
the maximum capacity limit of the plant capacity reference guidelines. To the extent that the
statement of requirements incorporated these constraints, the Supplier should be in a position to
deliver the fixed quantity requested in the delivery request.
An analysis must be made of the forecasted delivery requests to set up organisations which meet
the request in the contracted values. If the lead time required to set this up is incompatible with the
delivery request, the Supplier must immediately inform the correspondents, the Supply Chain
Department, Customer Plants and Purchasing Department.
2.6.2 Flexibility
Within the capacity agreement limit (Capacity Agreement Certificate, Capacity Reference
Guidelines); the Supplier is committed to deliver the requested quantity expressed in the Firm
Delivery Orders.
Specific agreements can be negotiated with the Purchasing Department and SCM for some
products with low volumes or which are synchronous, for negotiation of the flexibility limits (see
chap. VIII $4)
2.6.3 Security
To ensure deliveries in accordance with the statements of fixed requirements, the Supplier must
set up the necessary facilities to meet the vagaries of procurement, production, storage and
shipping.
If the supplier cannot honour the volumes expressed in the fixed delivery requests, from the time of
their acceptance, he/she is under an obligation to warn the DLI (Industrial Logistics Department) of
the Customer Plant and search for alternative solutions to avoid generating shortages.

2.6.4 Packaging
Packaging definition
The packaging for each part is chosen by RENAULT and the Supplier during the project phase..
The selection process must also favour the GALIA-standardised standard packaging if it is
economically viable. The definition rules are communicated in the Packaging Guide presented by
the Buyer during the request for quote.
It is of the Supplier’s responsibility to develop the specific or arranged packaging, according to the
RENAULT recommendations, conveyed during the project phase (chapter IX). The choice of the
solution together with the logistics conditions of the part procurement must be formalised in the
DCL (Description of Logistics Conditions) sheet, a contractual document, being a part of the
documents requested by the ANPQP (Alliance New Product Quality Procedure).
The standard and the Overseas packaging specifications differs from Land packaging because
overseas packaging must meet the:
Dimensions of the containers;
specific constraints of the parts, especially oxidation risks (ref. White book on Anti corrosion
in the online manual)
Allocation, management and maintenance of durable packaging

Other than in exceptional cases, RENAULT is the owner of the durable packaging and pallets
which it makes available to its first-tier Suppliers after it has signed the proposed Loan-For-Use
Agreement.
The storage mode of the packaging must make it possible to conserve the integrity (physical
condition, cleanliness) which guarantees that the quality of the parts as well as the functional
features of the packaging is preserved.
Specific packaging which is damaged must be isolated and declared by the Supplier to the Buyer.
Standard and dedicated standard packaging (arranged or not), declarations of dirty packaging or
packaging to be repaired are to be made in PVS, according to the conditions specified in ch. IX $5.
Depending on the type of packaging and the flow, the Supplier may be affected by two types of
management :
- Dedicated loop management for specific or arranged standard packaging and mostly L3P flows
It is the responsibility of the Supplier to wash this packaging (specific or arranged standard), and
their maintenance is RENAULT’s responsibility after warning by the Supplier.
- Pool management only used for standard packaging (see Packaging leaflet in effect)
The conditions for the allocation of specific packaging are defined in the co-signed Commitment
which both parties must sign (chap III $3.3.)
Rules concerning use and management applicable to standard packaging are described in chapter
IX 4.2

Labelling
The labelling must comply with the current GALIA / ODETTE standard, ETI.1 ETI9 or ETI9 C40
standard. The conditions of use are specified in chap. XII
All UM (Handling Unit – HU) and UC (Packaging Unit – PU) must be identifiable with a legible label
(alphanumeric characters and bar codes) and whose position is specified in chap. XII $3.5.
The L3P data (distribution area + time slot) must appear on the HU identification label in the
"document number" field.
2.6.5 Product traceability information
The Supplier must be in a position to communicate all the elements of his/her scope which enable:
• -Go back to the start of manufacturing: From batch identification including for products coming
from high-tier Suppliers
• -Come back to the affected population: From manufacturing history of batches and Customers
of delivered vehicles
Traceability must be ensured in case of downgraded mode delivery (manual Delivery Bill)
see chap.X $3 of the Manual for the detailed requirements
2.6.6 Transport and delivery

Transport
Two transport clauses are possible: Arrival where transport is set up by the Supplier or Departure
( FCA) where transport is set up by Renault Transport Department (RTD*) according to the
programming and adjustment rules described below.
DLFM ( Direction Fonctions Logistique Monde, ex RTD-IO, called hereafter RTD ) is the department responsible
for creating and setting up of transport for parts in the “Departure” clause and the related empty
packaging.
With the occasional exception, and regardless of the loading area, it is always the supplier in
charge of loading the parts into the truck, under the driver’s control.
Programmed transport
RTD will inform the supplier about the chosen programmed transport and control mode (see
"Transport setting" paragraph).
Milk rounds and direct flows are formalised by sending an FCC (Circuit Data Sheet). Formalisation
of transfer by CGR (Regional Grouping Centre) is also the subject of a note and an FCC for
traction bound for the customer plant.
In case of low or irregular volumes, the means of transport can be controlled or set up from day to
day, according to the requirements stated by the Customer.
The Supplier will be informed when this particular mode of transport is chosen.

In the case of a programmed transport transfer by the Regional Grouping Centre (CGR), after
acceptance of the fixed Delivery Request (DR), the Supplier must send a Transport Request (TR),
reflecting the fixed DR that he/she received, to the provider responsible for the pickup.
This consignment must be made to the allocation CGR by fax on the eve of loading before 11 a.m.
Transport setting and non-programmed transport
Two eventualities are possible:
• Supplier responsibility setting (by default)

In case of a direct programmed transport or milk rounds, the Supplier must know the carrying
capacity which is allocated to him/her. When accepting the fixed DR, he/she must assess its
volume to ensure that it does not exceed its capacity (overload). The Supplier must send a
transport request to RTD on the eve of loading before 11 a.m. if a possible overload is noted.
It is also possible that the volumes which represent the requested quantities in the fixed DR
are less than the programmed carrying capacity. If this variation exceeds a transport unit’s
capacity, the Supplier must inform RTD about it via a ‘Just-in-Time Cancellation Sheet’ as
soon as the fixed DR is accepted.
In the case of a non-programmed transport, after the fixed DR is accepted, the Supplier must
send a transport request reflecting the fixed DR received to RTD according to the RENAULT
procedure on the eve of loading before 11 a.m.
• RENAULT responsibility setting (on decision)

In case of a direct programmed transport or milk rounds, when the fixed DR is issued, RTD
assesses the volume to ensure that it does not exceed (or overload) the allocated carrying
capacity. In case of overload, it triggers the transport request itself and informs the Supplier
about it by communicating the retained transport solution to him/her.
In case of a non-programmed transport, RTD receives the related transport request as soon
as the fixed DR is issued and takes care of it. It informs the Supplier about the retained
transport solution.
The process above is described in chap. XI.
Special case
In the case of a fixed DR, expressed in delivery date and hour, the Supplier must apply the
necessary transport shift and deduce the shipping schedule from it. This transport shift must
consider the off-road days of the loading, delivery and through areas and Exceptional Transport
Plans transmitted by RTD and/or CGR.

Shipping
The supplier is responsible for his shipments and their reliability.
The supplier’s shipping compliance to the RENAULT requirements imposes stringent equality
between:
Dispach
Delivery Order = Lorry content = Delivery Note = Advice = HU, PU Labels
Any dispute detected in the shipping must be resolved before the truck’s departure.
The shipping notice must be issued when the truck departs (whether it is in the day, night or
weekend).
No shipping notice must be issued before the truck’s departure.
For any delivery, the Supplier is duty bound to comply with the standards requested by
Renault:
• A complete shipping notice according to the DESADV 96 standard (See chap.XII §4.1)
• A GALIA DB (Delivery Bill) like the shipping notice (IAE3 standard) by single unloading point
(terminal and line).
• Labelled expected packaging with labels which are Galia/ODETTE-compliant.
• Palletizing compliant with the Palletizing Contract
• On loading, grouping of pallets by Terminal or according to the loading plan if any.
• Complete transport documents (with co-signed loading proof)
• Circuit Data Sheet (FCC), safety protocol (for the Post-paid suppliers), waybill, (or CMR for
international transport)
• for a flow via CGR, from a shipping summary note (BRE), co-signed by the driver and supplier
and using the DB No.
• Customs documents, if appropriate
The Supplier must undertake to, during part manufacturing as much as during its preparation
for shipping (shipping and loading), comply with the reliability/safety standards decreed by the
AEO (Authorised Economic Operator) regulation (if it is made in Europe and not AEO-certified)
or any other corresponding regulation which is recognised by the AEO.
The process recommended by RENAULT to ensure shipping compliance is specified in chap. XII.

2.6.7 Palletizing
Palletizing, not L3P\CPL2 flow

The Supplier must give priority to stacking to the container bed and avoiding multi-reference pallets
and pallets which do not enable stacking as much as possible.
Palletizing, specificities for L3P\CPL2 flows

Any small packaging part must be procured in L3P, CPL2 type. In this case, the pallets will be:
• mounting single point,
• rounded to the container bed,
• multi-references if the part is diversified or single reference, in accordance with the statement
of requirements.
Palletizing will be deployed in the project phase (chap. III $3.6), and the rules will be applied in a
RENAULT-Supplier L3P Palletizing Contract.
Palletizing of AILN flows is the subject of a specific specification.
2.6.8 Management of Supplier foreward store and delivered stock

The Supplier will conform to the specific contracts governing these cases.
2.6.9 Incoming inspection

The Supplier must ensure shipping compliance.
Conditions required for proper acceptance are:

• The shipping notice which is sent is completed according to the recommendation
requirements mentioned above.
• no variation between the shipping notice contents and physical contents of the transport unit.
• the Delivery Bill (DB) paper is the exact image of the corresponding shipping notice, with a
single DB by terminal. a DB is defined by a supplier, customer, one or several references and
a single unloading point (terminal and line).
• the HU and PU packaging labels must be compliant with the ODETTE standard (see §
2.3.4.3. Labelling).
• Palletizing and packaging are compliant with the DCL sheet
• the driver (outside AILN) knows the Transport Identifier (TI)
• the Waybill or a Grouping Note for the flows via the Grouping Centre is used as unloading
proof.
The unloaded packaging will be physically inspected at 100% when the supplier does not ensure
shipping compliance during shipping.
It is up to the Customer Plant to address the written stock to the supplier or haulier according to the
observed non-compliance analysis, regardless of the qualitative or quantitative order. The
Customer reserves the right to carry out compliance inspections on Acceptance, concerning the
shipping notice quality, packaging compliance or compliance of part quantities per packaging and
to warn the supplier and/or haulier about it.

2.6.10 Assessment of logistics performance
The Supplier will assess this protocol’s compliance through the Daily Compliance, Shipping Notice
Quality and list of logistics incidents against him/her. (See chap XIII §2)
The Supplier will be driven by:
• preventive actions (security inspection, audit)
• curative actions in case of repetitive minor or major incident: in this case, an Incident Sheet
("8D Logistics" sheet) will be sent to the supplier by GQE application and has the
responsibility of responding to stages 1 to 4 of this sheet (see chap XIII §4.4) within 48
hours. The value of this first response is the supplier’s technical approval.
Its logistics performance can be consulted via the Logistics IPPRF (Renault Supplier Performance
Management Indicator) application, which can be accessed on the RENAULT Suppliers’ Portal.
The Supplier must regularly refer to it.
In order to insure a continuous improvement of the Supply Chain performance, the Supply Chain
Quality Department asks all suppliers to carry out self-assessments each year by following the
Global MMOG/LE reference guideline (Global Management Operations Guideline/Logistics
Evaluation) and by sharing the results with them. The supplier should always use the latest edition
of the Global MMOG/LE published by Galia / Odette.
Self-assessments will be specifically requested in the case of new projects. (ch. III § 3.1)
2.6.11 Start and stop management

For any change of parts, the Supplier must be consulted to know at the earliest when the modified
part will be made available. RENAULT undertakes to define the adoption date by considering the
procurement lead times of raw materials and components.
About 6 weeks before the adoption date, the Supplier will be informed about the stop numbers of
old parts and start numbers of the new parts. The TGP (Production Management Technician) and
Supplier will regularly inspect the stock to avoid any additional costs caused by end of production
or missing parts. Any delivery must be fully compliant with the quantities expressed in the Fixed
DR.
Before authorising the supply of any new part, the Supplier must send a Compliance Commitment
Certificate (PSW) to RENAULT. This certificate will be followed by a plant capacity commitment
(see ANPQP support, Part Manufacturing Approval).
Handling the delivered quantity differences:

• The Customer takes responsibility for the induced costs within the limits of the expressed fixed
requirements.
• The Supplier and Purchasing Department deal with the induced costs through the operations
related to handling quantities.
For details, see chap XIV §3

2.6.12 End of production, out of production, end of life
The last delivery called by the Customer may not be the packaging round-off. Nevertheless, the
Supplier must comply with it.
When a part is replaced with another part (or several), the adoption date of the change must be
progressively refined by the Customer through the Delivery Requests.
This date is the fruit of a prior negotiation between the Supplier, Customer Engineering, Customer
Plant and DA (Purchasing Department).
In case the Supplier has finished or semi-finished products or components in stock after the
deliveries are stopped, he/she may prepare a Request file.
The importance and ripple effect of variations between forecasts and fixed requirements will be
considered in determining the legitimacy of such compensation. (see chap. XV)
2.7 Management of incidents and downgraded mode

2.7.1 Necessity to provide information
In case it is obviously impossible to deliver parts, the Supplier must warn:
The Customer Plant on the fixed time span
Logistics Department (DPPI Capacity and Procurement department) on the forecast
Logistics Department (RTD Transport Operations Department) for transport
Logistics Department (Standard Packaging Management department) for packaging
managed in pool:
Packaging broker of the Customer Plant for packaging managed in dedicated loop.
The warning process according to the incident typology and contacts to be warned are described
in chap. XVII and chap. IV Contacts.
2.7.2 EDI Malfunction

In case of EDI malfunction, send an email: support-si-logistique@renault.com
or contact the RENAULT EDI platform at (33) (0)1 41 28 99 00
2.7.3 Change in quantities to be delivered

An additional delivery request in relation to the fixed DR must be subject to the Supplier’s approval.
In case it is accepted, the request must be considered to be a fixed requirement and the shipping
conditions described in point 2.6.6 complied with.
Handling instances of parts requirement change and management of delays is specified in chapter
XVII §5 and 6.
The Supplier must warn the Customer Procurement Department if there is any delay in its
deliveries and the transport cell for delivery facility adaptation (RTD and/or CGR). A plan to make
up the delay must be provided within 48 hours. If the plan to make up the delay is not kept, the
customer plant will bill the supplier by logistics incidents.
The Supplier must organise the transport of delayed parts.
In case the deliveries are ahead of time, the Customer site may return the parts concerned to the
Supplier’s premises payable by the latter (Return Note process).

2.7.4 Packaging shortage

The Supplier can only use substitution packaging with the explicit approval of the Customer Plant
and if it does not harm the parts quality and logistics flow of the Customer.
RENAULT recommends the use of substitution packaging of the same size, with the same quantity
of parts per packaging, “cardboard boxes with covers” type.
For suppliers who have signed the Loan-for-Use Agreement of standard packaging managed in
pool, if the shortage is caused by RENAULT and if the Supplier can prove his/her good
management, the substitution packaging used by him/her will be reimbursed.
2.7.5 Transport delays and repair

Transport delay:
The Supplier must immediately report any transport which does not come on time to the Supplier’s
premises to RTD via an Incident Sheet. Likewise, the Supplier is requested to comply with the
expected loading time. In case of non-compliance, the haulier will immediately inform RTD or
CGR.
Handling Additional Delivery Requests (DLS):

In this instance, if the carrying capacity in place is not enough to cope with the additional induced
volume, the DLS issuing Customer sends a transport request to RTD (so the supplier does not
have any specific action).
Supplier delays:
The delivery delays must be made up in the shortest lead time possible. Organisation of transport
as well as the costs induced by making up delays are the Supplier’s responsibility (for AILN, the
induced costs are calculated from when it departs the supplier’s premises up to the customer
assembly station).
In all cases, the Customer Plant must be warned of the conditions for making up.
(See chap.XVII§9)
2.7.6 Non-compliant products

If a poor quality part is detected, the party who originally detects it is to inform the other according
to the procedure described in chap. XVII §10. The Supplier must begin corrective actions
according to the 8D process (see ch. XIII §4.4).
The treatment and the invoicing to the suppliers of the consequences of non-compliance of
deliveries will be made according to the procedure available on the site of Logistics Guidebook,
column Additional Information.
The Supplier must replace and recover the non-compliant parts within 15 days. A Return Note is
sent to him/her (having DB value). The return operation is carried out when the Supplier comes to
recover the packaging.
If the Supplier recognises his/her responsibility and does not wish to recover the parts, they will be
destroyed, at his/her expense. In the case of important batches of parts, the parts will be sorted at
the expense of the Supplier to separate the non-compliant parts from the good parts.

2.7.7 Management of additional delivery costs and procurement failure

The Supplier manages the additional delivery costs resulting from non-compliance of the DR.
In case of logistics or quality anomaly, when the Supplier’s responsibility is involved, RENAULT
bills the consequences caused by incompletion, line stoppage, changing sequence, non-compliant
packaging, etc., according to the process described in chap.XIII §4.4.2.
In case of a persistent anomaly, RENAULT reserves the right to bill the abnormally spent time by
the Customer Plant Procurement departments or to request the Supplier to make a paid official
available to ensure its management.
In the case of a milk rounds flow, when a Supplier will not comply with the delivery request, he/she
will be considered to be responsible for the logistics incidents and the direct or indirect
consequences which may ensue from it, even if the parts concern another Supplier.

III –PROJECTS
1. Purpose ............................................................................................................. 2
2. Renault-supplier project organization ............................................................ 2
2.1 Supplier project team ............................................................................................................ 2
2.2 Renault Project team ............................................................................................................. 4
2.3 Project scheduling ................................................................................................................. 4
2.4 Evolutions for suppliers in Project phase ............................................................................... 5
3. Renault-supplier logistics processes ............................................................. 9
3.1 Logistics performance: Global MMOG/LE ............................................................................. 9
3.2 EDI approval ....................................................................................................................... 10
3.3 Packaging ........................................................................................................................... 10
3.4 Transport solution ............................................................................................................... 11
3.5 Renault logistics applications .............................................................................................. 12
3.6 L3P-CPL2 logistics .............................................................................................................. 12
3.7 Parts production Supplier capacity ...................................................................................... 13
4. Logistics requirements during Project milestones...................................... 14
4.1 Vehicle Pre Contract – VPC ................................................................................................ 15
4.2 Contract .............................................................................................................................. 15
4.3 Tooling GoAhead -TGA ....................................................................................................... 16
4.4Agreement to BuildVehicle Check – ABVC........................................................................... 16
4.5 Agreement to Build Plant Trial 1 - AB PT1 (ABPT for powertrain plants) ............................. 17
4.6 Agreement to Build Plant Trial 2 - ABPT2 ............................................................................ 18
4.7 Product & Process Certification – PPC ................................................................................ 19
4.8 Manufacturing Approval – MA ............................................................................................. 19
Key actions
Appoint logistics manager following supplier assignment
Set up a project team run by logistics manager
Implement Renault-supplier processes compliant with project milestones
Anticipate difficulties and keep Renault informed on progress
ChapterIII – p. 2/19
1. Purpose
This chapter outlines Renault-supplier work processes during the project The project phase ends
at the end of rump-up
The chapter consists of three sections:
• Renault-supplier project organization
• Renault-supplier processes during the project phase
• Essential logistics requirements at project milestones
2. Renault-supplier project organization
2.1 Supplier project team

2.1.1 Logistics manager
Once nominated, the Supplier must appoint a Logistics Manager to ensure that Renault logistics
requirements are met throughout the project phase.
The logistics Manager will be a key interface for Renault project team on all logistics processes. He
must be identified in ARCA* database.
The KAM and ADF shall follow the hereunder process to declare the Logistics Manager.
RENAULT SUPPLIER
1/ In the mail of appointment, the Purchase Manager (CA) asks to
1./ Creates Supplier account, indicate a Key Account Manager (KAM)
sends appointment letter + 2./ Designate the Key Account
Manager (KAM) 2./ The Supplier gives the KAM’s name
account n°
3. Request for Portal 3./ The KAM request for its company access trough the Portal;
4. B2B creates Supplier’s signs and fax the CAU and communicates its ADF coordinates to
access and appoints an
private space in Portal B2B Renault
ADF
4./ B2B creates an access to Portal and communicates to ADF its

IPN, password and Portal operating instructions
IPN + password 5. Appoints the Logistics 5./ ADF proceeds with Logistics Manager identification in ARCA.
Manager
The Logistics manager will have to guarantee the logistic performance of the manufacturing site
and supply process of developed components.

2.1.2 Supplier Project team

The supplier should set up a logistics team, to handle logistics matters in the concerned functions.
Therefore Logistics Manager will remain privileged contact of Renault project team.
All the necessary resources must be provided (human, material) to ensure Renault logistics
requirements are met at each successive milestone.
2.1.3 Working with Renault applications

The Logistics Manager must consult the applications to be deployed on the project, the list is
available on the Supplier Portal.
Logistics applications are: ELTA PVS GQE, IPPRF and DCP @ Renault
The Logistics Manager will ensure that each of its logistics experts is declared as a contact in
ARCA, has access to applications and has been trained in the use of applications.
Getting access should be as follows:
Please note:
• The declaration in an ARCA contacts Group by the Supplier Administrator (ADF) automatically
opens the access to relevant logistics applications, except PVS for which a specific registration
process is applied.
• All trainings must be completed through the e-Learning Portal
• Renault will provide assistance to a good start using the applications
The list of Renault helps contacts:

Contact Application Support Assistance
Responsable IPPRF e-learning support-si-.logistique@renault.com

Logistique Logistique
Correspondant PVS Guide support-si-.logistique@renault.com
Emballages Utilisateur
ELTA Guide support-si-.logistique@renault.com

Correspondant Utilisateur
expédition IPPRF e-learning
e- support-si-.logistique@renault.com
Logistique
Correspondant
GQE e-learning
e-
TGP projet.gqe@renault.com
e-learning DemandCapacityPlanning@renault.com
Pilote capacitaire DCP@Renault alertes.capacitaires@renault.com
Guide Utilisateur
2.2 Renault Project team

The supplier liaises with a Renault logistics team led by the supply chain project leader (CPSC*).
The supplier will be introduced to this team at a project presentation seminar, held a few months
before the tooling go-ahead (or ROP) milestone.
Team member Function Section Process

Lead logistics team All All
Logistics project leader
Is responsible for logistics applications use by 2.1 Logistics
com suppliers applications
Logistics auditor Audit suppliers, as required 3.1 Global MMOG/LE
com
APLF Audits suppliers when required 3.1 Audit
questionnaire
com
EDI correspondent Set up EDI 3.2 EDI
com Logistics specialist Specify packaging 3.3 Packaging
Logistics engineer Study upstream transport logistics 3.4 Transport
Transport supervisor Set transport startup conditions 3.4 Transport
ault.com
com L3P rollout coordinator Coordinate L3P rollout 3.5 L3P
Buyer Is responsible for setting up of production capacity 3.6 Capacity
2.3 Project scheduling

Projects are developed in phases, each phase ending by a project milestone. The crossing of a
milestone is decided after examination of the requirement vs results awaited in this milestone.
2.3.1 Part development scheduling

To reduce costs and development time, the logic of development has been reviewed
through a process called V3P with correspondence below.
Non V3P
Intention Concept
Intention Feedback Freeze Pre-contract Go With 1 ROP AF
Amont Developpement Industrialisation
STANDARD V3P Concept Vehicle Tooling Manufacturing

Intention Pre-Concept Freeze Pre-contract Go Ahead Approval
Amont Optimisation Developpement Industrialisation
Each project will have its own detailed schedule.

2.3.2 Part development scheduling – ANPQP

Development work on automotive parts at the supplier site is guided by the Renault-Nissan
Alliance New Product Quality Procedure (ANPQP).
Development work on parts at the supplier site is synchronized with vehicle/powertrain

development.
ANPQP sets four milestones:
• Phase 1: Supplier nomination

• Phase 2: Tooling go-ahead
• Phase 3: IOD validation
• Phase 4: Supplier Manufacturing Approval (AFF)
Concept
freeze Contract TGA ABVC PT1 PT2 CPP MA °Project
Milestones
100% 100% TGA XL parts 100% 100% 100% 100% 100% AFF
Nomination des PSW 100% PSW Parts
100% HCPP IOD MAP1 MAP2
fournisseurs KO ou K10
Phase 1 XL S
Suppliers selection
Phase 2
Tooling launching Part
Submission
Phase 3 Warrant
Tooling construction
Phase 4
Manufacturing process set up Phase 5
RFQ Manufacturing Parts IOD Supplier ANPQP

Supplier nomination
of Tooling Manufacturing Milestones
Approval
The complete ANPQP v2.2 is available on Renault B2B Portal.
2.4 Evolutions for suppliers during Project phase

2.4.1 Upstream Phase
It will be longer so that the project can be managed in a better way. A few suppliers will be
required, right from the “Pre-concept” milestone in order to:
• Ensure all the technical/economical breakdowns
• Suggest innovations.
• Identify the possible or necessary breakdowns in terms of standardisation and standard
components
In the V3P logic, the digital model becomes a real digital prototype which will be processed with
the same stringency as the physical batches that will follow.
The selection date of the suppliers is determined based on the development duration of the part.
After appointment, the supplier will implement the digital drawings

2.4.2 Optimisation phase

The “design-to-cost” process will be generalised among all the suppliers, before and after
appointment (but impact on the style and the colour/material decision after the GW1 shall be no
longer possible).
Only the suppliers having at least a tooling expertise recognised by Renault will be appointed.
The project team shall be put in place after appointment, in order to deliver the first digital data, in
approximately 5 weeks after appointment. The purpose of this validation is not to have any more
modifications after TGA.
The suppliers must be capable of implementing an appropriate risk management; reinforced for the
innovative or risky parts and/or development and a just necessary for “low risk” ones.
2.4.3Development phase
The development schedule is reduced by 2 months between the “VPC” and the “Tooling Go
Ahead“
The suppliers must be capable of delivering the digital definitions which details level and reactivity
suitable for small loop. A commitment to the part process will be requested before the Contract
milestone.
A stronger reactivity will be requested for problems processing in order to not initiate a new design
loop without solving all the aroused problems.
In this phase, the supplier shall also deliver the prototype parts for the design development mules
and for different models with the representativeness level and the required lead time.
2.4.4 Industrialisation phase
2.4.4.1 VC Lot
The schedule is reduced by seven weeks due to the reduction in the number of modifications. The
supplier will have at his disposal less physical prototype (complete vehicle), in order to carry out
the validations: The S-lot is deleted. About 10 VC (Vehicle Check, off tool) will be assembled at the
Vehicle Prototype Build Centre (CRPV) in order to evaluate, develop and validate systems.
All packaging will be validated numerically, but for the few cases where the physical prototype is
necessary, these prototypes will be validated with VC packaging parts.

2.4.4.2 PT/PT1/PT2
In projects staking, the mechanical equivalent of ABPT1 is ABPT; the ABPT2 milestone does not
exist in powertrain project.
2.4.4.2.1 Packaging
Parts for PT1 (off tool) will be delivered to the factory in the 1stof series packaging.
Parts for PT2 (off tool and off process) will be delivered in the series packaging.
The first PT parts (powertrain) will be delivered in the prototype packaging
The test parts shall be delivered in the series representative packaging, according to the
specifications:
- Packaging "prototype" for parts specified in special packaging
- Standard package with "prototype" dunnage for parts specified in standard with specific
dunnage
- Standard package with or without disposable dunnage
- Cardboard boxes for Overseas parts
A possible degraded mode must be exceptional and should have received firstly a prior approval of
the Logistics Specialist and the Supply Chain Project Leader and secondly a technical agreement
from the Plant and thirdly an economical agreement of the Buyer.
Spare parts for PTx should not be packing with Serial parts.
2.4.4.2.2 Labelling and palletizing

In addition to the usual Galia label, the supplier shall affix to each packaging, a color label provided
by the factory. The use of this label will be required until the PSW.
The test parts shall in no case be mixed with those of series.
A color label shall be affixed to each test pallet, according to the rules described in Chapter XII 3.6
2.4.4.2.3Ordering
In order for the plant to be authorized to call the parts according to its logistics process, it must go
through the end of ANPQP Phase 3.Parts will be ordered to the supplier manufacturing site,
according to the client plant logistics process, via EDI. On the open command basis
The supplier will receive EDI forecast delivery orders before the date of PTx, within a period
defined by the Project. If the supplier production systems is not operational enough to integrate
these DL, the supplier shall arrange to have knowledge thereof (manual recovery if needed) .Will
be asked to supplier logistics team to confirm the correct reception of DO and good trajectory for
shipping of parts. Renault expects the supplier to respond.
The supplier shall honour that Delivery Order. The supplier can be required to supply parts without
PSW which will be delivered in the Renault factories.
In case the parts have not go through the end of ANPQP Phase 3, orders and deliveries will not be
controlled by the factory. The solutions will then be set in the Project, between Renault
Engineering, the supplier and the purchaser.

2.4.4.2.4 Quantity ordered
The number of ordered parts being generally less than the amount of pieces per package planned
for series, the supplier shall propose a solution, to be validated with the Packaging Logistician, so
as not to damage the parts.
2.4.4.2.5 Transport
If the removal site for PT/PT1 wave parts is the same as the site for the series, transportation will
be provided following in effect Incoterms. The shipping must be followed by sending of ASN, as for
series parts.
If the collection site is not the series targeted one, based on Renault Purchasing and Logistics
players agreements:
- Organization and payment of transportation to the Renault factory will be charged to the
supplier, with a DDP Incoterm “arrival to”.
- The emission of ASN must be ensured all the same by the supplier site for the receiving
process can be achieved.
- Recovery transport (by land or air) will be charged either to the supplier or Renault,
according to responsibilities of the delay, defined on a case by case basis with Renault
Engineering, Purchase and Supply Chain Project Manager.
2.4.4.2.6 Invoicing.
The receipt of parts by the factory triggers a payment at the serial parts prices.
In order to manage any difference in price, the supplier should contact the project team, in
particular Purchasing and Engineering Prototypes representatives.
2.4.4.2.7 Specificities of long lead time parts procurement
Suppliers of long lead time parts (eg flow overseas: 10 to 12 weeks) should validate their parts
schedule with the Project, to take into account the amount of additional transport time and respect
it.
The expectations toward supplier are thus anticipated several weeks, compared to project
milestone.
This will have several impacts:

- The PSW(K0 or K10) should be anticipated to guarantee the procurement at the MA.
- The responsibility of the organization and payment of speed transport (type air plane) for
PT, PT1, PT2 and PP parts goes to the supplier see the RFQ document.
- That organisation and all the costs associated has to be maintained until the part’s
PSW is not K10, and until the supplier capacity is able to feed 100% of the Serial
transport flow

3. Renault-supplier logistics processes
The Supplier must integrate all Renault logistics requirements from Request For Quotation (RFQ)
onwards and the supplier’s Commercial and Technical Commitment Document is assumed to
make full allowance for them.
Renault has set up seven work processes to ensure successful startup with the supplier:
- six logistics processes
- one supplier production capacity process run by Purchasing Department
The Supplier is required to alert Renault on any difficulties experienced in meeting these
requirements by the milestone dates.
The Supplier must:

• Set up action plans to follow through Renault-supplier processes
• Keep Renault project team informed on action plan progress
3.1 Logistics performance: Global MMOG/LE

Global MMOG/LE is a self-evaluation tool designed to help the supplier evaluate its logistics
processes and to improve his overall performance.
Specific to projects, the new supplier sites for Renault will be called upon to set up a Global
MMOG/LE, as shown in the process flowchart below. Rank 1 Suppliers should also ask their own
suppliers, who they consider to be at risk, to set up this self-evaluation process. (eg. catalysis pot,
electronic components, textiles, etc..).
RENAULT SUPPLIER
Contrat
1a/ Set up of potentially 1./A Purchase Department mail informs suppliers about
problematic sites list. 2/ Commitment to MMOG/LE self-evaluation necessity
ROP mail
1b/ Request for self-evaluation perform MMOG/LE
release by Purchase 2./ Supplier should commit to its self-evaluation date
Project Manager
3./ Supplier self-evaluates itself and forwards the score
score 3./ 1st self-
(level A,B or C) together with master schedule and action
evaluation
plan to Reanault Sce qualité appro
4./ The score is analyzed and compared to previous (if

Master planning and known) supplier’s performance (Service rate, Aviexp rate,
4./ Verification of results. Supplier concertation logistic action plans APLF audit results,…) After risk evaluation, Renault could
interrogation if necessary. formalization schedule a site audit. To improve Supplier logistic process,
Scheduling of possible logistic Renault could assist in action plan formalization
evaluations
5./Supplier animates decided actions and informs Renault

information 5/. Animation of action
AMS-Lot about progression.
plans
6/. Rating Database recognition 6./Results of action plan are recognized in Supplier rating
(Renault is entitled to audit logistic improvements)
7/. 100% of Suppliers sites scheduled 7./ 100% of Suppliers sites scheduled for audit have been
ENVU
for audit have been controlled controlled and have an action plan to cut out F3 ratings
8./ The action plan outcomes are analyzed in common with

8/. Common analyze of Supplier
9/. Set up of complementary logistic situation and
audits if necessary discrepancies correction 9. / Complementary audits are organized if necessary
10 ./ In conformance with master schedule, Supplier goes on

with necessary actions to rich requested level.
AMPS At least no F3 rated discrepancies on AMPS milestone
10/ no F3 rated discrepancies
Target : reaching of A level (logistic excellence)

All documents are sent to GlobalMMOGLE@renault.com. The subject heading of the email should
contain the name of the powertrain/vehicle project as well as the supplier account number (referred
to as COFOR, eg: 00123456) and the supplier's site code (eg:00).
Renault reserves the right:

• to organize an onsite visit to examine the supplier’s MMOG/LE implementation and
• to take part in logistics reviews to monitor the supplier’s logistics action plans.
• to carry out an APLF factory audit, as from ABPT1, to verify supplier compliance with the
logistics guidebook.
It is recommended to follow a training course in Global MMOG/LE with a certified training society,
before the self-assessment.
The supplier should always use the current version of the Global Evalog MMOG/LE available in
French and free of charge on the Galia website at http://www.galia.com. An English version is
available on the Odette site at http://www.odette.org
Chapter XIII gives full details on logistics performance measurement.
3.2 EDI approval

Data exchange between Renault and the supplier is done via EDI (see Chapter VI).
During EDI set up, Supplier will be backed by Renault assistance on the following issues:
• connection set up for data exchange with supplier

• EDI mailbox set up
• supplier capabilities to process delivery orders, to send correct dispatch notes, print correct
delivery notes and labels.
The work process is shown in chapter VI § 4.2
It is strongly recommended to tackle EDI as a project , taking the greatest care to precisely
schedule necessary Information System developments.
Supplier information systems must be operational twelve weeks before ABPT/ABPT1(and more
for overseas), the time of issuing of initial delivery orders. (See Chapter VI – EDI / Web-EDI for
fuller details.)
Pour les PLDA, la date de disponibilité de l’EDI est contractualisée entre chaque site fournisseur et
l’équipe Projet.
3.3 Packaging
This section sets out project phase processes for the following:
• Specification of standard and special packaging
• Development of special packaging
• Provision of standard and special packaging
The supplier must submit with the bid the Packaging Data Sheet(PDS) précising the type of
packaging, type of flow and costs, ..

3.4 Transport solution

This section sets out project phase processes for the following:
• Transport arranged under Renault’s responsibility
• Transport arranged under the supplier’s responsibility according to Incoterm pickup location /
destination agreed (see Incoterms, additional Information of chap.3)
3.4.1 Transport under Renault’s responsibility

RENAULT SUPPLIER
ADF designated
1./During the 1st technical meeting (RTF), Suppliers are given with
Renault requirements
DTPE recommendations and Transport Supervisors to contact
1./ 1st Technical Meeting & Supervisor contact
ENVU
information
2./ The supervisor will forward useful links toward Renault sites allowing
2./ ELTA application Portal link training in ELTA . Access toward application is automatically given by
training ADF
2’/ ELTA application
2’/ Involved staff should train himself to use application at his
3./ Logistics solution e-training convenience but before transport operations start up. (cf 4)
choice
3./ Renault supervisor sets up optimized logistic solution and
N informs Suppliers
direct 3.1./Taking in hand
flow ? by Plateforme
3.1/ In case of no direct transport is, the supplier sets up in common
AMPS O with PF suitable operating process as defined in (3)
3.2/ Taking in hand by FCC forms

DOSCA Transport Standard Com 3.2/ If direct transport, the supplier should contact DTPE Transport
Supervisor file Supervisor for operating process guidance. He will be delivered with
AF a set of procedures to follow (Communication Standard file)

4./transport
Transport ELTA 4./ The supplier should be able to ask for transport and to proceed with
query, incidents
planning transport incidents using ELTA
proceeding
In this case, the Supplier will have to contact the Transport Organizer to know the modalities of the
transport of his pieces; any necessary information will be communicated thorough this channel.
On production build-up, the parts supply for a new plant flows usually goes through a cross-dock.
Direct supply flow is set once the supply volume is high enough.

3.4.2 Transport under supplier’s responsibility

By the production go-ahead milestone,the supplier must contact the client plant Logistics
Department to agree ona mass-production transport and the bring-back of empty packs.
3.5 Renault logistics applications

Renault requires the use of some logistic dedicated software:
• ELTA for transport concerns
• PVS for packaging management
• GQE for quality issues and
• IPPRF for logistic performance follow-up
• DCP@Renault for Capacity Management
It is of Logistics Manager duties to make sure that all involved logistic staff couldaccess to the
applications above and is skilled enough to use them properly.
Getting access should be as follows:

For full details on contacts and application access rights, see Chapter V – Logistics applications
and suppliers contacts.
If the Logistics Manager does not have an ADF status, he must submit the list of logistics experts
to the ADF, who will then proceed with ARCA contact registration and with granting access to the
applications.
The Logistics Manager is responsible for involved logistics staff declaration, for Renault Supplier
Portal access and proper logistic applications use.
It is up to users to train themselves by using dedicated e-learning on the Suppliers Portal.
3.6 L3P-CPL2 logistics

L3P-CPL2 are Renault Logistic ways numerous and small packs.
L3P-CPL2is a target logistics scheme to handle with large volumes of parts in small packs or huge
diversity.
L3P deployment coordinator will assist the Supplier in CPL2-L3P logistics preparation throughout
the project phase.

Contract RENAULT SUPPLIER

1/ Verification of prerequisites 1. Identification of part families élligibles L3P-L3PS
selection of suppliers Confirmation of synchronous renewed. Costing of CPL2
2/ Confirmation of logistics solution
and its integration into the cost.
short list 2. Choice of suppliers. Consideration of expectations by providers to

Finalization of studies
of suppliers introduction of palletizing.
TGA
3/ Technical and economical 3. Check for technical and economic convergence with regard to
checking DCL economic targets and calculated costs
4/ Contracting of commitment
ABPT1 4 Constitution of the L3P CPL2 contract . Adjustment and

Chronogram
adjustment commitment of the supplier on the technical feasibility by the
DCL Signing of contracts signature of the Palletizing Contract
ECS
Palletizing
contract 5 Piloting of the deployment. Construction of the schedule.
Communication to the supplier of Start-up Contract and
information about audits to come. Validation with DLI of the
6/ Preparation of audits by organization of in-house startup.
5/ Organization of the supplier
deployment
Audits schedule
6. Start-up of audits by waves: known plant, known in the other site
Signing of the startup contract
and new one. Pre-production Audit grid release
Evaluation of Action Plans 7/ Audit of new suppliers
7. CPL2 evaluation. Audit of the palletizing process. Identification of
corrective actions.
Correction of deviations
MA
8/ Startup with/without Y OK? N 8. Start-up of deliveries in L3P-CPL2, correction of the distances and
restrictions animation of the supplier performance
To setL3P-CPL2- process, the following documents are used:
• Palletizing contract, specifying palletizing conditions. (See Chapter XII – Shipment

preparation.)
• Startup audit, confirming that the Supplier did all necessary for CPL2 deliveries.
• Startup note, specifying a startup and build-up conditions for CPL2 flows.
• Initial reception check at client plant, to confirm a 100% compliance of supplier palletizing
Note: The type of flow determines the transport responsibility;

L3PS: transport is supported by the supplier
CPL2: transport is supported by Renault
3.7 Parts production Supplier capacity

In the project phase, the Supplier must commit his capability to meet the production ramp-up
period and to meet the plant capacity level that the Project requests.
The supplier analyses and shows his plant capacity installation via the ANPQP document,
Production Capacity Plan.
The supplier’s plant capacity commitment is recorded in the ANPQP document, CEC (Capacity
Submission Warrant) and is part of the Supplier Manufacturing Approval file.
In mass production, the capacity is investigated either once a year as part of a general enquiry or
in specific cases with DCP@Renault application, module Sécurisation des Approvisionnements
The Supplier response is formalised in the Plant Capacity Survey Form (FEC).
Furthermore, the supplier must inform weekly the Available Capacities (the Production
organisation in place) in a Capacity Analysis Form (CAF): Process "Short Term Supply
Management". (see chapter VIII).

Pieces OffTool & Pieces OffTool PSW

grainées en fin Off process
de PT1 grainées
TGA VC PT1 PT2 PPC MA

S 40 S 103
S 63 S 78 S 92 S 99
Audit Capacity Audit

Process Assessment
Piloting by the Buyer, Renault and/or supplier If strong risk: surveillance of

adjustments if necessary the supplier during rump-up
Sending of the
Certificate of
Capacity
Description of Commitment
production
capacities Result of Acceptance of Certificate
Supplier self of Capacity Commitment
audit by the Buyer
Audit / capacity mission realized by Renault.

Starts on the supplier production batches for PPC vehicles.
4. Logistics requirements at V3P project

milestones
The milestones listed below, corresponds to the logistics requirements for powertrain and vehicle
projects. They are to be considered as being "at the latest" and will be individually specified on the
case by case basis, according to the project.
The tables below list logistics requirements for each of the seven project-phase processes at each
of the main vehicle project milestones.
Reminder: Expectations for long lead time parts suppliers should be anticipated for several weeks
against Project milestones.

4.1 Vehicle Pre Contract – VPC

Purpose: The QCDP feasibility of the project is demonstrated in relation to the model adopted in
GW1.
Process Section Requirements OK
Logistics performance; MMOG/LE 3.1
EDI approval 3.2
• The Supplier had taken into account packaging

3.3
Packaging orientation has and submitted its first PDS in response
to RFQ
Transport solution
• the Logistics Guidebook and its appendixes are

known
Renault logistics applications 3.5
• The Logistics Manager is declared in B2B Portal
• The Supplier submits his techno-economical

CPL2 rollout 3.6 commitment sheet taking into account a L3P-CPL2
logistics
• The Supplier acquainted himself with the detailed

Production capacity 3.7
description of the production capacity
4.2 Contract
Purpose: To contract the quality, costs, schedules, revenues and profitability commitments.
• The list of suppliers at medium and high risks is
created
The Supplier Information Systems Development

EDI approval 3.2
schedule is done
• The Supplier had taken into account packaging
orientation and took knowledge of Logistics Guidebook
3.3
Packaging and its appendixes
• Supplier has submitted its first PDS in response to
RFQ
• Supplier has submitted its Commercial and Technical

Transport solution 3.4 Commitment Document taking into account transport
solution.
• The Logistics Manager and his team are declared in

the B2B Portal
• The Supplier submits his techno-economical

CPL2 rollout 3.6 commitment sheet taking into account a L3P-CPL2
logistics
• The Supplier acquainted himself with the detailed

description of the production capacity

4.3 Tooling GoAhead -TGA

Purpose Confirm that the level of definition allows the tools and facilities production
• Supplier has set up MMOG/LE procedure and
planned his self-evaluation.
• Supplier has signed EDI agreement.

• Supplier has set up action plan.
EDI approval 3.2
• Supplier has validated action plan schedule and
rollout with Renault EDI correspondent.
• Supplier has send back his quotation on specific

9
Packaging packaging.
• Supplier packaging complies with Packaging Guide.
• Supplier has organized the implementation of the

Transport solution 3.4 transportation solution, customs flows, (un) loading of
his responsibility according to adopted Incoterms 2010
• Supplier has appointed his Administrator.

•Logistics Manager has identified métier experts.
• Supplier has planned for L3P-CPL2- logistics

CPL2 deployment 3.6
requirements.
• The Supplier has completed the detailed description of

Production capacity 3.7 the production capacity
• Sourcing plan freeze
4.4Agreement to BuildVehicle Check – ABVC

Purpose: to check that the level of compliance of parts constituting the checked vehicles will help
to confirm the compatibility of the vehicle with the factory process

• The supplier has fulfilled his Global MMOG auto
evaluation and has transferred it to Renault.
• The APLF and MMOG LE securing audits are
planned
• EDI tests had been finalized

EDI approval 3.2
• Supplier has passed EDI acceptance testing
• Supplier and Renault had validated PDS and digitized

prototypes (systematic requirement) and physicals (if
Packaging 3.3.2
decided option)
• The validations of specific packages are underway
• Supplier has linked up with Renault transport

Transport solution 3.4
supervisor.
Travailler avec les applications Renault 3.5 • Supplier has initialized Renault applications trainings.
CPL2 deployment 3.6 • The contract for L3P-CPL2 palletizing is signed
• The supplier acquainted with the Certificate of Commitment

Capacitaire

4.5 Agreement to Build Plant Trial 1 - AB PT1 (ABPT for

powertrain plants)
Purpose: to confirm that the plant is ready to receive the new vehicle and allow the production of
vehicles for development and validation of product / process.
Logistics performance; MMOG/LE 3.1 • The action plan is driven by the Supplier
• Supplier has integrated, confirmed and delivered the
EDI approval 3.2
first delivery orders
• The schedules of endowment are defined and validated

by Renault
Specific Packaging • The Supplier validated packaging 1st of series
together with Renault packaging logistician.
• Parts are delivered in packaging " 1st of series ".
9
• The loan agreement is signed by the Supplier.
• The Supplier is trained to PDS and he received the
Standard Packaging
partial endowment of standard packaging for
preparation of the fitted out standards
Transport solution 3.4 • Supplier is familiar with transport request procedure.
Renault logistics applications 3.5 • Supplier is familiar with all Renault logistics applications.
CPL2 deployment 3.6
The supplier acquainted with the support of capacity self-

assessment
(*)and more depending on delivery time

4.6 Agreement to Build Plant Trial 2 - ABPT2

Purpose: to allow production of vehicles designed to complete the development in factory and to
establish the product / process certification.

.• The APLF and MMOG LE securing audits have been
implemented
• Supplier has scored zero F3 penalty points in self-
evaluation
• The Supplier integrates DO and issues compliant

EDI approval 3.2
AVIEXP
• Parts are shipped in series 1st packaging

• Supplier has received partial allocation (20%) of
standard packaging for preparation of standards fitted
out
Packaging 9
• The Supplier planned manufacturing of series
packaging consistent with allocation and production
build up
Transport solution 3.4 • The Supplier knows to order transportation
• The supplier knows how to use all the Renault

Renault logistics applications 3.5 applications
• The Supplier has created the securing schedule

CPL2 deployment 3.6
• The plant capacity auto-evaluation has been

Production capacity 3.7 implemented on the PT2 batch and has been validated
by RSA

4.7 Product & Process Certification – PPC

Purpose: to allow the factory production of vehicles in series conditions.
EDI approval 3.2
• Supplier has validated the series 1st packaging

standard with Chargé d'Affaires Packaging
Renault
• The provider has launched the production of
Packaging 9.4.1 series packaging
• The supplier communicated up to date drawings,
report of validation of the 1st of series, the report
of transport and handling trial and the ISO13194
report (if use of a new base not tested
beforehand)
CPL2 deployment 3.6 • CPL2 startup note has been signed
• The plant capacity logistics securing audits were realized.

• The certificate of capacity commitment is filled by the Supplier
and validated by the Buyer.
•DCP@Renault tool informed for all the references
4.8 Manufacturing Approval – MA

Purpose: Allow the manufacture of mass-produced vehicles.
EDI approval 3.2
• Production build-up proceeds (usually with 30%

Packaging 3.3.1.2
provision of special packs).
CPL2 deployment 3.6 • Supplier performs CPL2 deliveries with no divergence.
• The plant capacity Logistics securing audits have

been implemented.
Production capacity 3.7 •The plant capacity certificate of commitment is filled by
the supplier and is validated by the buyer.
• DCP@Renault tool informed for all the references

I V – R E N AU LT C O N TAC T S F O R S U P P L I E R S
1. Purpose ..........................................................................................................................2
2. Get updated contacts ....................................................................................................2
3. Plant Contacts ................................................................................................................2
Supply Department ..................................................................................................................... 2
the Part Controller ....................................................................................................................... 2
Plant Duty ................................................................................................................................... 2
Pack Flow Correspondent ........................................................................................................... 2
Logistics Supplier Performance Manager (LSPM) ....................................................................... 2
4. Head Office Contacts.....................................................................................................3
Supply Planner ............................................................................................................................ 3
Contact EDI................................................................................................................................. 3
Operational Standard Pack Management .................................................................................... 3
Supplier Packaging Management at Purchasing Department ...................................................... 3
Transport Freight......................................................................................................................... 3
Transport Support ....................................................................................................................... 3
Transport Duty ............................................................................................................................ 3
Transport Organization ............................................................................................................... 3
Logistics School .......................................................................................................................... 3
Purchasers .................................................................................................................................. 3
Logistics Performance at Purchasing Department ....................................................................... 3
Capacity Correspondent at Purchasing Department.................................................................... 3
5. Hotline Tools/ Process ..................................................................................................4
Renault Supplier Portal ............................................................................................................... 4
IPPRF Logistics .......................................................................................................................... 4
Incoming Quality (GQE) .............................................................................................................. 4
Packaging Visibility System ......................................................................................................... 4
Supply Transport Logistics .......................................................................................................... 4
Supplier Logistics Guidebook ...................................................................................................... 4
DCP ............................................................................................................................................ 4
VOLUMES .................................................................................................................................. 4
Key Actions :
To know the Renault contacts
Chapter IV – p. 2/4
1. Purpose
The purpose of this chapter is to allow the Supplier to get updated coordinates of Logistics people
working at Renault only for mass-production.
2. Get updated contacts

In this chapter, only jobs and functions are explained. To get the updated coordinates, the process
is the following one:
1) To connect yourself at the Renault B2B Portal
2) To go in the Private Area
3) To click on Supplier Logistics Guidebook in the box To get a standard
4) In the column Documents/Tools of the line Chapter IV, To click on Contacts
The search in the Excel file is made by selecting the desired Job Contact in the
filter THEN the geographical Area in which the Renault Plant is.
Example for APLFI Contact in Turkey :
3. Plant Contacts
Who to contact Purpose

Supply Department short-term supply issue especially concerning firm delivery
calls time-slot.
Contacts à disposition fournisseurs
the Part Controller Issues between the Supplier and Renault
Documentation changes
Cf chap XIII§4.3
Plant Duty Outside the standard labor hours (Night or Weekend) and for the same
issues than Supply Department
Pack Flow Correspondent For issues on dedicated loop packs
Logistics Supplier To follow the actions of a LSPM Audit
Performance Manager Contacts à disposition fournisseurs
(LSPM)
Propriété RENAULT - Confidentiel C SUPPLIER LOGISTICS GUIDEBOOK

4. Head Office Contacts

Supply Planner a problem of forecast delivery request, regarding
Supplier implemented manufacturing capacity or his
supplierfrontoffice@renault.com manufacturing workload (so potential impossibility to
supply requested volumes)
Contact EDI In case of issue on EDI links between the Supplier and
Renault sites
support-si-logistique@renault.com
Operational Standard Pack an issue of pool standard packs supply or if there is not
Management enough pack in the loop
standardpackaging@renault.com
Supplier Packaging investment or cost issues on packs.
Management at Purchasing
Department
gaetan.de-luca@renault.com
For not initially scheduled transports (Cube-Out,
Transport Freight Transport Order…) or truck cancellations
Contact : see FCC sheet
Transport Support For issues of quality of the carriers (not in time, not in
Contact : see FCC sheet conformity….)
Transport Duty Requests outside standard labor hours,
Transport Organization Discord on the removal schedules, FCC not up to date

Contact : see FCC sheet or not coherent with the real schedules
Logistics School To attend Supplier Logistics Days, organized to explain

the ways of working and the main expectations for
ecole.logistique@renault.com Suppliers. Usually Logistic School informs by mailing
about training dates and it is up to Supplier to decide
about his participation.
Purchasers to discuss possible disputes on the application on the
Supplier Logistics Guidebook.
Cf chap XIII§4.3
Logistics Performance at • To answer at the Annual Logistics Target Letter
Purchasing Department • To send Global EVALOG MMOG LE self-evaluation
and its action plant
enquetecapa.carrosserie@renault.com • To request assistance on logistics performance
issues
Capacity Correspondent at To send the Capacity Survey answers

Purchasing Department
performance.logistique@renault.com
SUPPLIER LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

5. Hotline Tools/ Process

Renault Supplier Portal Call Hotline in case of issue of IPN, access right,
password, language,
suppliers.portal@renault.com
IPPRF Logistics In case of an online help was not sufficient to solve
problems of access rights, understanding on Key
support-si-logistique@renault.com Performance Indicators etc
+33(0)1 41 28 99 00
Incoming Quality (GQE) In case of an online help was not sufficient to solve
problems of access rights, global understanding on
support.gqe@renault.com GQE process or tools
Packaging Visibility System (PVS) Call the PVS helpdesk, If the online information was
not sufficient for issues on access rights, global
Support-si-logistique@renault.com understanding on PVS process or tool.
+33(0)1 41 28 99 00
Supply Transport Logistics Contact ELTA assistance in case of an online help
(ELTA) was not sufficient to solve problems of access rights,
global understanding on ELTA application or tool.
Support-si-logistique@renault.com
Supplier Logistics Guidebook For other issues on Renault processes
logistics.guidebook@renault.com
DCP For the capacity problem or the use of DCP@renault
DemandCapacityPlanning@renault.com
VOLUMES To get an access right to VOLUMES or other issues
on the application
administration.ifr@renault.com
Propriété RENAULT - Confidentiel C SUPPLIER LOGISTICS GUIDEBOOK

V – L O G I S T I C S AP P L I C AT I O N S AN D
S U P P L I E R C O N TA C T S
1. Purpose ..........................................................................................................................2
2. Access to B2B Portal.....................................................................................................2
3. Supplier user access .....................................................................................................2
3.1 Supplier administrator (ADF) ................................................................................................. 2
3.2 Contact details for ADF ......................................................................................................... 3
3.3 Request for access to Supplier Portal ................................................................................... 3
3.4 User ID and password ........................................................................................................... 4
4. Access to private area of Supplier Portal ....................................................................4
4.1 Log-in private area ................................................................................................................ 4
4.2 Supplier data sheet ............................................................................................................... 4
4.3 Application access rights ....................................................................................................... 7
5. State Supplier Contacts ................................................................................................8
5.1 Logistics manager ................................................................................................................. 8
5.2 Supplier contacts during mass production phase .................................................................. 9
5.3 Contact registration ............................................................................................................. 10
6. Logistics applications .................................................................................................11
6.1 Supply Transport Logistics (ELTA) ...................................................................................... 11
6.2 Packaging Visibility System (PVS) ...................................................................................... 11
6.3 Incoming Quality Management (GQE) ................................................................................. 12
6.4 Supplier Logistics Performance Indicators (IPPRFL) ........................................................... 12
6.5 Manufacturing forecast summary ........................................................................................ 12
6.6 Capacity Management with DCP@Renault ......................................................................... 13
7. Assistance ....................................................................................................................14
Key actions
Integrate requirements of Logistics Guidebook from Request For Quotation (RFQ)
onwards
Appoint logistics manager to oversee implementation of Logistics Guidebook
Chapter V – p. 2/14
1. Purpose
The Renault Supplier Portal allows Suppliers:
• To access and to get a training in shared logistics applications
• To keep informed on logistics news
• To state the contacts of its company
This chapter explains how to access the Supplier Portal and the applications available in the
private area of the portal and how to state the logistics contacts.
2. Access to B2B Portal

The B2B Portal is accessible to all suppliers, regardless of geographical location, at the following
electronic addresses:
- Internet: https://suppliers.renault.com
- ENX: http://suppliers.renault.enxo.org
The Renault B2B Portal includes:

- A public homepage
- A Private Area requiring a user account, a password and additional application rights.
The B2B Portal forms an interface between Renault and its suppliers. It is divided up into tabs
covering different aspects of a supplier’s relationship with Renault: sales, design, logistics, quality
and financial accounting.
3. Supplier user access

To access the private area of the portal, the supplier identifies its Administrator (Administrateur
Délégué Fournisseur) and requests a user account from this ADF.
3.1 Supplier administrator (ADF)

Only the supplier Administrator can set up user accounts and manage supplier access to the B2B
Portal.

3.2 Contact details for ADF

Suppliers with their Renault supplier account number can obtain contact details for their
administrators from their sales manager or the Renault Helpdesk.
If no ADF exists, the Key Account manager (KAM) or the person responsible of the entity does a
request by following the process available at :
https://www.cau-adf.com
More information is available in the public homepage of the B2B Supplier Portal.
3.3 Request for access to Supplier Portal

To request access, the supplier should :
• From the Public Homepage of the Portal, click on the link Request an access from your
ADF in the Accessing the Portal’s Private Area Box
• Click on Next in the bottom right of the screen
• Enter personal data, then click on Next.
• Check the data summary that appears, then click on Send.

• When the e-mail program opens with a pre-written email message, enter the email address of
the ADF as recipient, then send the email.

3.4 User ID and password

The supplier will receive two different emails via the ADF, specifying the supplier’s user ID (IPN
code) and password. On initial log-in, the supplier must comply with the format of the password
received.
4. Access to private area of Supplier Portal
4.1 Log-in private area

To access the private area, click on Log in Private Area then enter the assigned user ID and
password.
To change the password, click on, Change your password under Your profile
4.2 Supplier data sheet
The supplier must ensure that all his data on the Supplier Portal is up to date
(phone, fax, email, address, function/scope, etc.).

4.2.1 Viewing the supplier data sheet

To view the supplier data sheet, click on Change your job or language in Your profile (bottom of
left-hand menu).
The supplier data sheet has five tabs:
• Personal tab, on which the user should check names (spelling), phone numbers and email,
correcting the latter two items if necessary.
• Business tab, on which the user can view and edit function type (which determines the links
shown to the supplier on the portal), title of the business card, language preference and postal
address (if the supplier considers this necessary).
• Organization tab, determining listing in the Renault suppliers directory. (The supplier is
assigned to a site, which in turn belongs to a legal entity, which may in turn belong to a
group).
• Rights tab, listing the supplier’s application and contact access rights.
• Administrators tab, listing contact details for supplier administrators, each covering one or
more legal entities.
4.2.2 Editing the supplier data sheet

The user can edit the following data:
• Phone numbers
• Email address
• Language setting
• Postal address
• Title of the business card
• Function (must be D – Logistics or F – Cross-function for logistics personnel)

The e-mail address of an IPN is modifiable by the user or its ADF. To change any
other items in the supplier data sheet (spelling of names, access rights,
organizational assignment, function group), the supplier should contact his ADF.
Depending on the data to be edited on the supplier data sheet, there are two editing methods:
• Edit data directly on data sheet
• Add and edit new values in list, using arrows
E-mail, Postal address and Function can be edited directly, E-mail and Postal address by
typing in the new data, and Function by selecting the required entry from a list.
Other items are edited using the right and left arrows, as shown for Phone number below:

A. To correct an incorrect phone number, click on the number then on the left arrow.
B. Enter the correct number then click on the right arrow.
C. Click on the OK button to register the change.
The supplier can choose more than one language, though most applications are in French, English
or Spanish.
4.3 To get application access rights

Application access links are listed in the Portal. Links preceded by a grey padlock ( ) icon require
special rights, granted by the ADF. Application access rights should be requested using the form
accessible in the private area.
To fill a form for sending to your ADF,

1) Click on …request (eProcess SPS) under Your profile.
2) Click on New request in the top left of the screen

3) Fulfill all the fields in the box Request Definition and Context by putting Application for
the item Nature of Request

4) Click on Directory in the box ADF to select the right ADF

5) Click on Send Action
5. State Supplier Contacts
5.1 Logistics manager

At each manufacturing site, a logistics manager is appointed, responsible for managing logistics
contacts as part of his duties as the main Renault interface at the site
The logistics manager oversees the following:

• Compliance with requirements set out in Logistics Guidebook at manufacturing site,
and propagation to logistics operators (through communications, training, etc.).
• Reliability and update of Renault contact data at project and mass-production phases,
in Supplier Portal directory. In this function, the logistics manager liaises with the
supplier administrator (ADF) at the client plant.
5.2 Supplier contacts during mass production phase
Minimum
Duties with respect Contact group
Contact number Application
to Renault in Renault directory
per site
Logistics Acts as main Renault interface at Logistics Manager 1 Logistics
manager manufacturing site. Logistics Manager 1 IPPRF, GQE
Oversees compliance with logistics (Back-Up) DCP@Renault
requirements set out in Logistics
Guidebook across manufacturing site,
and propagation to logistics operators,
through communications, training, etc.
Oversees reliability and update of Renault
contact details at production and project
phases. Watch the adequacy need
Renault / capacity of the site
Site manager Liaises with Renault on all non- Supplier Site Manager 1 Logistics
logistics issues at manufacturing site. IPPRF
Packaging Declares incoming and outgoing flows Packaging Contact 2 PVS
correspondent of empty and full packs.
Alerts Renault on incidents with pack
flows.
Shipment In charge of shipments, goods Shipment Contact 1 ELTA,
correspondent preparation, parts provision and Logistics
transport interfacing. IPPRF, GQE
Parts Counterpart of Renault parts Part Controller 2 Logistics
controller controller. IPPRF, GQE
correspondent Validates additional request and
cancellation of request
Receives alerts on logistics
noncompliance.
Logistics IS In charge of logistics information Logistics IS Contact 1 BAL EDI
correspondent systems.
Manages EDI (reception, integration &
shipment).
Duty Manages incidents and problems Logistics General Back- 1 None
outside normal working hours (nights, Up Contact
weekends and holidays).

Data required for all contacts in above table:

• Last name
• First name
• IPN
• Phone number
• E-mail
• Mobile phone number
• Fax number
• Business card title (function)
•
The logistics manager liaises with his supplier administrator (ADF) to ensure that
all details for all of the contacts in the above table are properly entered and up to
date in the directory in the B2B Portal, with registrations, changes and deletions
performed as required.
All Renault part controller correspondents are registered in “Part Controller”

Contact group
Renault is entitled to check the contact list.
5.3 Contact registration

Access to Supplier Portal applications is based “Contacts Group”. A supplier user registered in a
particular contact group will automatically have access to all the applications provided for that
group.
Example
1. Mr Smith is appointed correspondent for managing Renault packaging at his manufacturing

site by the Logistics Manager
2. Mr Smith connects himself at the private part of the Supplier Portal (if Mr Smith does not
have an access, a request is necessary)
3. He clicks on …request (eProcess SPS) in the left part
4. He mades a new request (as the one necessary for an application but in putting Contacts
group in the item Nature of request) and asks the group Packaging Contact
5. He clicks on Send Action and waits for the answer of the ADF
There are two solutions whereby the logistics manager can manage contacts at his
manufacturing site:
• Logistics manager has ADF profile.
• Logistics manager liaises closely with ADF for manufacturing site.

Note:
Specifications applicable to the project phase are outlined in Chapter III – Project phase.
6. Logistics applications
Access to logistics applications is bound by two conditions:
• The supplier must have a user account.
• The supplier must have been granted access rights for the applications in question.
6.1 Supply Transport Logistics (ELTA)

User of this application : Shipment Contact
The ELTA application provides a single tool managing several transport functions. It addresses
freight companies, suppliers and x-docks.
It provides suppliers with the following capabilities:

• View current route sheets (FCCs)
• Find transport IDs (ITs) if not mentioned in a delivery order (e.g. non-scheduled transport,
cube-out managed by Renault, emergency deliveries)
• Enter transport requests (e.g. route cube-out if not managed by Renault, one-off requests)
• Look up spot order (OT) numbers
• Submit incident sheets to report late shipment delays
Training material for the ELTA application is available on the Supplier Portal.
6.2 Packaging Visibility System (PVS)

User of this application : Packaging Contact
The PVS application manages the non-disposable packs that are used for packaging parts made
for Renault.

• Declare incoming and outgoing packs
• Track pack stock levels and determine needs
• View scheduled pack flows, in-process packs and background information
PVS addresses pack management correspondents at supplier sites and client plants.

6.3 Incoming Quality Management (GQE)

User of this application : Shipment Contact, Part Controller
The GQE application (for rollout in 2007) manages incoming quality and logistics incidentology.

• Receive email alerts on logistics and quality noncompliances declared by Renault
• Respond to and track 8D procedures requested by Renault
• Register approval of amounts billed for noncompliances under supplier’s responsibility
• Look up calendar and reports on visits
GQE addresses the following personnel:

RENAULT:
• Logistics personnel at client plant, including parts controllers (TGPs) and supplier logistics
performance correspondents (APLFs)
• Head office logistics and purchasing personnel (buyers and GSAMs)
Suppliers:
• Supplier correspondents of Renault parts controllers
• Logistics personnel
• Logistics managers, for validating 8D and invoicing data
GQE e-learning material for suppliers is available on the Supplier Portal.
6.4 Supplier Logistics Performance Indicators (IPPRFL)

User of this application : Shipment Contact, Part Controller, Logistics Manager, Supplier Site
Manager
The IPPRFL application enables suppliers to track their logistics performance by means of three
indicators:
• Odette service rate and daily fulfilment
• Logistics noncompliance rate
• ASN quality
Logistics indicators on IPPRFL are updated daily.
IPPRFL addresses the following personnel:

RENAULT:
• Client plant personnel including parts controllers (TGPs) and supplier logistics performance
correspondents (APLFs)
• Head office logistics and purchasing personnel (buyers and GSAMs).
Suppliers:
• Logistics personnel
• Renault correspondents
6.5 Manufacturing forecast summary

User of this application : Key Account Manager
This site provides suppliers with the following planning support information:
• Total industry volume (TIV) forecasts, drawn up by Marketing Department.
• Expected production at vehicle assembly plants (for current year and following year as from
May).
• Expected production at powertrain (engine and gearbox) plants (for current year and following
year as from May).
• Running totals for vehicle and powertrain production.
• Scheduling cycle forecasts, validated at goal-setting conference
This information is updated monthly.
6.6 Capacity Management with DCP@Renault

User of this application: Key Account Manager, Capacity Survey Contact ( CSC)
Roles to be declared: DCR_FOURNISSEUR_CSC and\or DCR_FOURNISSEUR_KAM, to answer
the A+1 / A+2capacity survey. If need, DCR_FOURNISSEUR_LOG to answer the ( M+6) securing
of the supplies
This interactive Information system is dedicated to the suppliers capacities management and is
shared between Renault (Purchases / Supply Chain) and its suppliers.
Its objectives:
• To anticipate parts supply shortage

• To give a visibility of Renault group needs, detailed by reference (horizon Y to Y+2)
• To improve reactivity and to simplify exchanges
• to control a real-time capacity to follow evolutions of parts demand of Renault
• to help in decision-making, in case of capacity difficulty
Composition of the DCP tool: 2 processes, 2 horizons, 3 modules
Supply Securing, Supply Chain operational Capacity Referential set-up (A+1/A+2)

process
SHORT TERME from 0 to + 6months MEAN TERME from +6 à +30 months
Module : Horizon de la Demande de Module Capacity Surveys

Livraison Module Capacity orders and Capacity
Referential Consultation
It is accessible on B2B Portal

To get it, the supplier Contact should ask his ADF using the e-process SPS

Remark: being declared as KAM or CSC contact group, automatically confers the corresponding
role in DCP@Reanault
There are 3 conditions to use DCP:

1- to be declared on the role DCR_FOURNISSEUR_CSC and\or DCR_FOURNISSEUR_KAM
to answer Y+1 / Y+2 capacity survey and, if need, on the role DCR_FOURNISSEUR_LOG to
answer supply securing (M+6)
2 - to have an administrative or functional attachment in the supplier site contact directory
3 – to be declared CSC and\or KAM in ARCA related contact group.
according to § 4.3 and 5.3 of this chapter.
7. Assistance
The Supplier Portal includes a Help function, to assist the supplier in the following situations:
• Problems logging in to private area (untraceable link)
• Problems with user ID or password
• Problems registering on portal
• Display problems
• For that purpose, he clicks the link " Need of assistance " of the public Home (under the
button of connection in the private space) or the link " Need of assistance " of the private
space (Column HELPS). The address and phone number of Helpdesk are also indicated to it
To access the Help function, click on Help Desk in the item Portal Help to get updated datas:
Renault hotline numbers (Helpdesk available 24h/24h) :
English (7j/7) + 33 1 70 36 04 55
Korean (8am – 5pm) + 82 31 289 8285
Spanish (7j/7) + 34 91 745 61 11
French (7j/7) + 33 1 70 36 04 84 ou 0 811 88 39 39
Persan (7j/7) + 98 21 88 75 55 30 (poste: 222)
Romanian (Monday to Friday) + 40 02 48 50 44 44

VI – EDI AND WEBEDI
1. Purpose ................................................................................................................. 2
2. EDI operation ........................................................................................................ 2
2.1 Architecture and networks ........................................................................................... 2
2.2 Interchange principle ................................................................................................... 3
2.3 Message exchange scenario ....................................................................................... 3
3. Standards.............................................................................................................. 4
4. Setting up EDI with Renault ................................................................................ 5
4.1 EDI Mailbox ................................................................................................................. 5
4.2 EDI approval process .................................................................................................. 5
5. WebEDI ................................................................................................................. 6
5.1 WebEDI characteristics ............................................................................................... 6
5.2 WebEDI subscription ................................................................................................... 7
Key actions
 Keep EDI running permanently, compliant with Renault requirements
 Access EDI mailbox regularly to pick up delivery orders
 Comply with EDI standards and Renault logistics requirements
 Undertake EDI approval procedure before initiating exchanges with Renault
 Use WebEDI as solution for low exchange volumes
Version 9.0 JANU
UARY 2015
Chapter VI – p. 2/7
1. Purrpose
This chapter has the following
f pu
urposes:
 plain Electro
Exp onic Data In
nterchange (EDI) as im
mplemented by Renaultt for data
com
mmunication n with Supppliers.
 Outline EDI op
perating moode, standarrds and message formats for diffe
erent supplyy flows.
ocedure to be followed
This chapter also setss out the pro d by Supplie DI or WebEDI for work
ers using ED
ult.
with Renau
All Renaultt Suppliers are required to use ED

DI or WebED
DI.
2. EDI operration
Suppliers u
use EDI for the followin
ng:
 Recceiving firm
m and foreca
ast delivery orders
 Sen
nding dispa atch notes and
a invoicess
Renault’s E
EDI implem
mentation haas worldwidee scope:
 All Renault pla
ants
 All Suppliers delivering
d to
o these plan
nts
 All countries
2.1 Arcchitectu
ure and
d netwo
orks
Renault ED DI architectu
ure is imple
emented thrrough the Renault
R Servver Centre (CSR),
( a ce
entral
facility thatt manages EDI
E betwee en Suppliers
s and Renault plants.
Portal Connnections arre preferably via an EN

NX line using
g CFT/Odette/IP protocol ). Technnical
information
n is availablle on Renau
ult EDI Porttal and Rennault Suppliers ENX Poortal
(suppliers.renault.com
m /Logistique/Echange de Donnée es Informatissé/ EDI Log
gistique /Mig
gration
ENX)
Propriété RENAULT
R onfidentiel C
- Co SUPP
PLIERS LOG
GISTICS GU
UIDEBOOK
Version 9.0
9 JANUARY
Y 2015
er VI – p.
Chapte 3/77
For a low transactions volumes or

o in case of
o lack of tim
me to act oth
herwise, Re
enault recom
mmends
WEB EDI ssolution (se
ee § 5)
T
The Suppliier bears th
he full costts of pickin
ng up mess sages from
m the EDI mailbox
m
a
and sendin
ng messages to the Renault
R serrver (CSR).
2.2 Inte
erchange prin
nciple
A single ED DI mailbox at the Rena ault Server Centre

C SR). All EDI communica
(CS ation with all Renault
plants will transit via this single mailbox.
m The
e EDI mailb
box is a prottected facilitty linked witth the
Supplier acccount and Renault site code.
2.3 Me
essage exchan
nge sce
enario
upplier interraction via E
Renault-Su EDI involves
s two main stages:
1. Renault plant se
ends Deliv
very Orderrs (DL) to S
Supplier’s
s EDI mailbox
The Supplier’s mailboox receives EDI deliverry orders fro
om the Renaault client plant
p by 05:0
00 (French
time) on a daily or weekly base, depending
d on
o chosen delivery
d freq
quency.
SUPPLIER
RS LOGISTICS GUIDEB
BOOK Prop
priété RENAU ntiel C
ULT - Confiden
Version 9.0 JANU
UARY 2015
Note: Eme
ergency RAN
N and Balance RAN ca
an be sent at
a any time of day, in DELJIT
D D98
8B format.
T ess its EDI mailbox re

The Suppliier is required to acce egularly, an
nd is respo
onsible for
p
picking up the messa ages as theey arrive.
2. Supplie
er sends Advanced
A d Shipping
g Note (AS
SN) messa
age
The Supplier must send the ASN N to the Ren nault Serve
er Centre (C
CSR) when the
t parts ph
hysically
leave the sshipping site
e (never before or after).
The Supplier has to make

m sure, even
e with his Web EDI provider, th
hat the setting for send
ding ASN
messages allows Ren nault’s Server Center to
o receive th
hese messaages within a maximum m period of
one hour.
3. Sta
andard
ds
Renault’s EEDI implemmentation is based on in nternationall standards as recommmended by Galia,
G a
member off the Odette e organizatioon. The ED
DI message format com mplies with the
t EDIFACCT
international multi secctor standarrd.
The table b
below lists messages
m interchange
ed with Rena
ault for diffe
erent flow tyypes:
DDetails on message
m structure are available on
o the Supplier B2B Po ortal (Logistiics tab/Get
a standard//Norm/Electtronic Data Interchangee (EDI)). Te
echnical doccumentation n on EDI
mmessages can
c be founnd on the Ga alia website
e (www.galia.com) and d the Odettee website
((www.odette.org).
Propriété RENAULT
R onfidentiel C
- Co SUPP
PLIERS LOG
GISTICS GU
UIDEBOOK
4. Setting up EDI with Renault

Before proceeding with EDI communication, Renault and the Supplier should sign an EDI
interchange contract.
4.1 EDI Mailbox

To communicate with Renault using EDI, the supplier has to set up an EDI mailbox at the Renault
Server Centre, then obtain Renault EDI approval for its information system.
To set up an EDI mailbox and apply for EDI approval, the supplier should contact the EDI logistics
support platform at support-si-logistique@renault.com
4.2 EDI approval process

RENAULT SUPPLIER 1. Information about EDI and logistics expectations in RTF.
TGA Transmission of EDI convention. The suppliers also receives a
Receives the EDI
1. 1st RT. Communication of Convention and questionnaire about the logistic manual which will be returnedt a
Requirements questionnaire the end of the technical homologation
2. Commitment on the chosen technical EDI solution and the
3. Signatures + tests planning, 2. Fills the convention logistic schema, information about sites, an homologation
Retour schedule and address book of contacts.
N 3. Supplier returns the convention Validation of supplier schedule
OK ?
and technical solution, if consistent with project. If blocked
O situation upgrade to RNPO or DL
4. Mailbox setup & update 4. Check up of mailboxes. If they exist Update, otherwise setup
and homologation following 3 cases
Info system ? nb of transactions ? 53 Kit tests EDI 51. If the supplier has a centralized ERP, the homologation by
data propagation becomes possible.
Delay setup ?
52. If the setup delay is to short or the volumes are low, WEDEDI is
52 Homolo chosen.
51 Homolo by WEB EDI
6 EDI tuning +
53. Otherwise begin of the homologation process with the
propagation
Response questionnaire transmission of the EDI Tests Kit (depending on the logistics
target (CPL or GPO-CINDI)
O N 6. EDI Tests Renault– Supplier. Renault sends forecast and firm

OK ? deliveries and receives the dispatch advices with the associated
documents (delivery note and labels)
7. 1st transmission of
EDI Commitment 7. The homologation becomes effective when the first files are
-6s real data
Certificate +
Technical Warrant correct after the sales agreement (AC)
N
O
OK ?
ABPT1 Global Homologation
Supplier EDI approval is managed by the Renault EDI correspondent.
The approval process involves the following documents:

Version 9.0 JANU
UARY 2015
 EDI agreement, expressing

e Su
upplier commitment to Rena ault EDI implementation, witth details on th
he Supplier’s
EDI status and wo
ork schedule during
d proval phase. He should also
the app a commit himself on a good
und
derstanding of
o Renault logistics.
 Autto-test kit, reference document

d e
enabling Supplier to configure information sysstem
pro
operly duringg EDI approoval tests. The
T Supplie er uses the kit
k and returns it complete with
the
e required in
nformation to the EDI Logistics
L Support Platfoorm prior to testing. It ssends the
EDI Submissiion Warran nt.
 Approval procedure, givving details on the testss to be carrried out and the logisticcs
doccuments (la
abels, delive
ery notes, dispatch note
es) to be re
eturned to Renault.
R
On successsful compleetion of the approval te
ests, the ED
DI correspon
ndent issuess an Accep
ptance
Report to the supplier and validaates the EDI Submissioon Warrant.
All approvaal documennts (contractt, auto-test kit, generic messages,, etc.) are supplied by the
t EDI
platform, a
and are also
o available from
f the Supplier Porta al (Logisticss tab / Get a Standard /
Norm / EDI).
TThe EDI ap pproval proccess ends by b validation n of docume

ents and file
es sent by th
he supplier
aafter the firs
st real partss supply to the
t factory. If successful, an Acceptance Rep port iwill be
iissued, followed by an n EDI Appro oval Certificcate.
ebEDI
5. We
The WebE EDI system, available frrom Galia-ccertified IT sservice prov
viders, is an
n alternative
e to full EDI
for Supplie
ers exchang
ging data wiith Renault on a low-vo olume or low
w-frequency y basis.
5.1 We
ebEDI charact
c teristicss
 We ebEDI is suitable for low w-volume, low-frequen ncy data excchanges witth RENAUL LT.
 It iss fairly straig
ghtforward to set up, and
a makes fairly
f low tra
aining dema
ands (aroun nd four
hou urs per userr). Renault strongly
s reccommends formal userr training.
 We ebEDI requires an interrnet connecction and bro owser softwware (standa
ard on all PCs
P
runnning Windo ows). It can be set up very
v fast andd inexpensiively.
Noted: all tthe costs off installation

n and functio EB EDI are chargeable
oning of WE e to the Sup
pplier
 Witth WebEDI, it takes jusst a fortnight to start up

p data exchaange with Renault.
R
 Thee Supplier can
c use We ebEDI to recceive delive ery orders and send dis spatch notess and
invo
oices.
 Dellivery notes
s and labelss can be prinnted using a classic lasser printer.
Propriété RENAULT
R onfidentiel C
- Co SUPP
PLIERS LOG
GISTICS GU
UIDEBOOK
Version 9.0
9 JANUARY
Y 2015
er VI – p.
Chapte 7/77
W
WebEDI is a manual process.
p It is up to Su
upplier to evaluate
e prrofitability and
q
quality risk
k induced by
b data exc
change vollumes.
5.2 We
ebEDI subscri
s ption
Informationn on certifie
ed WebEDI solutions iss available from
f the Gaalia website www.galia a.com
(Services ttab / WebED DI), which includes link
ks to WebEDI-certified service pro
oviders offering
products, training
t courses and de emonstratioons.
Once a suitable solution has bee

en selected, the Supplie
er should co
ontact the Renault
R EDI Logistics
Support Platform.
Technical a aspects of setting

s up a Renault mailbox
m will be
b handled by the Web e provider,
bEDI service
liaising with the Renault EDI Logistics Suppo ort Platformm directly. Once
O the sysstem has be
een set up,
the servicee provider will
w inform th he Supplier.
IIn the even

nt of difficu
ulties with the
t WebED DI system, the
t Supplie
er should contact
c
tthe WebED DI service provider
p at first.
SUPPLIER
RS LOGISTICS GUIDEB
BOOK Prop
priété RENAU ntiel C
ULT - Confiden
VII – EXPRESSION OF NEEDS
1. Purpose ................................................................................................................2
2. Basic principles ...................................................................................................2
2.1 Firm delivery order ..................................................................................................... 2
2.2 Forecast delivery order .............................................................................................. 4
2.3 End of issue of delivery orders ................................................................................... 5
2.4 Management of plant shutdowns ............................................................................... 5
3. RAN mode ............................................................................................................6
3.1 RAN delivery ID ......................................................................................................... 6
3.2 RAN coding ............................................................................................................... 7
3.3 Variable-quantity RAN ............................................................................................... 7
3.4 Fixed-quantity RAN .................................................................................................... 8
3.5 Last RAN issued ........................................................................................................ 9
4. Non-RAN mode ....................................................................................................9
4.1 DELJIT D98B & DELFOR 96A ................................................................................... 9
4.2 Mixed DELFOR.......................................................................................................... 9
5. Departure and arrival transport modes ...........................................................10
5.1 Departure mode ....................................................................................................... 10
5.2 Arrival mode............................................................................................................. 11
6. Supply types ......................................................................................................11
6.1 Classic programmed flow ......................................................................................... 11
6.2 L3P – CPL2 programmed flow ................................................................................. 11
6.3 Kanban .................................................................................................................... 13
Key actions
Input and analyse forecast delivery orders
Input and analyse firm delivery orders
Chapter VII – p. 2/13
1. Purpose
This chapter explains how to process Renault expressions of needs.
2. Basic principles
• The forecast and firm needs are expressed to the Supplier separately under the following
formats:
• Forecast delivery order (DELFOR 96A)

• Firm delivery order (DELJIT 98B)
Suppliers delivering to AILNs, ACI plants (except Romanian and, spare parts stores (MPRs),
receive the forecasted and firm needs in the same message in DELFOR mix format.
2.1 Firm delivery order

.
The Supplier must strictly comply with the quantities expressed in the fixed
Delivery Order. In case of a problem, the process to be followed is the one defined
in chapter XVII Management of incidents and downgraded modes.
The plant may express his firm orders in two ways:
- Through DAILY Delivery Orders, where the firm message is sent from Monday to Friday,
except on national holidays. The fixed period is one day.
- Through WEEKLY Delivery Orders: The firm message is generally sent on Sunday
morning for the bodywork assembly plants and Tuesday morning for powertrain plants.
The weekly firm Delivery Order includes a calendar week, in other words 7 consecutive days.
Exceptions:
• In the case of working Saturdays (except Iran): the Saturday will generally be made firm at
the same time as Friday needs. (Saturday shipments in Departure mode, Saturday
reception in Arrival mode) when expressed in DLQJ format.
• In the case of an increased advanced notice period, the firm period will duly be increased in
the same proportion.
• Delivery Orders can be sent during plant holidays.
The choice depends on the customer plant’s supply conditions (distance, supplier
organisation), defined in agreement with the Supplier.

In the case of an AILN, the needs calculation is daily but the Delivery Order is sent weekly,
generally during the night from Monday to Tuesday.
In the Delivery Order, the firm needs can be positioned on one or several days.
Exception: If the scheduled delivery coincides with a bank holiday, the Delivery Order will be
affected to the last open day for reception before the bank holiday.
Note: AILNs work continually including during the summer holidays.
The Advanced Notice (lead time):
It is the time given to the Supplier to make parts available which cover:
In Departure mode, the administrative time to take in to account the Delivery Oder, the
preparation time and making the parts available for shipping.
Firm Delivery Order + Forecast Delivery Order indicating the dates/hours when the parts should be
ready for shipment, under the responsibility of the customer.
In Arrival mode, the same as the Departure mode, but in addition, as the Supplier is responsible
for the transport, the supplier should add to this lead time the time of transport.
The Firm and Forecast Delivery Order include the reception dates/hours at the customer plant.
The delivery advanced notice is a parameter which can be negotiated between the plant and the
Supplier.
Example of a DAILY Delivery Firm Order with 7 days Advanced Notice (lead time):
Delivery Order (DL) Format – DLQJ
- Firm Delivery Order with firm orders for 1 day

- Daily issue of firm Delivery Order (EDI message in DELJIT format sent to the supplier) according
to the Plant's transmission calendar
- Weekly issue of forecast Delivery Order (EDI message in DELFOR format sent to the supplier)
covering a 9 month horizon (maximum) or 9 months divided up in days covering the first 4 weeks
of the horizon for the first 35 days and divided up in weeks for the rest of the forecast horizon
- Optional: daily issue of forecast orders covering a 4 week horizon divided up in days

Example of WEEKLY Delivery Firm Order for assembly plants (the Delivery Order is sent on
Sundays)
Delivery Order (DL) Format – DLQH

- Firm Delivery Order with firm orders for 7 consecutive days or (firm delivery orders for the week,
according to the GALIA standard: from Monday to Sunday)
- Weekly issue of firm orders (EDI message in DELJIT format sent to the supplier)
- Weekly issue of forecast orders (EDI message in DELFOR format sent to the supplier) covering a
9 month horizon (maximum) or 9 months divided up in days covering the first 4 weeks of the
horizon for the first 35 days and divided up in weeks covering the rest of the forecast horizon
- Issue of the forecast at the same time as the firm message, according to the transmission day
(Sunday for Assembly Plants and Tuesday for Powertrain Plants)
For powertrain plants the Delivery Order (DL) is sent on Tuesday.
2.2 Forecast delivery order

The supply process begins with issue of a forecast delivery order, the timeframe of which varies
with the issue rate:
Issue rate Timeframe
Weekly Until 9 months *
Daily (in addition to weekly, as agreed by client plant

4 calendar weeks (Monday to Sunday)
& supplier)
* nine months less than the notice period, less than the fixed period length
The Delivery Request’s grid is set by the RENAULT plant and depends on the delivery notice:
• Between one and three weeks of forecasts in quantities by day, detailed forecasts by
transport can be obtained,
• Beyond this time span of forecast in days, the forecasts will be expressed in weekly
quantity from Monday to Sunday.
The forecasted requirements must be carefully analysed to identify possible plant

capacity problems. However, under no circumstances do these forecasts form a
RENAULT purchasing contractual commitment.

2.3 End of issue of delivery orders

IIn case of a zero need (firm and forecast) for a reference on all the horizon, and once all
outstanding deliveries have been received to the client plant, no further delivery orders will be
issued as long as those needs will remain at zero at all the horizon.
In case of a reference of end of serie, no DL will be issued towards the suppliers.
In case of supplier change (that is to say its prorate passes to 0 %) no DL will be issued towards
this supplier
2.4 Management of plant shutdowns

In case a shutdown decision is made, the initially open period concerned will no longer appear in
the forecasted messages: Therefore, the initial forecasts for this period must be considered to be
invalid.

3. RAN mode
In RAN mode, plants using forecast delivery orders (DELFOR 96A) and firm delivery orders
(DELJIT 98B) will send the RAN in the firm delivery order (DELJIT 98B):
Plants will keep suppliers informed of the baseline management mode: RAN or non-RAN (in UNB
segment of delivery order).
3.1 RAN delivery ID

Renault group plants use the RAN (Release Authorization Number) delivery ID system.
A firm delivery order (but not a forecast delivery order) lists a series of RANs, each identifying
the following:
• Firm need
• Single part number
• Quantity
• Specific shipment (specified by transport ID, IT)
• Shipment time-slot for shipment plant
• Reception time-slot at client plant
• Lorry unloading point at client plant
Plants using both :

• Delivery Orders detailing forecast (DELFOR 96A)
• Firm Delivery orders (DELJIT 98B)
Should send RAN in firm Delivery orders (DELJIT 98B)
Delivery orders detailing forecast don’t contain RAN

Plant keep supplier informed of part management type: RAN/ not RAN (UNB segment of DO)
Deliveries are tracked RAN by RAN.
There are no RANs in a forecast delivery order.

3.2 RAN coding

Each RAN is uniquely coded on eight alphanumeric characters in the following form:
The initial “L” identifies parts for Renault assembly and powertrain plants.
The second character identifies the type of RAN:

• R: Standard
• 1-9: Balance RAN
• E: Emergency RAN
The counter is common to all plants, so successive incoming RANs at a given plant will not
necessarily have consecutive numbers.
If a forecast need (non-zero or zero) was expressed but the firm need is zero (null quantity), the
RAN code will be ZZZZZZZZ.
The number of parts associated to a RAN is the multiple of parts rounded up to the conditioning
unit negotiated with the supplier (it is, therefore, not rounded up according to part number, nor by
PU, nor by PU layer or HU).
There are two types of RAN:
• Variable-quantity RAN
• Fixed-quantity RAN
In the great majority of cases, all of a supplier’s RANs for a given client will be either fixed-quantity
RANs or variable-quantity RANs, but not both.
3.3 Variable-quantity RAN

On a variable-quantity RAN, the quantity can vary from one delivery order to the next,
though it remains a multiple of the agreed rounding unit (HU, HU layer, PU, item).
A RAN for a given item in a given shipment will therefore cover several whole packs or palettes. An
exception is the Emergency RAN (see Chapter XVIII).

Variable-quantity RAN
Parts Number of Packs per

Item Date Parts per pack RAN in order
required RANs RAN
8200 xxx 001 10/06 50 50 LRAA1230 1 1
8200 xxx 002 10/06 10 150 LRAA14B1 1 15
Parts Number of Packs per

Item Date Parts per pack RAN in order
required RANs RAN
8200 xxx 001 10/06 50 100 LRAA6536 1 2
8200 xxx 002 10/06 10 130 LRAA678A 1 13
3.4 Fixed-quantity RAN

In certain special cases (such as long-distance flows), Renault group client plants may
prefer to use fixed-quantity RANs, with each RAN specifying a fixed quantity of parts matching
the rounding value (HU, HU layer or PU) for the item in question.
This means that on any given delivery order there will always be as many RANs as rounding units.
All RANs for the same item will have the same characteristics.
Fixed-quantity RAN
Quantity per RAN* Parts Number of Packs per

Item Date RAN in order
(number of parts) required RANs RAN
LRAA8129
8200 xxx 003 10/06 50 100 2 1
LRAA815B
LRAA8232
8200 xxx 004 10/06 10 30 LRAA8257 3 1
LRAA826A
*Number of parts in PU, HU or PU layer.
Quantity per RAN* Parts Number of Packs per

Item Date RAN in order
(number of parts) required RANs RAN
LRAA9D44
8200 xxx 003 11/06 50 150 LRAA9D70 3 1
LRAA9D75
LRAA9A42
8200 xxx 004 11/06 10 20 2 1
LRAA9E61
Fixed number of parts and fixed number of packs on RAN for given part number.
Note: If rounding is per part, we do not have one RAN per part, but a single RAN per Transport ID,
as with a variable-quantity RAN.

3.5 Last RAN issued

Each delivery order states the “last RAN issued” (excepting Emergency RANs and Balance RANs).
The supplier can check this with the last RAN on the previous delivery order, to
make sure there was no transmission problem.
The last RAN issued in the previous delivery order will still be stated even if it was cancelled.
For Emergency RANs and Balance RANs, see Chapter XVIII.
4. Non-RAN mode
4.1 DELJIT D98B & DELFOR 96A
In non-RAN mode, suppliers receive the following:
• Forecast delivery order (DELFOR 96A)

• Firm delivery order (DELJIT 98B)
Position data in terms of last delivery note, reach and target figures is not
sent in a DELJIT D98B order.
Note: In the non RAN mode, the plant states its requirements in acceptance date in the plant and
not in shipping date from the supplier site
4.2 Mixed DELFOR
A mixed DELFOR informs the supplier of forecast and firm delivery orders in the same message.
The firm period covers a calendar week. Negotiable parameters are notice and issue date.
Timeframe
A mixed DELFOR covers a timeframe of six months.
Issue interval
Mixed DELFORs are issued weekly, usually on Sunday mornings for body assembly plants and on
Tuesday mornings for powertrain plants.

Target and reach figures
A supplier working with a Renault plant in non-RAN mode delivers quantities of parts in response
to firm delivery orders (“target figures”), and the Renault plant tracks the supplier position on the
basis of running quantities actually received (“reach figure”).
The “reach figure” (CA) is the running total of deliveries received. The “target figure” (CAA) is the
running total of client plant needs. The reach figure counter is reset at the start of each year and
the target figure adjusted by subtracting the previous reach figure. When Renault requires X parts,
it increases the target figure by X. When the supplier delivers Y parts, the reach figure is increased
by Y. Shortfall is given by subtracting the reach figure from the target figure.
5. Departure and arrival transport modes

In RAN (Release Authorization Number) mode, there are two possible delivery systems:
• Departure mode or Arrival mode for suppliers that do not arrange transport themselves
• Arrival mode, for suppliers that do arrange transport themselves
In non-RAN mode there is a different system:
• Supplier position is managed in terms of “reach” and “target” figures (CA/CAA) at the arrival
point, regardless of who arranges transport.
5.1 Departure mode

In departure mode, the forecast delivery order specifies the dates and times of shipment from the
pick-up site. The firm delivery order also gives the timeslot for reception of the parts at the client
plant.

In departure mode, the supplier does not calculate the shipment timeslot from the
arrival timeslot.
5.1.1 Management of off-road periods (PNR)

In the Departure mode, the off-road periods, documented in each driving calendar by country, are
considered for stating the fixed and forecasted requirements.
Some shipping can be anticipated one or several days in advance which will be translated into the
consignment, in the same DELFOR, with several identical DTM+63 (date/hour of the beginning of
its availability) and DTM+64 (date/hour of the end of its availability).
It is not about duplicates and all the quantities are to be considered; with this message, RENAULT
informs these suppliers that several changes will be made the same day and at the same hour.
5.2 Arrival mode

The fixed DR includes the time slot when the parts are accepted (date/hour of acceptance at the
earliest and date/hour of acceptance at the latest) in the customer plant.
In arrival mode, the forecast delivery order specifies the timeslot for reception of the parts at the
client plant.
6. Supply types
6.1 Classic programmed flow

The supplier receives a forecast delivery order across the whole timeframe.
The supplier receives firm delivery orders (daily or weekly) specifying quantities per delivery
(transport ID, or IT).
If there are several deliveries per day, the delivery order for a given part will contain one line per
shipment.
6.2 L3P – CPL2 programmed flow

Programmed parts flow is a key feature of the Renault L3P system (high-performance
programmed workstation logistics).

Here, the daily firm delivery order sent to suppliers expresses firm delivery quantities broken down
by a routing code made up of timeslot and distribution zone:
• Timeslot (identified by time tag at start of slot) corresponding to consumption at client plant
• Distribution zone, corresponding to group of workstations in same section of production line
SE 22/05 14.00
In variable-quantity RAN mode, consumption timeslots for the same Transport ID have the same
RAN number. The overall quantity on this RAN will be the sum of the quantities for these
timeslots. If a timeslot has a zero quantity, it has the same RAN number as the other timeslots for
the Transport ID:
- RAN format LRxxxxxx for zero need on another timeslot for Transport ID
- RAN format ZZZZZZZZ for zero need on all timeslots for Transport ID
20:00 22:00 0:00 2:00 4:00 6:00

675 0 0 1350 0 675
Item
LRAB1256 LRAB1256 LRAB1256 LRAB1260 LRAB1260 LRAB1260

The supplier shall group orders by timeslot, date and distribution zone.
6.3 Kanban
Kanban supply takes the form of a non-programmed flow in which needs are expressed
automatically each time a pack is emptied. Several EDI requisition messages are sent per day,
informing the supplier that a pack has been emptied and needs replacing.
Notice is negotiated between Renault and the supplier when the kanban supply system is set up,
and this notice will be used for computing the delivery date.
Electronic kanban messages are posted to the supplier’s mailbox on the fly.
In RAN mode, the kanban requisition number is replaced by the RAN number.

V I I I – C APAC I T Y M AN A G E M E N T
1. Purpose ................................................................................................... 2
2 Definition of concepts “volume” in Renault Group ...................................2
2.1 Particular cases bound to the volumes .........................................................3
3. General process ..................................................................................... 5
3.1 Renault’s Group expectations from suppliers ...............................................5
4. Short Term Supply Management .......................................................... 7
4.1 Objectives and Stakes .................................................................................7
4.2 Capacity Surveys .........................................................................................7
4.3 Capacity Analysis Form (FAC) .....................................................................8
5. Flexibility ............................................................................................... 11
Key actions
Update « Capacity Survey Contact » and « Key Account Manager » contacts in Supplier
Directory
To respond systematically and accurately to Capacity Surveys in DCP@Renault tool
To provide validated capacities determined jointly with Renault group
To identify capacity correspondents in supplier contact database and keep this information
up to date
To inform Renault, using survey reply form (CSF), on capacity risk for parts non covered
by survey
To roll out Capacity Baseline principles down to level-two suppliers
Expend to his own Suppliers the vision and their capacity management process
To Update Weekly the Capacity Analysis Forms (CAF)
To alert Renault quickly if difficulties arise: supplierfrontoffice@renault.com
Chapter VIII – p. 2/12
1. Purpose
This chapter aims to explain the capacity management between Renault Group and its suppliers,
to present a synthesis of the key data used in these processes and to describe Renault's
expectations vis-à-vis suppliers’ capacities.
Three aspects are developed:
- Identification of the capacity risks on a medium-term needs (from 6 to 30 months) and upgrading
Suppliers capacity.
- Short Term Supply Management (0 to 9 months) using DCP@Renault.com application
- Flexibility
2 Definition of concepts “volume” used at Renault
Long term volumes: Renault forecast volumes from the scope Y+1 to Y+5 are not sent to
suppliers, due to confidential reasons.
Usefulness: they are used to determine the volumes and the capacities to install through the RFQ
(Request for Quotation)
Mid term volumes or Volume to be analysed (VAE Annual Volumes) :
they represent the manufacturing volumes of the Renault Plan including volumes of our partners
and also the “Risks/Opportunities” of the markets on the scope Y+1; Y+2. These volumes are
expressed by Body/Engine-GearBox/Manufacturing plant, in number of vehicles per 4 months-
period. These information is available yearly on Renault B2B Portal.
Usefulness : they give the trends of annual manufacturing volumes on the scope Y+1;Y+2.
Weekly Capacity Request (OC): they represent the weekly manufacturing response expected by
Renault from its suppliers. These volumes are expressed in number of parts per week (one data
per 4 months-periods), according the implementation Body/Powertrain/Manufacturing Plant. The
OC are determined from the VAE with flexibility adapted to production sites, vehicles or bodies
projects, and taking into account parameters such as seasonality, site organization or variability in
industry programming. This flexibility can range until 10% and could be necessary all along the
quadrimester.
These OC are available yearly on the Renault B2B Portal; there are applied at part number.
Usefulness: all these information are sent to suppliers via DCP@Renault Software.
OC are the basis for capacity sizing and industry programming
Short term volumes or Programming Meetings (PM) : they represent the manufacturing
forecasts (with the split Body/Powertrain/Manufacturing Plant) on the current year and Y+1 (Y+1 is
available from the month of October of the Year Y). These volumes are adjusted each month

regarding the Business Forecasts and the manufacturing capacities available. The PM is used to
calculate the requests of parts allocation in the Delivery Schedules sent to suppliers.
Usefulness: business volumes to achieve. Used to forecast manufacturing in Renault factories.
These information is reachable on Renault B2B Portal and commented in the Renault’s
Suppliers Information (IFR)
Delivery Orders (DL): they represent the volumes of parts called on a maximum scope of 9
months; it covers a confirmed period and a forecast period. These DL are sent to suppliers via the
EDI (daily or weekly depending on suppliers).
The characteristics of the data are summarized in the table below:
Data Horizon Maille d’expression Frequency

Plan (via RFQ) Y+1 ; Y+5 Body/ Powertrain* Annual
VAE (Volumes to investigate) Y+1 ; Y+2 VAE : Body / Annual
OC (Weekly Capacity Request) Powertrain Annual
OC : part number
PM (Programming Meeting) Y ; Y+1 Body / Powertrain Monthly
Confirmed DL D ; M+6 Part number Daily
forecast DL D ; M+6 Weekly
(*) Engine and gearbox
Noted: The VAE and PM are validated by the COO of the Renault Group
2.1 Particular cases bound to the volumes

Below the recommendations to handle particular cases of the volumes between Renault and
supplier
2.1.1 Case of PM volumes bigger than Weekly Capacity Request or supplier capacity
Generally, this situation occurs beyond the Month +3. It is related to a major evolution of the
commercial requirement.
In case of exceptional increase:
Renault Group (Supply–Chain and/or the manufacturing sites) survey of families of “critical”
parts.
The Supplier: Check whether installed capacity could absorb the PM volume with the organization
in efCSFt and if not, notify the Renault Supply-Chain (supplierfrontoffice@renault.com)
In case of Structural increase :

Renault Group: Update the capacity plan, publish the Weekly Capacity Request in B2B Portal and
analyze the family « critical parts » with DCP@Renault.com.
The Supplier: Reply to the capacity analysis and verifies that the capacity for the not-surveyed
parts is sufficient. He also should verify that its supply chain capacity is sufficient.

2.1.2 Case of Delivery request volumes bigger than Weekly Capacity Request or
supplier capacity or PM
This situation occurs in case of production or supply programs shortage (ex: additional action plan
to face crisis situations: strikes, tools broken …)
The Supplier:
Warn the supply chain (supplierfrontoffice@renault.com) and also Renault Group
manufacturing plants. Create a Capacity Analysis Form (CAF) in DCP@Renault
Renault Group:
Analyze the alert coming from the supplier. Take into account this constraint in case of real
shortage.
.
2.1.3 Case of PM volumes much lower than Weekly Capacity Request
The Supplier: In emergency case must notify the Renault supply chain
(supplierfrontoffice@renault.com) in case of emergency
2.1.4 Case of Delivery request volumes much lower than PM volumes
The Supplier: must notify the client’s manufacturing plant Procurement Department
2.1.5 Case of PM / VAE / OC volumes bigger than RFQ volumes
Renault Group: Take into account the capacity survey form.

The Supplier: answer the capacity survey. If the part does not belong to the survey scope, has to
notify the Renault purchasing (enquetecapa@renault.com) to identify the impact of this gap
through a Capacity Survey File (CSF)
2.1.6 Case of PM / VAE / OC much lower than RFQ volume

The Supplier: must notify its Purchase Contact if need to adjust the capacity downwards in a
sustainable manner.
Renault Group: update the Capacity Submission Warrant (CSW)
In all cases, any Suppliers’ capacity evolution (increase or decrease) must be

validated by the Commodity Buyer of Renault Group in accordance with the
Direction Alliance Supply Chain and confirmed by the Capacity Submission
Warrant (CSW).

3. General process
Management of Renault group industrial capacity is done through two transverse processes:
project and mass production, covering the period from the first milestones of the project until the
end of vehicles life.
Supplier’s involvement in these processes is crucial to strengthen the overall vision

of capacities
SUPPLIER
RENAULT
Commitment on
Suppliers nominations Fiche F1 F1: Request for Quotation form of commitment
expectations
sectors: Economic, technique, Quality, Logistics,
Organization)
1. Demand of production 1. Renault asks for a description of the
CONTRAT
2. Process proposition and average workforce and technical means adapted to

capacities description:
PCP Estimation of production
PROJECT phase
Production the planned daily capacities via Production Capacity

means
Capacity Plan ( ANPQP) Plan ( PCP)
2. The supplier estimates the necessary means and
subjects the PCP to PURCHASES
3. According to the ANPQPprocess , the Supplier makes
3. Demand of Capacity a commitment (4), on his capacity to satisfy the ramp
Commitment CEC ( ANPQP): 4. Commitment on
AFF
CEC production capacities up and his answer of medium-term capacity ( A+1 / A+2)
Production ramp up +
Volumes A+1 A+2
via the Certificate of Commitment Capacitaire ( CEC),
compulsory document for the AFF and the signature of
Renault
With regard to an expression of need by reference in
PRODUCTION phase
FEC
5. Sending of annual FEC 6. Answers by organization the horizon A+1 / A+2 ( 5 ), the Supplier gives his
CAPA
REF
DCP@Renault
and answers type and the possibilities of capacities by type of organization (nb of shifts, SD)
validation Investment. and the possibilities of investments, via FEC
The supplier defines the perimeter of the FAC and

FAC informs its implemented capacities (practical capacities)
SUPPL
7. Sub-capacity problems
SECU
8. The Supplier on the horizon of the Demand of Delivery (6months).

follow-up (according to If problem of sub-capacity: release of an escalation plan :
creates a FAC
escalation plan analyze of Supplier, analyzes of Renault Supply Chain
and Analyze Purchasing Department.
3.1 Renault Group’s expectations from suppliers

Before appointment of a new supplier
In the RFQ package, the supplier receives information about the forecasted volume (annual and
total in the vehicle life cycle) as well as the requested capacity level (expressed in number of
vehicles per week).
The Supplier is requested to install its investment quote according to these two information:
organisation of associated work and possible flexibility (work during the week-end etc.) in order to
meet Renault capacity requirements at any time.
At the stage of Appointment
In the F1 file the Supplier commits to setup the volume/capacity indicated in RFQ with regard to
the project milestones.
- For carry-over/carry-across parts (COCA) : In ANPQP process, a F3 file must be signed for
Contract milestone. This F3 file is sent to Supplier by the Buyer with the capacity to be installed for

the years Y+1, Y+2. In case of lack of capacity, supplier has to implement the necessary
investments to reach Renault Capacities’ requirements.
At the rump-up:
- For specific parts in the new vehicle: In ANPQP process, the Capacity submission Warrant
(CEC) must be signed for the Manufacturing Approval (MA) milestone. This warrant is circulated
to the suppliers by the Buyer with the capacity to be installed for ramp-up and for the years Y+1,
Y+2.
During the serial production
Weekly Capacity Requirements (CR) are available in DCP in the month of May of the year A (for
the horizon A+1 & A+2) and updated in the month of November of the year A. Each time, and a
General Capacity Survey is launched for a panel of suppliers based on identified risks.
The Capacity Baseline results from processing of Weekly Capacity Requirements and Suppliers’
capacities responses.
Groups Renault expectations towards suppliers:
• Consult and analyze Capacity Requirements for all parts; suppliers’ role is to inform and
warn Renault Group if some capacities are under the Renault Requirements
(Transparency).
• Answer to the Survey:
- the installed capacity should fulfill 100% of Renault’s OC the supplier has to give the
action plan to reach these commitments: action plans and associated costs
(investments, organization changes, etc…), industrial performance
- The answer for the survey has to be implemented in DCP@Renault software
• Send the relevant information (VT list, quotes …)
• The suppliers have to implement immediately the action plan as soon as they receive
Renault Groups Agreements and commitments
Capacity Requirements represents forecast volumes produced by Renault

Group and NON-CONTRACTUAL regarding the suppliers.
The Supplier’s answer is a commitment from its current capacity and a
proposed solution for the installation of new capacity.
After the agreement between CA Leader and the Supplier, this last one, agrees to implement, in
the negotiated period, the action plan (investment, new organization, performance improvement ...)
to meet the needs of the Renault Group.
Once a month, Renault Group is adjusting its manufacturing capacities to face the Commercial
Demand, this topic is examined in the Programming Meeting (PM)
Renault expectations towards its suppliers:

• Send the PM and IFR documents to the Industrial Programming Managers, these persons
have to handle this topic and should guarantee the organization are in place to reach the
volumes
• Warn the SCM (Supply Chain Management) (supplierfrontoffice@renault.com) in case of
lack of capacities or capacities over commitment
• Send “Perspectives and trends” to all their sub suppliers (rank 1 , rank2, rank 3)
Each week, Renault Group is sending towards suppliers via EDI its forecasted Delivery Orders.
Renault Expectations towards its suppliers:

- Using DCP@Renault by creating the FAC and document the installed capacity corresponding
- Checking each week the adequacy between capacity / forecasted needs by the analysis of the
level 1 warning provided by DCP@Renault.
- Climb to Renault Group Supply Chain alerts Level 1 without solution by marking those level 2.
Each day / week, Renault Group is sending towards suppliers via EDI its confirmed Delivery firms
Orders.
Group Renault Expectations towards its Suppliers

- Analyze each week the EDI Delivery orders confirmed
- Warn the manufacturing plants in case of impossibility to respect the confirmed orders.
End of life projects (ending of a model or change of phase) :

Renault Group policy is to prepare the ending of production 6 months before the real ending. An
official letter is sent by Renault purchasing Department to suppliers informing of this end of delivery
and production of the part. By the way, Suppliers have to prepare and give the conditions of
flexibility for these parts.
Information distribution Volumes and Capacities in the B2B portal (access reserved for
the Suppliers participants in IFR meetings): Commercial tab box "Collaborative Space" /
"Access my Workspace Alliance Connect" / "Private Volumes / private volumes".
4. Short Term Supply Management
4.1 Objectives and Stakes

The purpose of the process of Short Term Supply Management is to anticipate the part shortage
risks from the Renault plants, AILN and MPR on the Delivery Order Period (from 0 to 9 months) via
the DCP@Renault application and the Capacity Analysis Form (CAF).
4.2 Capacity Surveys

The capacity survey is carried out with the DCP@Renault tool, accessible on the B2B Portal and
enabling a response to a Capacity Survey Sheet. (CSF)
Note: The CSF User Guide is available in the Complementary Information section of Chapter 8,
4.3 Capacity Analysis Form (FAC)

A FAC is the requirement analysis support of the Renault Group with regard to the Available
capacity installed on the supplier sites. The supplier creates a FAC via the DCP@Renault
application. It is linked to a single supplier manufacturing site.
The Renault Group’s requirements are consolidated weekly in DCP@Renault.

The FAC must be checked and updated weekly volumes.
Its contents:
• Group of parts based on the production organization, the Renault Plants or part type, etc.
• Declaration of the Available Capacity on the whole Delivery Order period (S+2 to M+6) with
regard to the Renault Group Requirement.
• Production Organizations showing the weekly volumes according to the different applicable
organizations and implementation lead times.
Its usefulness:
DCP@Renault compares the Renault Delivery Order to the Available capacity of the supplier.
When a Critical level of capacity is detected, the application is going to trigger an alert according to
a three-level escalation model:
Level 1: Send the Alert to the Supplier for analysis and handling.
Level 2: Send the Alert to the Renault Supply Chain
Level 3: Send the Alert to the Purchasing Department
Process:
Users are made aware of the warning by an automatic email sent by DCP application every
Wednesday morning, until the alarm remains unresolved. The supplier receives 3 level alerts while
Renault users receive alerts level 2 and/or 3, depending on their profile.
Hereunder un example of email warning:

In this case, it is a level 3 alert for the FAC No1617 (consisting of two references). The resolution
of the alert is the responsibility of the purchasing department of Renault. The warning is related to
an overflow capability for a period of 18 weeks between w2 and w19, with a maximum exceeding
of 32% of deliveries requests in relation to practical capacities of the supplier.

Summary diagram of the escalation process:
During the Level 1 the supplier has to analyze internally the possible solutions to solve Critical
level of Capacity.
For example:
- Is a stock of parts available?
- Are the Production organizations applicable and which is the period of advance notice of
implementation?
The supplier moves in alert Level 2 only after having analyzed the situation internally,.
During the passage from the level 1 to the level 2, It is also asked the supplier, to supply this alert
of with a proposition of organization to resolve this critical Level of capacity. This proposition will
help the Supply chain and the Purchasing Department to analyze and to decide.
Renault sends forecast delivery orders to the supplier. That allows him to
prepare his manufacturing program. In response to Renault requirements, the
supplier has to integrate his available capacities in DCP@Renault available on
the Suppliers Portal.
. The purpose of DCP@Renault is to anticipate part shortage risks.
The forecast delivery orders enable the supplier to foresee capacity problems.
These requirements are not a contractual purchase commitment from Renault
(see Chap VII - §2.1).
Furthermore, the supplier answer regarding his available capacities in
DCP@Renault would not justify his inability, partial or complete, to supply the
firm delivery ordered parts.
Definition of the terms used:

Renault delivery orders: weekly volume of parts representing the plant manufacturing forecast.
The period covered is from Week+2 to Month+6.
Available capacities: weekly volumes of parts which the supplier is able to manufacture regarding
his installed organization.

Renault ask its suppliers to deploy DCP Short Term.

It can be done with the support of Renault homologated companies :
• SILVERPROD (http://www.silverprod.fr/)
• TENOR CONSEIL (http://www.ediservices.com/)
5. Flexibility
Forecast delivery order
• If the forecast delivery order for a given period exceeds the supplier’s production capacities
(as specified in the Capacity submission warrant or supplier’s response to the Capacity
Survey) and the supplier is unable to meet the demand, the supplier must alert the Renault
Purchasing Department and Logistics Department immediately, at the following e-mail
alertes.capacitaires@renault.com
Firm delivery order
• The supplier is required to supply the quantities specified in a firm delivery order.
• Any adjustment to the required quantities, after issue of a firm delivery order, is under Renault
responsibility.
• The supplier must warn the Client Plant Industrial Logistics Department on reception of any
firm delivery order for which it is unable to supply specified quantities exceeding the weekly
production capacity as stated in the supplier’s response to the Capacity Survey or the
Capacity Submission Warrant.
• If delivery orders vary outside set conditions in such a way as to make a significant impact on
measured performance, the supplier may take the following measures:
• For additional delivery order (DLS or Emergency RAN), the supplier may decline the request,
as set out in Chapter XVII, section 5.
• The supplier may apply the service rate query procedure, as set out in Chapter XVII,
section 4)
• If the variation is recurrent, the supplier should submit a Delivery Order Variation report, using
the same form as the End-of-Run Indemnity application (see Chapter XV, section 4), stating
capacity as declared on the Capacity submission warrant or Capacity Survey response. The
supplier should then contact the Renault Logistics Capacities & Supplies Department. Renault
will reply within 30 days.
For certain items under synchronous supply, the supplier may negotiate flexibility limits with the
Renault Purchasing Department (DA), under agreement from the Renault Logistics Department
(DL).


I X – PAC K A G I N G
1. Purpose ..................................................................................................................2
2. Packaging types ....................................................................................................2
3. Packaging specifications .....................................................................................2
3.1 General responsibility ................................................................................................ 2
3.2 Packaging definition rules .......................................................................................... 3
3.3 3. Packaging choice flowchart.................................................................................... 4
3.4 Packaging specification in PDS form (Packaging Data Sheet) ................................... 5
3.5 Special packaging development process ................................................................... 5
3.6 Digital Validation of specific packaging ...................................................................... 6
3.7 Specific Packaging plan ............................................................................................. 7
4. Packaging management of land flows ................................................................7
4.1 Key points in packaging management ....................................................................... 7
4.2 Packaging management modes ................................................................................. 9
4.3 Communication and information system: PVS ......................................................... 10
5. Packaging servicing and cleaning .....................................................................11
6. Carry-over ............................................................................................................12
Key actions
 Complete PDS form and have it validated
 Sign Standard Packaging Loan Contract for standard pool packs
 Sign Unique Pack Concept document on specific packs
 Use Renault packs for parts transport
 Register incoming and outgoing packs using PVS, on day-to-day basis
 Enter data in dispatch note on types of pack physically dispatched
Chapter IX – p. 2/12
1. Purpose
This chapter sets out rules on packaging management.
The objective of the chapter is to describe:
- The specification of packaging
- The development of packaging in project phase
- The endowment of packaging
- The processes of management in mass production
2. Packaging types
Standard packaging: packaging which can be indifferently used for numerous products. The
plastic containers are standardized GALIA (EMB 10) / ODETTE (see leaflet Standard Packaging,
on-line chap version IX complementary (additional) Information.
Standard packaging adapted on the standard one basis , with specific arrangement specially
conceived for a product or a family of products
Special packaging: packaging specially conceived for a product or a family of products, defined
for the supply. He must be realized first and foremost with capacity bases and elements of
standard conception
Disposable package: cardboard box with lid, delivered on wooden pallet 5 soles (GALIA EMB1) /
ODETTE
3. Packaging specifications
3.1 General responsibility
The supplier is responsible for quality, cost and lead-time aspects of parts supplied in packaging:
• Quality:
- Unimpaired part quality must be guaranteed through to line-side delivery at the client plant.
- The packaging (full or empty) storage mode must be such as to guarantee unimpaired part
quality.
• Cost: Packaging must seek to minimize volumes for transport and thereby logistics costs.
• Lead-time: Packaging must be delivered within the times specified by Renault.
Renault policy concerning returnable specific packaging and returnable

specific dunnage is currently evolving. Renault will soon request that the parts
suppliers invest in these kinds of packaging, with reimbursement by Renault on
the part price. This will be detailed in the RFQ for future projects where these
packaging are concerned. If there is any contradiction between this Guidebook
and the requests mentioned in the RFQ, RFQ requests must be respected.

3.2 Packaging definition rules

• Palletized units must be stackable.
• Packaging must contain as many parts as possible, preserving ergonomics rules
• It should preferably be common to different variants of a given part (e.g. RHD/LHD, top-
end/entry-level, engine variants and multiple projects).
• If possible, it should accommodate part upgrades.
• it should comply with the Renault Packaging Guide and the leaflet of the current standard
packaging regards ergonomics (15 kg total full weight for packaging under 1 meter long, or 10
kg otherwise). The Packaging Guide is available on the supplier portal (logistics tab / get a
standard)
• if special, it must be marked with packaging ID, part ID and packaging number. Depending on
applicable accounting regulations in the country concerned, packaging may require an ID
plate.
• Specific packaging should comply with the design items catalogue. Drawings are available on
the B2B Portal.
Dunnage
• Dunnage should be kept to a minimum.

• It should be disposable.unless noted otherwise in RDQ and/or Dossier de Développement
Emballage given by Renault
• Dunnage should be designed to accommodate different part variants.
For Overseas, the linings have to take into account the protections against dusts and corrosion.
For deliveries to an AILN, packaging rules are determined solely by the AILN Packaging Guide,
accessible on the B2B Portal.

3.3 3. Packaging choice flowchart

Packaging type should be chosen to economic criteria, as shown in the flowchart below.
How to choose the best packaging solution ?
PE (Petit Emballage) = small package : polybox or small cardboard

GE (Grand Emballage) = big package : stillage or big cardboard
UM (Unité de manutention) = handling unit
Inland
transportation
?
YES : inland NO : overseas
• 10 parts at least in a PE → choose PE • less than 150 parts in UM → choose GE

• 1 to 3 parts possible in a PE → choose GE • more than 500 parts in UM → choose PE
• 4 to 9 parts in a PE → PE or GE (depending on profitability) • 150 to 500 parts in UM → PE or GE (depending on profitability)
Flow > 1UM/week and Part compatible with a

plant/supplier locations standard package ?
NO
compatible with a
returnable package ?
YES
Disposable pack :
1 - Galia cardboard or local norm YES
2 - Specific one-way cardboard package
Overseas package depending on profitability :
→ if GE :
• overseas standard foldable package
Part compatible with a • Kit cardboard/palett
standard returnable
YES
package without any → if PE
fittings ? • foldable polybox
• small Galia cardboard or local norm
• small ILN cardboard (POI)
See regional folder of standard NO NO

Inland packages.
Depending on Best Of Pack solution and profitability :

Overseas specific one-way package (or, more
• standard package + one-way fittings
rarely, returnable depending on profitability)
• standard package + returnable fittings
• specific package (in this case, prioritize the use of
standard bases with fittings)
The Packaging Development File is available on the B2B Portal
The supplier has to foresee a substitute packaging which have to ensure:
• The same criterion of quality guarantee of part as the packaging validated originally
• The same dimension and contain the same number of parts as the original packing.
The use of substitute packaging must be exceptional.
The delivery in substitute packaging can be made only after technical agreement of the customer
plant and economic agreement of the DA (negotiated price).

3.4 Packaging specification in PDS form

(Packaging Data Sheet)
To answer Renault RFQ, the Supplier will have to inform PDS in coherence with corresponding
lines of a standard bid).
The PDS specifies the logistic conditions for mass production packaging unit, handling Unit,
labeling and it calculates the associated costs before shipping towards the customer.
The Supplier will have to work with Renault specialists to validate PDS at the latest six to ten
weeks before ABPT1 (six weeks before ABPT for components)
The PDS is a document followed within ANPQP process. It is to be submitted for all the
parts, regardless the packaging (see documents of chap.IX ).
3.5 Special packaging development process

This paragraph addresses the suppliers in charge of development of the special packaging or
adaptations for standard packaging of Renault range
The indicated schedule can be adapted according to the process constraints (ex: ilôts automated).
A detailed schedule will be supplied by the Renault Business Manager.
Renault recommends the use of the packs from a standard packaging range . Nevertheless, for
certain parts, it could be necessary to have a recourse to adapted or special standard packaging.
The Supplier is responsible for developing of his packaging, whose cost and design must be
agreed by Renault.

All parts must be supplied in their final mass-production packaging as from the ABPT2 (go-ahead
to build try-out) milestone onwards.
The Unique Packaging Concept can be found in the Unique Packaging Development Instruction
document (UPDI), on the Suppliers Portal.
RENAULT SUPPLIER
1./ During the RFQ, The Purchase Manager (PM) forwards to the
1./ RFQ 2./Aknowledge orientation Supplier the Packaging Guide and packaging / flow orientations.
Packaging Guide for RFQ answer 2. The supplier should use it for its own RFQ
Contract
3./ Send Packaging 3./ The PM forwards a Packaging Development File together with Devis
Development File 4./ Request for packaging Standard files for supplier’s use who (4) should ask packaging developers for
quotations quotations (1 from Renault panel, 1 LCC et 1 of its choice)
5./ Supplier should submit its quotation to Chargé d’Affaire Ingénierie, copy
Chargé d’Achat on PDS form. Each quotation must contain economical data on
TGA
6./ Study of technical and 5./ 3 offers + Cotation des Offres form. All technical documents and original economical
economical offers. Specifications std data submitted by consulted packaging manufacturers should be
Packaging choice + DCL + technical doc forwarded together with quotations.
AMPT1
6./ Packaging Métier analyses submitted solutions to choice the final one.
N Modifications could be proposed
OK ?
O 7./ All involved parts sign l’Engagement Cosigné. Purchase Department
issue orders for prototypes manufacturing. Required packaging quantities
for batch tests are decided.
7./ Cosigned study order 8./Piloting of study and
Engagement prototypes if required 8./ Supplier manage its subcontractors for protos manufacturing
9./ Prototypes validations proto deliveries

(digitized or reals) 9./ Prototypes check, tuning and et validations during S-Lots involves all
parties. Validation target: 100% of prototypes
N
OK ? Packaging tuning until all users acceptance
O
10./ Validation orders for 11./ 1er de série go ahead. Drawing updates. 10./ Validations report release. Purchase Dpt issue orders for 1ers de série
AMPT2 Report 1er de série Transport and handling trials manufacturing.
11./ Subcontractors management and tearing tests if asked for in ECS,

under supplier’s responsibility. (12)
MA 13./ Control Reports 12./ Control reports
reception for 1er de série End of deliveries 12./ Control reports and progressive packaging deliveries.
Orders balance certificates
AM
13./ Receptions, checks and orders balance
3.6 Digital Validation of specific packaging

Digital validation is carried out in 2 stages, including on packaging for which a physical prototype is
requested.
1. Technical readjusting (optional): has to ensure that the technical proposal of the selected
packaging provider corresponds to the needs of Renault. Necessary made step If the technical
proposal of the provider is different from the recommendation sent by the Renault logistician in the
development of packaging folder.
If the solution proposed by the supplier is not conclusive, a new meeting will be scheduled.
2 Digital validation of packaging (mandatory): this session, located between TGA and VC,
milestones is designed to ensure that the comprehensive study of the selected packaging provider,
corresponds to all requirements of Renault and detect at the earliest any anomaly.
If detailed study proposed by the supplier is not conclusive, a new schedule will be decided with, in
exceptional cases, a reorientation towards a physical prototype.

Validation criteria:
During these 2 steps, it will be asked the supplier to meet the criteria in the Packaging
development Folder ("crop Tech ' and 'Validation' tabs). The supplier shall be able to respond to
requests from:
- taking of measurements
- views sectioning
- removing of parts and/or facilities
- Provision of packaging views.
For the validation sessions, Supplier of the piece must be present with the
technical and human resources adapted to allow a good digital visualization of
packaging and explain, in good conditions, the detailed study of the packaging
(called "digital prototype").
For all materials which may come into contact with parts (fabric, textile, tarp, foam, plastic, etc...)
samples of materials will be required during technical cropping and digital validation. The selected
materials will be mentioned in the PV of validation.
3.7 Specific Packaging plan

The supplier has to provide the packaging plan (electronic layout, no paper) until then it could not
receive the appointment for the packaging order.
Those papers have to be made according to the document “Plans emballages spécifiques”
available in annex of the chapter on the B2B portal, particularly :
 The use of the Title Block provided by RENAULT is mandatory on each plan. RENAULT
will be the owner of the plan.
 Plans must be written only in French or English.
4. Packaging management of land flows

4.1 Key points in packaging management
Except in special cases (such as wheel separators and window packaging), packaging and
accessories (palettes, canopies, etc.) are of Renault property.
4.1.1 Management of Standard packaging in “pool” flow

Renault provides its packaging to level-one suppliers on an exclusive basis, for packaging and
shipment of parts ready for delivery. These packaging must not be used for any other purpose
(tier two suppliers, series stocking, etc.).
The allowance on supplier site is of five days

The site for empty packaging return must be the same as for the shipment one (pickup site).
The supplier (or its providers) is required to declare incoming and outgoing
packaging in the PVS application (Packaging Visibility System), on a day-to-day
basis.
Renault is entitled to audit the supplier site at any time to confirm proper use of packaging and
compliance with the processes set out in the packaging loan contract, including PVS data entry.
A loan contract must be signed by Renault and the supplier regarding the use of standard packing
belonging to Renault.
The following process applies for any new site supplier using standard packaging in "pool"
management
TGA
RENAULT SUPPLIER
Release of a Loan
Contract for standard
packs
VC
Supplier signs the
Loan Contract
Loan Contract
is signed by both parties
signed copy signed copy
-6s
ABPT1
The supplier must keep packaging ready by the ABPT1 production-plant handover (or ABPT for
powertrain projects), so that parts can be delivered in mass-production packaging by PT1. In case
of need for standard packaging before AMPT ( for tests, validations etc) the suppliers should ask
for them at standard.packaging@renault.com
The standard packaging is distributed according to part quantities expressed in the DL by plants.
4.1.2 Dedicated standard with dunnage

Renault provides the supplier with tagged and labeled standard packaging :
• 20% 1 month before ABPT1 at earliest (first of series), the commitment being a supply before
ABPT2, in accordance to the last definition.
• Totality 1 month before manufacturing approval at latest.
A supplementary period of 2 weeks may be allowed for body in white parts

A supplementary period, calculated as the case, may be allowed if a dunnage suppliers are too
distant.
As for dunnage, the Supplier has to follow the same process as for the specific packaging (see
below)
The standard packaging, marked to be fitted out, will be delivered only on the supplier expedition
site, or can be given on the marked site with transport chargeable to the supplier.

4.1.3 Specific packaging management

Supplier packaging provision must be coherent with project ramp up
The packaging endowment is validated between Renault and supplier in the jointly signed
Commitment (a tab of the Development file). Renault pays only for packaging necessary for the
transport between suppliers and the customer sites (no payment for batch nor tier 2).
At the of the cosigned Commitment signature , the supplier has to demonstrate his capacity to
assure the production rump up.
As per request of the customer plant, the Supplier will have to declare his specific packaging flows
in PVS,
The Supplier being responsible for his specific packaging, is bound to make sure that the amount
he has, will allow him to answer the projected needs of his customer and, if need, to furnish the
necessary complement (in series: with agreement of the customer plant)
The Supplier has to supply:

· After the 1st of series packaging validation : a weekly schedule of available packaging quantity
· In every delivery: the delivery note corresponding to the quantity of serial packaging defined in
the Cosigned Commitment to the Buyer and to the logistic Manager.
4.2 Packaging management modes

4.2.1 Pool management
Principle: Flows of standard packaging across several plants and several suppliers are managed
and optimized centrally by ALE-IO, Alliance Logistics Europe Inbound Operation
Packaging types: Standard packaging, including plastic palettes presented in the packaging
leaflet available on the Supplier Portal.
For provision with standard packaging, the supplier is required to sign the
Standard Packaging Loan Contract, issued by Logistics Engineering and the
Renault Purchasing Department.
The packaging loan contract sets out responsibilities on pool-based management of packaging,
across suppliers, client plants, service providers and Renault (ALE: Alliance Logistic Europe ).
Without a signed contract, Renault is entitled to suspend return of empty packaging to the supplier.
ALE-IO responsibilities
DTPE ensures provision of clean, compliant packaging at the supplier shipment site covering five
days’ average daily consumption.
Packaging are distributed at the level of needs expressed in PVS, either aroused from DL of GPI
plants , either manually informed by the supplier (case of the MPR, Sofrastock, AILN and
additional needs).

Supplier responsibilities
• Use packaging as contractually stipulated
• Register incoming and outgoing packaging on the fly, using PVS
• Respect the rules of expensive packaging registration bigger than 500€ / unit
• Carry out regular packaging inventories and to keep it up to date in PVS
• Take back empty packaging if transport logistics conditions are ex-factory
• Approach Renault (ALE, and Purchasing) to validate provisions exceeding five days’ average
consumption
4.2.2 Dedicated loop management

Principle: Packaging circulate on a closed loop between the supplier site and the client plant.
They are labelled in the supplier’s name and managed by the client plant.
Packaging types: Specific packaging or dedicated standard packaging, with or without lining (type
BDFA/SFDA).
Provision conditions are set out in the Unique Packaging Agreement (ECS) The ECS , signed by
both parties, specifies packaging needs (as regards supplier site, client plant and transport) on the
basis of expected part consumption.
4.2.3 Specific cases

Local pool: Packaging are not physically marked nor labeled as in a normal pool management,
however they are identified by a particular codification in the packaging system control PVS. It
allows to store these packaging in the empty’s park with the others in pool managed ones, and to
define a precise quantity of packaging for a loop (Example of the functioning: the Tangier plant to
Morocco for the Moroccan suppliers).
Dedicated trivialized: the new packaging maybe used on a single stream ( a single factory)
before being integrated into the global pool loop. In that case, packaging are not marked, therefore
it is managed as dedicated but trivialized.
4.3 Communication and information system: PVS

To receive the first deliveries of standard packaging, the supplier has to be identified in the system
PVS (Packaging Visibility System): got access rights and the list of the contacts ARCA updated.
The PVS application, available on the supplier portal, tracks the two processes involved in
packaging flow management:
1. Declaration of outgoing full packaging physically dispatched from supplier site

Dispatch notes can automatically supply PVS and to avoid to the Supplier a manual data entry,
provided that the general quality of Aviexp is superior to 90 %. Should the opposite occur, the
Supplier will have to declare manually in PVS what is physically sent out in term of full packaging.

2. Declaration of incoming empty packaging received at supplier site
The supplier checks (and corrects if necessary) in PVS the content of each lorry as it is unloaded
at the supplier site, and confirms incoming quantities of empty packaging as specified. If there is a
discrepancy between the load data and the quantity of empty packaging actually received, the
supplier reports this on PVS.
3. Declaration of Import / Export Balance for suppliers with Packaging in

temporary admission mode
For Suppliers based out of the European community, exporting parts to the European community
and importing the pool packaging for this export in temporary admission mode, the supplier is fully
responsible to act compliant to the custom rules linked to this temporary admission of packaging,
in particular to export the temporary admitted packaging quantities in due time. In addition, they
have to communicate weekly to Standard Packaging entity the balance import / export for each of
the packaging types in temporary admission mode. Frequency of communication of these figures
can be modified by request of Standard Packaging entity.
A User’s guide for the PVS application is available from the Logistics tab on the B2B portal, along
with a full process description.
The packaging code in the supplier system (e.g. BAC-O-6423) must be strictly the same (character
by character) as the one used in Renault systems.
Failure to adhere to those declaration processes of incoming into PVS exposes

the supplier at the risk of not having his packaging at the appropriate time.
Any additional cost resulting from not using PVS, as the costs of using
alternative packaging or recovery, shall be borne by the supplier, to the extent
that the dispatching plant of the empty packaging has strictly respect the
declaration process on PVS on its own.
5. Packaging servicing and cleaning
The specific and standard, dedicated, arranged, damaged packing of the customer plant must be
reported and made available for repair and renewal.
For standard packing, the declarations of dirty packing or packing to be repaired must be made in
PVS so that ALE-IO can organise their recovery to set up actions.
- for the containers: washing or destruction

- for metals: repair
The peculiarities which can exist for certain sites (ex Avtoframos) must be indicated in the contract
of the logistic project.
The table below does not apply to the manufacturing sites belonging to foreign partners.

Cleaning
Provi s i on
Detected by Cl ea ned By Pa i d by
recei ved by
Speci fi c
dedi ca ted Sta nda rd wi th l i ni ng Sma l l & On RNPO
Suppl i er Suppl i er
fl ow (SFDA-BFDA) La rge a greement
Dedi ca ted s ta nda rd
(SFD-BFD)
Pool Sta nda rd Sma l l Cl i ent DFLM
DFLM : Direction Fonctions Logistiques Monde
The damaged specific and dedicated standard with dunnage packs, must be marked and given to
the customer plant for repair and renewal.
As for standard packaging, the declarations of dirty or for repair packaging are to be made in PVS,
so that the DFLM organizes their recovery and implementation of the following actions:
- For plastic boxes: wash or destruction

- For stillage: repair
6. Carry-over
The Supplier must contacts its Buyer and address carryover.findevie@renault.com, when
having too many packaging (end-of-life, overcapacity).
Only Renault can decide on the future of this packing surplus (carryover or
disinvestment)

X – T R AC E A B I L I T Y
1. Purpose ................................................................................................................2
2. Principle ...............................................................................................................2
3. Supplier requirements ........................................................................................2

3.1 Logistics documents .................................................................................................. 2
3.2 Lot size ...................................................................................................................... 3
3.3 Tier 2 supplier ............................................................................................................ 3
4. Process on incident detection ...........................................................................4
Key actions
To identify production lots concerned by quality incident
To identify all packs by labeling
To use proper label and dispatch note data
Chapter X – p. 2/4
1. Purpose
This chapter sets out Renault’s logistics requirements on traceability of supplier product lots.
2. Principle
In the event of a quality incident, the supplier must be able to provide full backward traceability
information for tracing the problem back to its production origins. Knowing the lot ID, the supplier
must be able to work back to determine the conditions under which the incriminated parts were
made (backtracking to its own suppliers if applicable), and thus identify all production lots liable
to be affected by the same problem.
Renault applies forward traceability to determine the whole of the population liable to be affected
by the problem, by identifying the assemblies, subsystems, powertrains and vehicles in which the
incriminated parts were used.
3. Supplier requirements
Lot traceability applies to one or more packs of parts having the same manufacturing
characteristics.
3.1 Logistics documents

Supplier actions:
• To send full, compliant dispatch notes

• To identify all packs by means of compliant Galia/Odette HU and PU labels
• To ship parts in manufacturing sequence respecting FIFO from production to shipment
See Chapter XII on shipment compliance.
Packaging labels are scanned at several points in the plant trajectory.

3.2 Lot size

The supplier should minimize lot size and declare production as close as possible to the part
manufacture location.
3.3 Tier 2 supplier

Traceability has to be applied all over supply chain.
It is strongly recommended for Tier 1 suppliers to have the same requirements on their tier 2
suppliers as Renault on its suppliers.
Notice: According to the new regulations to strengthen the level of protection for incoming or out
coming goods of the European Union customs territory, the supplier has to make a commitment on
the truthfulness of the origin which he indicates. Since January 1st, 2008, the customs proposes a
specific status of approved economic operator ( OEA), who gives a facilitated access to numerous
customs simplifications

4. Process on incident detection

In the event of a quality incident, Renault and the supplier exchange the following information:
• ID of suspect lot
• ID of product
• Nature of problem
• Quantity of products concerned
• Marking or other distinctive features known or possible
Lot identification should include the following information:

• Delivery note numbers
• PU and HU numbers
• Incriminated lots
• Suspect production periods and shipment dates for suspect products
It is essential for the Supplier to warn RENAULT in case of poor quality and vice versa.
In case an incident occurs on the Supplier’s premises, RENAULT must be informed, and it is up to
RENAULT then to determine the production carried out with the products affected by the incident,
by using it own traceability system.
In the same way, when RENAULT detects the defective products, it will inform its Supplier who will
then carry out the relevant research using its own traceability system to communicate the batch
identifiers to RENAULT including all the products which are liable to be questionable.
In case of synchronous delivery, communication must also include:
From RENAULT to the Suppliers:

- the part or batch reference;
- the hour and date the fixed message is issued.
From Suppliers to RENAULT:

- the part or batch reference;
- the hour and date of the beginning of shipping questionable products;
- the hour and date of the end of shipping questionable products;
In the case of single part traceability, the part is identified, with a bar code label, as defined by
RENAULT in the functional specifications.

X I – T R AN S P O R T
1. Purpose ..........................................................................................................................2
2. Renault transport organization .....................................................................................2
2.1 Transport clauses.................................................................................................................. 2
2.2 Transport ID .......................................................................................................................... 3
2.3 ELTA logistics application ..................................................................................................... 4
2.4 Route sheet FCC (Fiche Caractéristique Circuit) ................................................................... 6
3. Direct scheduled transport ...........................................................................................6
3.1 Direct route ........................................................................................................................... 6
3.2 Cube-out management.......................................................................................................... 7
3.3 Cancellations......................................................................................................................... 8
4. Indirect scheduled transport ........................................................................................9
4.1 Collection and line haul phases ........................................................................................... 11
4.2 Collection from supplier site ................................................................................................ 13
4.3 Management via cross-dock................................................................................................ 13
5. Non-scheduled transport ............................................................................................13
6 Empty packaging transport .........................................................................................14
7. Management of off-road periods and holidays .........................................................14
8. Transport under supplier responsibility (Franco) .....................................................15
9. Transport acceptance ..................................................................................................16
10. Loading refusal ..........................................................................................................16
Key actions
Comply with specified part shipment timetable
Always document transport ID and trailer registration number in
Dispatch Note and ASN message for actual physical flows
Comply with exceptional transport programs set by Renault Transport
Department
Chapter XI – p. 2/16
1. Purpose
This chapter has two main purposes:
• Outline logistics arrangements implemented by Renault regarding suppliers’ deliveries to

client plants.
• Set out Renault requirements on suppliers as regards optimization of transport solutions.
2. Renault transport organization
2.1 Transport clauses

There are two possible transport clauses:
Transport clause Definition
1 Departure mode Renault arranges transport under conditions set in applicable Incoterm.
(e.g. FCA)
2 Arrival mode Supplier arranges and tracks transport under conditions set in applicable
(e.g. DDP) Incoterm. (See section 7 below.)
For transport under its responsibility, as determined by the transport clause, the Renault Logistics
Parts and Packaging Transport Department arranges transport from the supplier site to the client
plant using one of three possible modes.
• Direct scheduled transport (section 3 below)

• Indirect scheduled transport (section 4 below)
• Non-scheduled transport (section 5 below)
Transport Department informs the supplier of the logistics mode chosen for shipments to a client
plant.
With the occasional exception, the supplier is the one who is always in charge of loading the parts
into the truck (regardless of the loading area), under the driver’s control.

2.2 Transport ID
All scheduled and non-scheduled transport, regardless of logistics mode and transport clause, is
identified by a transport ID code (IT), composed as follows:
The supplier must state the transport ID (IT) in the ASN for transport tracking
purposes.
Note: The “collection” Transport ID prefix “R” applies only to indirect flows at plants using RANs
and departure-mode delivery orders.

Transport ID data in dispatch note.
DELJIT D98B
Emergency RAN /
Loading in Cube-out or Loading in truck Balance RAN /
DLS
TRANSPORT scheduled loading in non- other than Supplier
(additional delivery
CLAUSE truck scheduled truck scheduled truck delivery delay
order)
(spot order)
* Transport
managed by
Renault: RAN mode:
Transport ID transport ID in
given by client delivery order
plant parts
Transport ID in
DEPARTURE controller Non-RAN mode:
ELTA application
correspondent transport ID given by
client plant parts
* Transport controller
managed by correspondent
Transport ID Transport ID for
supplier: no
in delivery truck in which
transport ID
order parts are loaded
* Supplier
organization in
scheduled truck:
transport ID for
scheduled truck
ARRIVAL/ No transport ID No transport ID
FRANCO
* Supplier
organization in non-
scheduled truck: no
transport ID
2.3 ELTA logistics application

The ELTA (Espace Logistique Transport Approvisionnement) transport logistics application is
provided on the Renault Supplier Portal for freight companies, cross-docks and suppliers using
direct-flow departure mode. ELTA is deployed in regions of Europe, EUROMED et EURASIE. To
access it go to B2B Portal, Logistique tab, then click on Transport ELTA in ‘Collaborer avec
Renault’ box
This application allows Suppliers:
To look up route sheets

To enter and print incident reports
To enter and consult transport requests and view spot orders
To look up transport IDs not stated in delivery order (cube-out managed by Renault, emergency
deliveries, additional deliveries)
ELTA on_line help is accessible with a link in e-Learning rubric of chapter XI

ELTA home page
Detail of transport request
N° IT de la commande

2.4 Route sheet FCC (Fiche Caractéristique Circuit)

Sections 3 to 6 below apply solely to transport managed by Renault (departure-mode transport
clause).
3. Direct scheduled transport
3.1 Direct route

Definition of direct route
A direct route describes an optimized scheduled flow from one or more supplier sites to one or
more client sites without transit via a cross-dock. Direct routes are specified in route sheets (FCC)
accessible from the ELTA application.
A direct route including pick-ups from several suppliers is known as a pick up round.
The route sheet specifies the logistics resources and organization of the route (freight company,
equipment, loading times, loading frequency, delivery times, delivery frequency, transport time, the
mode of management of cube-out and cancellations), and must be complied with by all concerned.

Route planning
Routes are planned by and on the initiative of Renault Transport Department, which will
contact the supplier to set loading times and to provide information on organization and
route start up.
The Renault Transport Department will also keep the supplier informed on any changes to
the route characteristics.
The Renault Transport Department defines overall route organization and changeover
dates, informing the supplier accordingly.
Supplier responsibilities
The Supplier must strictly comply with the delivery request, the loading slots indicated in the Route
Sheet. (FCC)
During a reorganisation of transport, for example after a PTE, days and hours of loading indicated
in the FCC can change. In this case, it is important to always comply with the days and time slots
indicated in the DELJIT message of the Delivery Request.
The supplier must alert Transport Department of any delay (under its own responsibility or that of
the freight company), using the Incident Report Sheet in ELTA application (pending rollout).
With the implementation of the Odette Service Rate (TSO) this alert is all the more important as it
allows to correct the supplier service rate.
Remark: absence of Incident Report Sheet (for an incident of punctuality for which the supplier is
not responsible) lead to a supplier TSO penalization. In case of delay of the carrier, the supplier
must systematically create a Incident Report Sheet (FI), even if the carrier is supposed to do it
The supplier must inform the Transport Department of any failure by the freight company to comply
with the recommendations specified in the route sheet (equipment section) and of any impediment
to loading the quantities specified in the delivery order.
Note: Freight company responsibilities
The freight company must alert the Transport Department, using the Incident Report Sheet in
ELTA application, since it is unable to comply with the specified loading time or it suffers any delay
in loading owing to an event under the supplier’s responsibility.
3.2 Cube-out management

Cube-out refers to exceptional circumstances under which the quantities specified in a delivery
order exceed the loading volume specified in the route sheet.
Cube-out is usually managed by Renault, though in certain special cases the Transport
Department may instruct the supplier to manage cube-out.

Cube-out managed by Renault: transport resumption (“automatic” see example)

• Cube-out is automatically detected by the System and a Transport request on overload
volume is automatically generated in ELTA
• Renault Transport Department organizes transport accordingly.
• The transport ID for the additional lorry and the name of freight company are notified in
ELTA ( details in Transport Request) as from 16:00 the day before lorry departure.
For plants working in RAN mode with departure-mode delivery orders, the delivery order will have
two transport IDs:
1/ The Transport Identifier of the truck that was initially associated with the parts to be loaded in
this truck (which starts with the letter P)
2/ A blank transport identifier – to be recovered in ELTA, which can be viewed in the Transport
Request, associated with the parts to be loaded from the overload.
This request will be automatically sent from ELTA and the Transport Department is in charge of
integrating it with a transport order (that starts with the letter D)
Cube-out managed by supplier: no transport resumption (“no” see exemple)

On receiving a firm delivery order the supplier should check that the capacity of the transport
arranged by Renault is sufficient for the volume to be loaded.
If cube-out is detected, the supplier should enter an Additional Transport Request in ELTA
application, before 11:00 the day before loading.
If necessary, a transport request form is also available on the Supplier Portal.
For plants using RAN DL Departure, the Supplier should fill in cube-out RAN in Transport Request
(screen 2 in “request details”)
This request will be processed by the Renault Transport Department.
The supplier should make sure as from 16h his request has been taken into account in ELTA,
along with the assigned freight company and transport ID (that starts with the letter D).
3.3 Cancellations
A round may be cancelled in response to a null delivery order

Cancellations managed by Renault: optimized delivery orders (“DLO” see exemple)
The use of Optimized delivery orders, targets optimization of logistics resources and may involve
automatic cancellation of routes and rounds in response to null delivery orders.
In case of null Delivery Order:

The supplier is informed of cancellation on the delivery order.
• Transport annulment is automatically taken into account by Renault Transport Department
• Both the freight company and supplier will be informed of cancellation by the Transport
Department via ELTA.
Cancellations managed by the supplier (“vide” see exemple)

On reception of a null delivery order, the supplier should inform Transport Department of route
cancellation by entering a JIT (just-in-time) cancellation sheet, available in ELTA application.
It must be done before 11:00 , the day before the pick-up, specifying the round number and the
cancellation date.
The parts are acquired on the delivery day.
Special case of France-France Flow:

It is useless to acquire a cancellation on a regular circuit for a PUBLIC HOLIDAY delivery (e.g.: 1st
May/8th May, etc.).
When the sender cancels a rated loading circuit on a PUBLIC HOLIDAY, HE/SHE MUST FORCE
THE LOADING DATE TO ONE WORKING DAY.
If the supplier fails to notify Renault of a cancellation and a truck arrives at the supplier site to find
nothing to load, then Renault shall be entitled to claim reimbursement of transport cost.
4. Indirect scheduled transport

Indirect scheduled transport involves flows of parts from a supplier site to a client plant via across-
dock. It consists of:

• Pick up route: reception of parts in cross dock

• Linehaul route between cross-dock and client plant, organized by Renault Transport
Department
There are separates transport IDs for each route.
The arrival of the parts on the platform can be done in different ways:
• pick up: The platform provider organizes a circuit to go pick up parts from different suppliers
• collecting circuit: The Renault transport department organizes a circuit with one or more suppliers
in order to pick up the pieces before putting them on the platform.
• carrier lot: The Renault transportation department organizes the passage to one or more
suppliers in order to pick up the pieces before the truck passes through a platform to be completed
without being unloaded.
• "Franco" Supplier: The supplier organizes transportation to remove parts of the platform.
Organization of indirect scheduled transport:
• In each case The Transport Department will issue the supplier with the following details:
o Lead time
o Setting up date
o Plant(s) concerned
o Frequency
• The Transport Department informs the cross-dock that the supplier is to be included in its
pick-up or circuit collectage leading to the platform, or the lot porteur who will pass through
its platform or Franco delivery by the supplier
• The cross-dock informs the supplier of the pickup procedure, which involves a Demande de
Transport Standard in case of pick up, or collection procedure with “Avis de passage à
quai” standard, in case of collection , a carrier lot or Franco supplier.
The cross-dock and the supplier should negotiate pick-up time slots.
Special case for Mercosur suppliers: the collection route is managed by the Mercosur Transport
Department, so transport organization for indirect Mercosur suppliers is the same as for direct
transport.
In the case of a collecting circuit or a carrier lot, if there is nothing to load, the supplier must enter
the cancellation of the circuit in ELTA, to prevent the carrier and Renault Transport Department
that that the truck should not pass

4.1 Collection and line haul phases

The day before loading by 11:00, the supplier should forward to cross-dock a Renault Standard
Transport Order (OT) corresponding to the needs expressed by the client plant.
This order must be properly completed, and include the following information:
Supplier addresses and contact details
The removal date with the application of a protocol to the time slot (time slot negotiated between
the PF and supplier)
The number and type of HU, its dimensions, stackability and total weight (explained in detail by
GR).
The names of customer plants with destination terminals (optional delivery date because they vary
depending on the destinations).
The crenel of load will be officialised in the Demand of Transport emitted by the
Supplier with the Platform.
One single Transport request by sender account:

- Short version: supplier account - site code. Example: 012345-00
- Long version: 00 + supplier account - site code. Example: 00012345-00
Attention: Senders performing shipment for several suppliers must deliver as

much DT/BRE as sender account.
The sender account must be the same on all following documentation:
- DT
- BRE
- ASN

Transport order / Shipment summary (available on Renault Suppliers portal)
As from 11.00 a.m., the platform loads the truck of the received TR to organise its pickup rounds.
If the platform notes an important measurement to a customer plant, it then sends your TR to the
RENAULT Transport Department.
The Transport Department creates a direct transport request (supplier to plant) and allots an OT
No. to the haulier.
The platform then conveys the information to you (haulier + OT No.) by fax.
Any deviation with regard to the initial TR (HU to be more or less shipped) must be announced to
the platform before removal.
In case of more HU, the platform will give you its consent to load additional HU, In case the
platform refuses, you must then contact the customer plant.
The platforms will report the really loaded measurement to RENAULT, therefore it is very important
to announce the number of HU and exact weight to them.
The platforms are encouraged to provide to their suppliers a WEB application to declare transport
order.
This application belongs to the platforms, and each will be validated before their deployment. The
layout will remain the same as in the current form.
This application aims increase the supplier's declaration reliability, it also facilitate the volume size
calculation for the collection from supplier site and the shipment to Renault-Nissan Industrial sites.

4.2 Collection from supplier site

The driver arrives at the supplier site with the consolidated transport order, also known as the
collection sheet. After loading and checking, this sheet is filled in to become the shipment
summary sheet (BRE).
This document performs the following functions:
• It acts as a loading checklist.

• It lists supplier delivery notes.
• It states the lorry registration number and driver name.
• It is signed by the supplier and driver, then handed over to the driver.
• It is used for traceability purposes if a problem occurs.
If the load contains more packaging (HU) than what was indicated on the original Transport Order
document, then the driver can ask the supplier not to load the extra packaging (HU). If the supplier
refuses, then the following remark should be written on the consignment note (Waybill): "The
supplier has refused to leave behind the extra packaging (HU)". Renault has the right to re-invoice
the additional transport costs for delivering to the client.
If the load contains less packaging (HU) than originally predicted, the X-dock will ask for an
explanation and will investigate this difference. If the problem persists, Renault reserves the right
to re-invoice the collection transport costs when the supplier is proven to be at fault.
4.3 Management via cross-dock

Renault delegates the cross-dock with supplier quality management responsibilities as regards
fulfilment of pick-up times, reliability of dispatch notes (ASNs), and compliance with exceptional
transport programmes.
5. Non-scheduled transport
For non-scheduled transport between a supplier and a client plant in departure transport mode (ex
ramp-up period), shipments are managed by means of spot orders (OTs) as for cube-out process.
Non-programmed transport can be:

- direct circuit overload (see chapter 3.2)
- packing Transport Orders (OT)
- OT (not direct or expected indirect flow, see below)
Procedure to follow:
Case of automatic transport resumption:

• A transport request is automatically generated in ELTA
• Transport Department arranges necessary transport

• Transport ID and haulier coordinates are given in ELTA the day before shipment as from
15:00
Case of no transport resumption:
• The supplier should send a transport request using ELTA application, by 11:00 on the day
before shipment.
• For client plants working in RAN mode with departure-mode, the RAN numbers must be
précised in Transport Request form
• The Transport Department arranges transport to supply the client site .
• Transport ID and haulier coordinates are given in ELTA the day before shipment as from
16:00
In all cases, spot orders can be looked up using the ELTA application.
6 Empty packaging transport

6.1 Land transport
As for parts, the packaging transporting can be planned in a direct circuit, unplanned or planned by
the platform. This transport could be done using trucks that transports the parts or may be
separately managed (the truck that comes for loading the parts will not necessarily be the same
that returns the packaging). In case of standard packaging, the operation through OT (un-
programmed transport) should be privileged.
Note:
If the frequency of packaging return is on a daily basis, the closure day rule is the same as
for the parts: Only the national holidays will be followed.
If the frequency is less than a daily and the supplier uses the standard pool packaging, the
site forecasted closure day should be documented in the PVS, 2 weeks before the
forecasted date,
For the un-programmed transports, the Supplier is requested to ensure a flexible

organisation in order to allow unloading the empty packaging.
The supplier cannot refuse to unload the empty packaging when their return has been
validated with the plant and the delivery note is as per order.
7. Management of off-road periods and holidays

Certain legislations specify off-road periods (PNR) during which heavy goods vehicles (with gross
vehicle weight over 7.5 tonnes) are not allowed to use the roads without special dispensation.

The Transport Department makes allowance for plant closures during official public holidays, but
not for other holiday closures at the initiative of supplier plants. In all cases, shipments must be
made compliant with the usual instructions.
Therefore, to ensure procurement of your RENAULT customer plants, you must:

- either permanently keep shipping,
- or make your parts available at a nearby site (less than 25 km) and warn inform ALE-IO about it,
- or organise the transport yourself and cancel the truck passage with ALE-IO on the eve of
removal before 11 a.m.
A non working day can be associated or not to a off-road period
The Transport Department organises the expectation, doubling or cancellation of circuits by

working out a special transport plan (PTE) which temporarily substitutes the standard model.
If according to PTE, there is an estimated loading expectation as well as volumes which are still
forecasts, the supplier must respect the date documented in the PTE as the loading date. The
quantities to be delivered are to be validated with the customer plant.
The Suppliers have to comply with Special Transport plan forwarded:

- by the Department Transport for the direct flows
- by the platform for the indirect flows.
If according to the PTE there is a planned loads anticipation, by while the volumes are still in
forecast, the supplier has to respect as a load date, the date informed in the PTE. The quantities to
be delivered are to be validated with the customer plant.
For client plants working in RAN mode with departure-mode delivery orders, exceptional transport
programmes are notified via the delivery orders, which allow for these temporary changes.
8. Transport under supplier responsibility (Franco)

If transport is arranged by the supplier (arrival mode), the Renault client plant contacts the supplier
to schedule arrival of deliveries, and asks the Transport Department to issue a route sheet with
transport ID, for delivery tracking purposes. The transport ID will be sent in the delivery order.
Arrival-mode transport is not managed by the Renault Transport Department.
On the eve of the delivery on the platform, before 11:00 HF, the provider FRANCO must issue to
the platform on which he deliver his goods, a standard Renault form Avis de passage à quai.

9. Transport acceptance
The 3 acceptance conditions for a transport charter by Renault concerning documents to be
presenting at the supplier site are the following :
- The CMR or the IT number mentioned on the car letter.
- For circuits the FCC
- The security protocol of the suppliers signed.
10. Loading refusal

Transport loading refusal by a supplier scenario:
1. Tarpaulin break, hole in the floor, water presence into the trailer : Goods might be wet during
the transport.
2. Dangerous trailer: the bad state of the floor is an obstacle for the material handlings by the
back of the trailer.
3. Dangerous loading: Part of the freight is spilled or threatens to spill. It is not the responsibility
of the suppliers do to the restoration.
4. Trailer height at a lower dimension from the FCC without any derogation of the Transport
exploitation, For the elevated trailers, the broken elevation.
If the freight company and the supplier are in conflict, the supplier can ask for opinion to the
Transport exploitation.

X I I – S H I P M E N T P R E PA R AT I O N
1. Purpose ..........................................................................................................................2
2. Shipment ........................................................................................................................2
2.1 Definition ............................................................................................................................... 2
2.2 Explicit shipment / Implicit reception ...................................................................................... 2
2.3 Compliance with delivery order ............................................................................................. 3
2.4 Loading ................................................................................................................................. 4
2.5 Unloading (for arrival transport mode) ................................................................................... 5
3. Labels, packaging and palletizing ................................................................................5
3.1 Packaging ............................................................................................................................. 5
3.2 Purpose of labels .................................................................................................................. 6
3.3 Label content......................................................................................................................... 7
3.4 Different labels for different packs ......................................................................................... 9
3.5 Label position ...................................................................................................................... 10
3.6 Palletizing and label content ................................................................................................ 11
4. Administrative documents: Advanced Shipping Note (ASN) / Dispatch Note.......15
4.1 Advanced Shipping Note (ASN) .......................................................................................... 15
4.2 Dispatch Note (BL) .............................................................................................................. 19
4.3 Customs documents............................................................................................................ 20
5. Shipment process ........................................................................................................21
5.1 Recommended shipment process ....................................................................................... 21
5.2 Logistics Quality Assurance ................................................................................................ 26
Key actions
Never deliver parts early or late
Comply with palletizing rules, and identify each pack
Ensure data on labels, Dispatch Note and ASN match physical shipment
content
Issue full ASN on departure of lorry
Use reliable shipment process consistently meeting Renault’s implicit
reception requirements
Chapter XII – p. 2/26
1. Purpose
This chapter sets out Renault requirements on supplier shipments.
2. Shipment
2.1 Definition
Shipment involves physical and administrative components:
• Physical: pack preparation (packaging, labelling, palettizing) and lorry loading.

• Administrative: issue of transport documents (CMR, delivery note) and transmission of
dispatch note.
The shipping site will necessarily have to assure and guarantee the coherence between the
physical and informative streams, consequently he must be endowed with the means to generate
the dispatch advices and delivery notes.
The shipping site is also expected to use the Renault collaborative tools related to the shipping
process (PVS, ELTA)
These requirements are valid for a transfer of manufacturing towards a new site.
The main Renault requirements for labeling, palletizing, loading and delivery documents
conformity, are synthesized in documents "Contenu Eti-ASN” and" Palletizing - Load " available in
the on-line version (chapter 12, additional Information).
The first one is addressed to logistics engineers and IT specialists who define the parameters of
labels UC and UM, delivery note and shipping note.
" Palletizing and load " is intended for the forklift truck operators, who prepare physically the
expeditions.
These documents are at suppliers’ disposal for printing and on-site display.
2.2 Explicit shipment / Implicit reception

Every supplier is supposed to make "explicit" shipping guaranteeing a perfect coherence between
the physical contents of the truck, DN contents, shipping notice contents and labels contents.
The explicit shipping makes possible the Implicit reception, making possible abandon of the
systematic controls of received quantities.
This type of functioning is proposed with a Launch Letter addressed to the logistics Manager by an
implicit acceptance deployment Manager in the Customer plant. The supplier must meet the
criteria below to pass to implied acceptance, calculated on the previous 6 months:
© RENAULT 2012 – All rights reserved SUPPLIERS LOGISTICS GUIDEBOOK

• shipping notice presence compliance rate greater than 99%

• overall quality of the shipping advice 100%
• not more than one dispute per month
• no involvement in the line stoppage or incompletion
The supplier must do a self-assessment of his/her shipping process, by means of a questionnaire

proposed by the deployment Manager
The supplier logistics performance must be confirmed by the audits to acceptance of trucks in the
plant’s Terminal, to verify:
- the quantitative compliance (number of HU, number of parts/HU or number of

parts/PU)
- the Delivery Bill quality
- compliance with palletizing, labelling and its legibility rules during loading
- the Waybill quality
- the loading plan
The process is finalised by issuing a memo on the decision of passing to Implied Acceptance and
the date of its application.
Case of a supplier’s failure in IR
In case of a unique or special problem, the supplier remains in Implied Acceptance. He will be
contacted to discover the root of the problem.
If the maintenance conditions in implied acceptance are no longer fulfilled for multiple or recurrent
failures, inspection on acceptance will be restored.
2.3 Compliance with delivery order

2.3.1 RAN mode
The supplier must fulfil all RANs on the delivery order: no more and no less.
The entire delivery request RAN must be delivered in full.

The supplier must not advance or delay delivery of any RAN.
Renault defines advance delivery as any of the following:

• Shipment of RAN with more parts than requested
• Shipment of RAN ahead of specified time (including inversion of two RANs with two different
transports)
• Shipment of parts without Renault firm delivery order and RAN
SUPPLIERS LOGISTICS GUIDEBOOK © RENAULT 2012 – All rights reserved

Service rate is not only evaluated as RAN over a day’s deliveries balance; it also takes into
account the respect for the time slots and for the quantities RAN by RAN (see Chapter XIII)
Variable-quantity RAN
If, for a given RAN, the Supplier does not ship the expected quantity of parts, he must not make up
for the deviation on his own initiative on the following RAN; the deviation will be handled by a RAN
Balance sent subsequently.
Quantity shipped RAN covering shortfall
Null Original RAN
Partial Balance RAN
Any partial shipping settles the initial RAN and generates a RAN Balance for the remainder
Fixed-quantity RAN
The supplier cannot perform partial delivery on a fixed-quantity RAN. The original RAN remains
unfulfilled.
For partially delivered RANs , the suppliers will receive Emergency RAN with the date of receipt
when the integral RAN is to be delivered.
Delivery of partial RANs generate the quantitative litigations.
Quantity shipped RAN covering shortfall
Null Original RAN
2.3.2 Non-RAN mode

The same rules apply in non-RAN as in RAN mode: the supplier must comply strictly with the
delivery order. Early and late deliveries are not allowed.
2.4 Loading
The supplier should group packs by unloading point at the client plant.
The loading plan describes the

configuration of packs in

the trailer, wagon, container etc., typically consistent with the order in which they are to be
unloaded at different points at the client plant.
The supplier must comply with the length allotted for its loading. In case of disagreement with this
value, the plant must be informed about it as soon as possible.
In case the parts remain in the loading bay, the supplier must prepare a ELTA incident sheet within
an hour after the loading
The contents of the same RAN (or Delivery Note) must never be charged in several
transports.
Regarding cube-out management, see Chapter XI – Transport.
L3P-CPL2 logistics
The supplier should load packs so that they can be unloaded in the correct timeslot order.
2.5 Unloading (for arrival transport mode)

In arrival mode, supplier responsibilities are as follows:
• Load full packs on lorries at supplier site compliant with loading plan specified by client plant.
• Provide transport from the supplier shipment site to the client reception site
• Dock lorry and open it ready it for unloading
• Provide transport of empty packs from the client reception site to the supplier shipment site
• Unload empty packs at the supplier site
The supplier’s haulier can only unload after the formalities related to a transport appendix
requirement have been carried out (and appear in the FCC in particular), as well as a prevention
plan established, especially a safety protocol.
Note: Unless specified otherwise, the client plant is responsible for unloading full packs and
loading empty packs for return.
3. Labels, packaging and palletizing
3.1 Packaging
The supplier sends goods packaged as specified in the Packaging Data Sheet (PDS). PDS
specifications include type of pack and quantity of parts per pack. For full details, see Chapter IX –
Packaging.

3.2 Purpose of labels

Labels have two main purposes:
• Packaging identification
• Flow control
Important: the label content must reflect information from both Delivery order and Dispatch note
Label ETI 1: Large packagind
Label ETI 9: Small packaging

3.3 Label content

The supplier must use standard Galia / Odette labels as recommended by Renault / Dacia
(ETI 1 / OTL 1 & ETI 9 / OTL 3).
Full details are available on the websites www.galia.fr and www.odette.org
The RAN number is not indicated on labels.
Reminder: the document “Content of Eti-BL-ASN” and “Palletizing –loads” are at the supplier
disposal to illustrate the rules clarified in this paragraph.
3.3.1 Legibility of the label/coded information

The handling personnel of the grouping centres must read the “Seller” information and
“Label No.” To enhance the reading reliability, the 128 bar code is to be preferred to code 39.
For the Seller Code, the coded information must be of the V00000000 type: letter V to indicate the
Seller account, followed by your 8-digit account number (e.g.: For the supplier site account
099999-04, the coded information must be V00099999)
For the HU Label No., the coded information must begin with the S, M or G1 characters, followed
by the
HU label number. This number must be unique in the information system of its issuer, for a
duration of at least one year.
To comply with the Galia-Odette standard, the label number must be represented by a maximum
of 9
numeric characters.
Note: The letters used in the codes do not come in front of the uncoded information, but they
are found in brackets on the right of the area description. Example: Label No. (S).
Important: The label must show the DR and Shipping Notice information:
- Recipient heading must be the one in the DR: The supplier must make sure of this because
inaccuracy at this level disrupts the operation of the grouping centres and can result in diverted
consignments (at the expense of the supplier)
- The HU label No. must be the same between the label (uncoded and bar code) and the
Shipping Notice, without special characters like * or spaces (e.g. if the No. in the Shipping
Notice is S012345, the label No. S12345 will cause an error)
The bar code of the HU No. must include the letter S, M or G:
- (S), for the product identification label on boxes, cardboard boxes and simplified HU label
(when the PU is identical with the HU)
- (M), for the main homogeneous HU label containing several PU (labelled with the S identifier)
of the same product

- (G), for the main mixed HU label, meaning it contains several PU (labelled with
the S identifier) of different products
To respect the Galia-Odette standard , the number of label must be represented by 9 digits
maximum.
Remark: letters used in the codes do not precede the information in clear but they are
between brackets to the right of the zone description. Example: N° label (S).
In order to avoid confusion between the invoicing address and the recipient address, the
name of the recipient must be indicated in the file “Name of the Customer Sites” in the
Additional Information column of chapter XII: The supplier must refer to this as inaccuracy
at this level disrupts the functioning of the cross docks and can cause returns to sender.
3.3.2 New part coding system

Harmonization across the Renault-Nissan Alliance brings a new coding system as from 1 January
2008. The previous Renault coding (numerical and non-deterministic) is replaced by a new
alphanumeric and deterministic system.
An internal algorithm generates a “Work Instruction Code” check key on two alphanumeric
characters. A part keeps the same work instruction code all the time. The code is common to all
plants and notified by the client plant at the start of the project. It forms an integral part of the part
number.

3.3.3 Specificity of the CPL2 L3P flow
One particularity of CPL2 L3P flows is that the Document n° field of the label (HU and PU) shows
a routing code comprising distribution zone and time-slot, in the following format:
SE 22/05 14.00
3.4 Different labels for different packs
PU label HU label
Small pack OTL 3 OTL 3
Large pack OTL 1 or OTL3
Bi-material ETI 1 labels are forbidden.

On explicit request from the client, the supplier will use the ETI 9-1 label.
3.5 Label position

The supplier must comply with label location rules:
• A pallet must be labelled once.

• Small packs: PU label in label holder (or stuck on the box)
• Palette of small packs: HU label in label holder to left of top layer, with read access
unobstructed by cover.
Label to be on visible side during unloading. In case of film-wrapped pallet, the label must be
pasted on the film wrap for the AILN.
By default, the label is placed on the shorter side of the palette (width).
• Large pack: label in label holder (or stuck on the box).

The label must under no circumstances be pasted on top of the packing.
The following 3 plans present the letter preceding the label number, according to the types of
palettes and label position. The red circle surrounds the HU label which will be zipped:
S G S S S M S S S
S S S S S S S S
If there is not a label holder on the pack due to the degradation, please follow the
recommendations of chapter IX § 5 to repair damaged packaging,
3.6 Palletizing and label content

The supplier must comply with the rounding specified on the delivery order, and with
palletizing rules defined in PDS sheet
-Plastic containers must be shipped on plastic pallets:

- Film wrapping and strapping the plastic pallets, even holding a single container, is to be
prohibited (unless otherwise indicated by the customer)
- If the full standard containers do not allow a complete bed to be made, it must be completed with
empty packing of the same type, in such a way as to ensure pallet stackability and stability:
These rules also apply to the lost packing, to be stacked in wooden pallets
In case of an additional empty packing, declaration must be made in PVS.
Note: for AILN delivery, please refer to the Packaging Guide for AILN, available on Logistics
Guidebook site.

3.6.1 Classic flows

3.6.2 CPL2-L3P logistics

CPL2 palletizing can be single or multiple references. This solution is set up on Renault’s
suggestion with regard to compliance with the economic and technical requirements.
(see the L3P-CPL2 requirement of the on-line version and according to the process presented in
chapter IX §3.5).
The type of plettizing to be used, described in the L3P-CPL2 Palletisation Contract, will be
recorded in the DCL sheet. (Description of Logistics Conditions)
Typical palletizing contract:


4. Administrative documents:
Advanced Shipping Note (ASN) / Dispatch Note
Reminder: the document “Content of Eti-BL-ASN” and “Palletizing –loads” are at the supplier
disposal to illustrate the rules clarified in this paragraph.
4.1 Advanced Shipping Note (ASN)

The Advanced Shipping Note -ASN (also known as the AVIEXP) is the message which allows the
client plants to follow the delivery flow of its parts, from the moment when they leave the Supplier’s
picking site to when they reach their final destination. It is made up from the real number of loaded
packaging (for example by scanning the label barcodes when the packaging is in the loading zone
" truck image "). The ASN must comply with 3 key requirements:
Absolute match between ASN data and physical shipped content (quantity, weight) in order
to avoid quantitative disputes in client plant or when passing customs).
If the RAN functions is a fixed quantity: associate the RANs with each PU in compliance with
the structure of the client’s delivery order (DL).
• The message should be sent when the lorry departs the picking site (to avoid penalizing the
Odette Service Rate and to allow effective departure tracking)
• The message should comply to the required format (see Chapter VI – EDI and Web EDI)
Delivery tracking by the Renault client plant starts with departure of the parts from
the supplier shipment site, and uses the data provided in the ASN (mainly RANs,
quantities per pack, and PU and HU numbers). Any error on an ASN will disrupt
the supply tracking process.
It is crucially important that the ASN be sent on departure of the transport (not before or after) and
that the information be scrupulously accurate.


Dispatch note
Segment key Format Details
/ASN data
Dispatch Note / BGM+351 AN17 Type of control: Syntactic check
ASN number Comments: Generated by supplier, but no longer than 17
characters
Important: If some zeros at the beginning, these have to
appear on ALL the documents. The supplier has to guarantee
the uniqueness of every Delivery Note (BL) number issued over
one year.
Dispatch note DTM+137 AN12 Entered by supplier when message created.
/ASN creation Format: YYYYMMDDHHMM
time/date
Order number RFF+ON AN17 Sent in Delivery Order (DL) with key RFF+ON.
Recipient NAD+CN AN20 Generated by supplier consistent with values of recipient codes
for each plant, as defined in list of Renault plant codes (Site
EDI).
Shipping Site NAD+CZ AN10 Type of control: Comparison of the content of the ASN
segment with that of the Delivery Order (DL).
Comments: Sent in Delivery Order (DL) with key NAD+CZ. If
this information is not sent in Renault’s DL, the supplier must
document the shipping site code defined between Renault and
the Supplier.
Dispatch Note DTM+11 AN12 Type of control: Syntactic check + check of the coherence of
/ASN timestamp the timestamp.
Format: YYYYMMDDHHMM
Comments: Must correspond to the Day /Hour of departure of
the truck. Must never be documented by default with zeros.
Unloading point LOC+11 AN12 Type of control: Comparison of ASN content with that of the
Delivery Order (DL)
Comments: Sent in Delivery Order with key LOC+11.
Important: The assembly line needs to be added in case of
CPL2 flow.
Gross weight MEE+AAX+AAD+KGM N8 Type of control: Check of conformity and coherence.
Comments: Important: If decimal, express 3 figures after the
comma. If rounded (only at the end of the calculation), express
in the superior unit. The gross weight is informed by the
supplier according to its documentation and in coherence with
the reality of the shipment.
IT Number RFF+CRN AN10 Type of control: Syntactic check
(Transport Comments: Usually sent in Delivery Order (DL) with key
Identifier) RFF+AEM.
Important: If the IT number is not available in the DL (non-
scheduled flows, overflows, urgent transport etc.), the supplier
must create the IT number, by hand, following the syntax
described in Chapter XI. 10 characters: 1 letter + the day of the
year (3 figures) + the circuit number ( 4 figures) + the tour
number (2 figures).
Registration EQD+TE (by road) AN10 Type of control: Syntactic check depending on declared
number or EQD+CN (by sea) AN11 transportation mode.
container number EQD+RR (by rail) AN11 Format: By road: 10 characters: min. 5 character, max. 10.
EQD+UL (by air) AN11 Only figures and letters (at least 1 numeric)
By sea: 11 characters: 4 letters + 7 figures
By rail: 11 characters: 4 letters + 7 figures
By air: 11 characters: 3 letters (AIR) + 8 figures
Comments: There should be a perfect coherence between the

informed way of a transport and the data of the segment.
Total quantity of QTY+12 N10 Type of control: Comparison with Delivery Order (DL)
parts segment QTY+131
Comments: The quantity of parts can be changed and
adjusted by the supplier before departure of the lorry in order to
correspond with the real physical load.
Important: The total quantity for the part nbr in ASN (QTY+12)
has to correspond to the sum of the multiplication quantity
of parts per packaging * nbr of PU label numbers for the
part nbr. In other words Ʃ(Qty+52*Nb GIR+3) to avoid any
incoherence.
Part number code LIN+ AN10 Type of control: Comparison with Delivery Order (DL) segment
key LIN+
Part description IMD+ AN20 Sent in Delivery Order with key segment IMD+
Number of PUs PAC+Nb++Packaging N17 Type of control: Nb represents the quantity of packaging and
and PU type code::92 the packaging code.
Important: The Nb must be same as the Nb of PU labels
declared in GIR+3 segments. The packaging code must be
recognised by Renault’s packaging database. In the case of
using substitution packaging, the code must be the one defined
by Renault and corresponding to the actual packaging used.
Quantity of parts QTY+52 N10 Entered by supplier;
in PU
HU label number RFF+AAT N9 Generated by supplier to match HU labels.
Important: The HU label numbers in the dispatch note must
exactly match those on the physical HU labels and the ASN
message, including the zeros at the beginning if they exist.
PU label number GIR+3: PU label N9 Generated by supplier to match PU labels.
/ RAN number number: ML + AN8 Important: The PU label numbers in the ASN must exactly
RAN number: BU match those on the physical PU labels and paper Dispatch
Note. For big packs, PU label numbers equal HU label
numbers. Otherwise, PU label numbers have to be different
from HU label numbers. They must be unique and different for
all Renault clients.
The RAN number is sent in the delivery order with the segment
key RFF+CW and every RAN will have an associated PU.
Important: if RAN number is not sent in delivery order, it must
not be transmitted in Dispatch Note / ASN.

4.2 Dispatch Note (BL)

The Dispatch Note must be absolutely consistent with the physical shipment content and the data
informed in the Dispatch Note.
Dispatch Notes are in IAE V3R0 format unless otherwise required under national regulations.
The Dispatch Note must give the trailer registration number and the transport ID and the related 8
digit vendor code.
There should be a single dispatch note per unloading point, and not per palette.
Date and time details on the delivery note depend on whether or not transport is under the
supplier’s responsibility:
• If the supplier is on departure Delivery note, the top right of the delivery note should show the
date and time of actual shipment, plus the date and time of arrival at the client plant.
• If the supplier is on arrival Delivery note, the top right of the delivery note should only indicate
the date and time of arrival at the client plant.
Typical Dispatch Note:

Actual departure and arrival
times
RAN
Lorry Registration number & transport ID
The information on the Dispatch Note must match that of the firm delivery order (dynamic
information).

4.3 Customs documents

The supplier must provide the following documents for customs clearance purposes:
• Invoice
• Dispatch note
• Certificate of origin (unless included on invoice)
• Transport bill (CMR/TIR, CIM, AWB, bill of lading)
• Packing list
All these documents (signed originals) should be in English and, if necessary, in the language of
the country to which the goods are being delivered.
The supplier must send all the documents to the customer site for clearing the goods
- The original and the photocopy of the shipping invoice also called as proforma invoice.
- the original of the payment invoice if the transportation is by air
- Original of the packing list
- Original of Bill of lading (depends on the country), or sea waybill (original or photocopy) or
the original of the Air waybill.
All import operations must comply with local customs regulations, which may require special
formats or documents such as the following:
• Certificate of compliance
• Plant health certificate
• Special documents for hazardous substances
• Insurance certificate
The supplier must keep informed on the documents required for customs clearance in different
countries. A useful export guide is available on the European Community website.
For each delivery, before proceeding with shipment the supplier should run a thorough check on
data consistency (in particular the weight), both across its own documents and with the documents
submitted to the customs authorities in the country of import.
The supplier should also make sure that full data and all required documents are supplied within
the required time limits for clearance with the customs service at the import site during
administrative reception of goods.

5. Shipment process
5.1 Recommended shipment process
To ensure compliance of shipment and related documents, the supplier is advised to follow the
shipment process set out below. Any other process may be used provided it offers the same
reliability as regards consistency between the following:
Delivery order
Transport
Delivery Note (BL)
Advanced Shipping Note (ASN)
HU and PU labels
Supplier implementation of a reliable shipment process brings the following benefits:
• It enables Renault to practise implicit reception. For vehicle/powertrain projects, this

target is to be reached by the PT1 production plant handover milestone.
• It enables the supplier to attain an optimum service rate.
Prepare for loading

The supplier prepares for loading using a checklist corresponding to the Renault delivery order. In
arrival transport mode, the supplier calculates the time of departure on the basis of the notice
negotiated with the Renault client plant.
The Supplier is reminded that, during part manufacturing as much as during its preparation for shipping
(shipping and loading), he/she must comply with the reliability/safety standards decreed by the AEO
regulation (if it is made in Europe and not AEO-certified) or any other corresponding regulation which is
recognised by the AEO.
Preparation list example
Delivery place
Reference
Quantity
Delivery day
Loading time
Commentary
Transport
Before loading begins, packs are brought to a lorry image area (an exact replica of the actual
loading area) for a loading simulation. (Otherwise, if parts were loaded directly off the production
line or from stores, the whole lorry would have to be unloaded on discovery of a loading error at
the end of the loading process.) To handle re-labelling, the supplier implements a poka yoke
process for foolproof matching.
Storage of cardboard boxes
Stacking must be done with the modules having same dimensions. The position of the pack in a
stack is related to its weight. The heavy packs are to be placed at the lower level. The height of the
stack will differ for the static storage and for the transport. The heavy packaging is always at the
lower level.
- Classification of UMs (modules) into 3 groups according to their weight P (see the HU label):
Top = 250 kg maxi

The static stack (maxi load of 1500 kg)

Middle = 250 à 500 kg
maximum quantity stacked in static mode
2E / 5K 3 on 1
Bottom = 500 à 1000 kg 3P / 3G / 3E 4 on 1
4H / 4G / 4C / 4L / 9K 6 on 1
8L 7 on 1
The load in dynamic storage must not to exceed 750 kg for packaging heavier than 250 kg and
500 kg for packaging lower than 250 kg.
The examples of configurations for the transport:
M H 750 Kg
175 Kg B
250 Kg maxi
M 750 Kg
200 Kg M
B 500 Kg
375 Kg B
B
B 750 Kg
1000 Kg 1000 Kg
Important: While stacking, the variation of the packaging alignment with the surfaces of lower
modules should not exceed 3cm. The solidity of cardboard kits must be reinforced by strapping it
with 2 lines or stapling the cover of the module.
If there is a risk for quality if stacking the modules, a pictogram fixed on the module will indicate the
prohibition of stacking.
For more information: See the document “Storage and Handling Recommendation for Customers
and Platforms” available in the Guidebook online, Additional information in Chapter XII
Enter loading data by zipping (or equivalent process)

PU labels are zipped to create the HU label. In RAN mode, RANs are matched against HU label
numbers. (PU and HU label numbers are matched at the palette packing stage). The resulting
match-up of RANs, PU numbers and HU numbers appear in the ASN. Once loading
preparation has been completed in the lorry image area, HU label numbers are zipped.

Correct any discrepancy between load and delivery order

Quantities zipped in the lorry image area are checked against the quantities specified in the
delivery order, to make sure the load complies with the delivery order. If a discrepancy is detected
(be it positive or negative), the supplier corrects this applying a formalized process. All HU labels
are then zipped again to make sure that the ASN and delivery note do indeed match the actual
load. On completion of this stage, the ASN is drawn up in the supplier’s information system.
Load lorry
The lorry is loaded applying a loading plan that allows for the unloading order at the client plant
road terminal.
The supplier is always in charge of loading the parts into the truck (regardless of the loading area),
under the driver’s control.
Co-sign loading papers

The driver and the supplier jointly check the number of HUs loaded then co-sign the transport
papers (or CMR, for international transport). The number of HUs is entered on the CMR. This
document will be handed over by the driver.
Send ASN (AVIEXP) message and print Delivery Note (BL)

The shipment station must be organized and equipped for printing delivery notes and issuing
ASNs. When the lorry is closed and not before,, the ASN is sent and the delivery notes are
printed and handed to the driver. If the supplier is loading from more than one road terminal, an
overall ASN per loading point is sent from the last terminal to perform loading.

5.2 Logistics Quality Assurance

5.2.1 Process synoptic
The supplier should describe the shipment process in the form of a synoptic identifying each of the
operations involved. This will facilitate operator training and process optimization under exemplary
quality conditions.
5.2.2 FMEA process

FMEA (Failure Mode Effects and criticality Analysis) should be set up to identify and eliminate (or
minimize) potential causes of defects or failure in the shipment process. The FMECA document
should be submitted at the audit.
Analyse Des Modes de Défaillances Et de leur Criticité - FMEA - Failure Mode and Effect Analysis
Operation Clas Causes process
N° N° Conséquence(s) du mode de Pilote Délai
G se F D IPR G F D
N° opé
Process function Mode de défaillance Potential cause(s)mechanism of Prévention Détection Action(s) corrective(s) Action(s) réalisée(s) Date effective
mode effet défaillance et effet(s) client Responsabi Target
Exigences Potential failure mode S Clas failure O Prévention Détection D RPN Recommended action(s) Action(s) taken Efective date S O D
(Mxx) (Exx) Potential effect(s) of failure lity completion date
Requirements s
Care points and

training ensure
Package damaged during visual
Damaged or lost parts Risk of production disruption at damage package All damaged boxes returned toproduction cells for
Picking and despatch 1 3 A picking or pick an already 1 control 3 9 JS 01/01/2005 In place 01/01/2005 3 1 2 6
1
delivered to customer customer always returned to repackaging under controlled enviroment

damaged package 100%
production cell for
repackaging
Send the wrong Implement barcode scanning software, parts

Wrong part at customer Human picking error at visual XPPS XLOG scanning
part/package to wrong Take out human scanned against electronic picking list with system
Picking and despatch 1 production line Risk to stop 5 A picking stage, incorrect part 1 control 3 15 JS 01/05/2005 system implemented, 01/05/2006 5 1 1 5
1
customer, error at picking error element check to ensure only parts for that customer are
customers production line number picked 100% zero errors since
stage despatched, incorrect parts are blocked
Implement barcode scanning software, parts

Human picking error at visual
Send the wrong qty of over stocking or insufficient Take out human scanned against electronic picking list with system XPPS XLOG scanning
Picking and despatch 1 3 A picking stage, incorrect qty 1 control 3 9 JS 01/05/2005 01/05/2006 5 1 1 5
1
parts to customer stock at customer error element check to ensure correct quantity of parts are being system implemented
picked 100%
shipped, incorrect quantity blocked

X I I I – M E AS U R E M E N T AN D M AN A G E ME N T
O F L O G I S T I C S P E R F O R M AN C E
1. Purpose ................................................................................................................2
2. Logistics key performance indicators ...............................................................2
2.1 Service rate ............................................................................................................... 2
2.2 ASN quality ................................................................................................................ 4
2.3 Logistics non-compliances ......................................................................................... 4
3. Logistics targets..................................................................................................5
3.1 Communication of logistics targets............................................................................. 5
3.2 Monitoring of logistics performance............................................................................ 8
4. Logistics performance management ...............................................................10
4.1 Principles ................................................................................................................. 10
4.2 Performance monitoring with IPPRF application ...................................................... 10
4.3 Liaison with Renault correspondents ....................................................................... 12
4.4 Guidance from client plant ....................................................................................... 12
4.5 Guidance from Logistics Department ....................................................................... 15
4.6 Capacity audit .......................................................................................................... 15
4.8 Supplier action tracking............................................................................................ 16
4.9 Hotline ..................................................................................................................... 16
Key actions
To understand performance indicators
To validate logistics targets and to implement action plans to reach them
To liaise with Renault correspondents to monitor performance using the shared
applications IPPRF and GQE
Chapter XIII – p. 2/16
1. Purpose
This chapter examines measurement and management of Supplier logistics performance, with a
view to constant improvement through metrics, guidance, action and day-to-day adjustment.
2. Logistics key performance indicators

Logistics performance is measured using a number of indicators, listed in the IPPRF application
accessible from the Supplier Portal.
The three main weekly indicators are: service rate, ASN (AVIEXP) quality and logistics non-
compliances:
To know the indicators on which the Purchasing Department manages each supplier, refer to
the Letter of objectives circulated by the Purchasing Department at the beginning of the year
(see example below)
2.1 Service rate

Daily respect
”Daily respect” is calculated on arrival at the client plant, regardless of transport clause. It
measures actual delivery of requested quantities
Supply in RAN :
Sum of triplets of all days’ RANs delivered by end of day

Daily respect =
Sum of triplets for RANs expected in day
Supply in shortfall mode (difference between reach figure and target figure) :
Sum of triplets with a positive or null shortfall

Daily respect =
Sum of active triplets
An e-learning module on service rate measurement is available on IPPRF Logistics \ Training

\ Rules of Computation of the Daily Respect (Module A2)

Odette service rate
The Odette service rate is calculated in departure or arrival mode, depending on Incoterm. It
measures compliance with quantity, time-slot criteria for each RAN.
Sum of RANs complying with the time slot AND quantity criteria
Odette service rate =
Sum of expected RANs (according to Incoterm)
A RAN is correct if it comply with the following criteria:
• Quantity
• Departure mode : The supplier ships strictly the quantity specified in the Delivery Order
• Arrival mode : The supplier deliveries strictly the quantity specified in the Delivery Order
•
• Time-slot
• Departure mode : The supplier ships on the time-slot specified in the Delivery Order
Remark: In 2013, the advance time will be not managed, and the TSO will be not penalized with this criteria.
• Arrival mode : The supplier deliveries on the time-slot specified in the Delivery Order
Case 1: Departure mode: Measurement on departure from the supplier’s site The Shipping
Notice must be issued when the truck departs and in the time slot specified in Delivery Order
The punctuality respect will be measured by comparing the DTM+11 segment key of the ASN
with the time slot specified in the Delivery Order.
Above and beyond this period, the Odette Service Rate will be penalised.
Case 2: Arrival mode: Measurement on arrival at client site.

The Supplier should make sure that goods were received at client unloading point, within time-
slot specified in delivery order.
Example of calculating
For each shipping or delivery RAN

RAN OK 1
Delivery orders: RAN 1 RAN 2 RAN 3 RAN 4
(*) Expected 4
Punctuality 0 0 1 1 RAN
indicator
Quantity indicator 1 0(**) 0 1
TSO 25%
Supplier TSO KO KO KO OK
For more information , an e-learning module on service rate measurement is available on

IPPRF Logistics \ Training \ Rules of Computation of the ODETTE Service Rate (Module
A2)
Remark: As from the switch on of a plant to TSO, the performance of its suppliers will only be
calculated according to this indicator

2.2 ASN (AVIEXp) quality

The Advanced Shipping Note (ASN) quality indicator measures the quality of EDI messages
sent by the Supplier:
Total number of ASN meeting all quality and presence criteria

ASN quality =
Total number of ASN sent by Supplier and received at the CSR
An e-learning module on service rate measurement is available on IPPRF Logistics \ Training

\ Rules of Computation of the ASN Quality (Module A3)
A new measurement of ASN quality - Incoming Quality Process Revision (IQPR) - is now
available to the suppliers via the IPPRF – L tool.
This new measurement now includes AILN flows, X-Docks and SFKi plants. It aims at allowing
suppliers to be autonomous when trying to improve this KPI. Via the IPPRF-L tool, the supplier
will be able to see all the information relating to his captured ASN messages (available to the
client for an automatic administrative reception) but which contained errors.
Please find further details about this new measurement and practical information on how to use
the tool to help you set up action plans and improve this KPI in the user Manual called
“MANUAL AND OPERATING PROCEDURES OF ANIMATION OF THE AVIEXP QUALITY”
available in the “Complementary Info” column of the Suppliers Logistics Guidebook, associated
to Chapter XIII.
2.3 Logistics non-compliances

Client plants use the GQE application to report Supplier logistics noncompliances (cause
and effect) with respect to the requirements set out in the Suppliers Logistics
Guidebook. The parts controller will inform the Supplier within 48 hours of such non-
compliance being detected. An incident is classified as “major” if the effect of the non-
compliance (regardless of cause) has an impact on flows at the client plant.
Effects of logistics non-compliance
Effect Definition Unit

MAJOR INCIDENTS
Vehicles or powertrains not made during plant working time,
Assembly line stoppage
owing to shortage of parts
Vehicles or powertrains with one or more parts missing at Vehicles /
Incompletes
assembly point, owing to shortage of parts powertrains
Break in assembly line
Change to validated vehicle assembly sequence
cycle
Machining line stoppage Machining line shutdown. Minutes
Break in machining line
Change to validated machining sequence Parts
cycle
Special transport Taxis (air, road or sea) paid by Renault following shortcomings Taxis

of level-1 Supplier
MINOR INCIDENTS
Disturbance to physical flow (unpack, repack, etc.) caused by
Physical disturbance
logistics failing
Declarations
Extra administrative reception workload caused by logistics
Administrative disturbance
failing
Most frequents causes of logistics non-compliance
Generic cause Description Unit

Packaging not compliant with specifications
Packaging Packaging damaged (handling or safety problem) Packs
Quantity per pack not compliant with specifications
Noncompliant label
Labelling Packs
Label-item mismatch
Delivery note illegible or unusable
Delivery document Delivery note missing Delivery notes
Delivery note documentation incomplete or erroneous
Discrepancy between delivery note, ASN and physical
Quantity discrepancy Parts
quantities
Load not compliant with loading plan
Transport Packs
Noncompliance with safety instructions
Synchronous flow Sequencing errors: parts missing in sequence Parts
Non-respect of delivery
Advance or delay with respect to delivery order Parts
time-slot
Noncompliant ASN ASN missing or noncompliant ASN
An e-learning module GQE on service rate measurement is available on Logistics Guidebook

site \ Training \ Rules of Computation of logistics incidents (Module A4)
3. Logistics targets
3.1 Communication of logistics targets

In December or January the Supplier Account Manager (SAM) informs the suppliers by mail of
the Logistics targets. In some cases, the Supplier may be required to formally validate the
targets set by responding to the Purchasing Logistics Performance Contact (See Chapter IV for
coordinates)
Suppliers should:
• Understand the targets set
• Validate the targets (if so requested)
• Formalize and implement action plans to reach the set targets (specifying actions,
people and deadlines), and present these plans at performance audits or reviews


Typical response to notification of logistics quality targets
Areas to be completed by Supplier

3.2 Monitoring of logistics performance

Preparation for performance review
The Supplier account manager will monitor fulfilment of logistics targets at performance reviews.
The Supplier will prepare for performance reviews on the basis of logistics data coming from
IPPRF Logistics and provided by the Supplier account manager.
Performance
Items Measure relative to Comments
objectives
Delivery accuracy The 6 months The service rate is lower than 94% so the
- Production parts cumulated
logistic quotation is 1 (inadequate performance).
January The 2007 objective is 94% (XXX made a proposal
- After sales parts service rate is at 87% !)
85% The following sites have to improve their
service rate :
XXX (88%) and YYY (85%)
The service rate of the following parts has to
be improved very quickly
DIRECTION MÉCANIQUE G -8200565645
and COLONNE DE DIRECTION GAUCHE
ÉLECTRIQUE -8200307154 and BOÎTIER
DIRECTION X85 RS -8200440487 and
DIRECTION MANUELLE GAUCHE -8200124408
and HAUT DE COLONNE GEN2 J77 SA G PTI
MOTEUR -8200307151
Number of logistic In 6 months 20 logistic incidents: 12 EDI quality, 3 deliveries
incidents cumulated delays, 3 wrong packagings, 2 wrong quantities.
(Incomplete, loss January : 19 logistic incidents for XXX, 1 uncomplete
of fabrication…) 20 logistics
incidents vehicule for YYY
EDI Renault The ASN quality is NOT managed (0%) and the
performance is very far away from the 2007 target
of 100%. The cause of this low performance is a
bad documentation.
It must be improved very quickly because of the
deployment of the Cindi project
The Supplier is required to analyse the causes of any non performance.
Service rate:
• Determine items with biggest negative impact on weekly service rate

• Grade causes (Pareto) of problems for these items
• Put forward action plans, specifying who they are run by, and when they will be
producing results
• Estimate when targets will be reached
•
To analyze the reasons of low service rate, we recommend the use of a specific Excel tool
available in on-line version of Guidebook

Logistics incidents:
• Put forward action plans resulting from logistics 8D operations
The Supplier should submit full details on this 3 indicators analysis at the performance
review.
Request for Global MMOG/LE self-evaluation
If logistics performance is considered unsatisfactory, the Purchase Department or DSC, may

ask the Supplier to carry out a self-evaluation to the Global Evalog MMOG/LE standard (Global
Material Management Operations Guideline / Logistics Evaluation)
Supplier should commit:

1 – to respond to SAM request by completing the document (see below) and returning
it to the Contact Purchasing Logistics Performance (See Chapter IV for coordinates)
within one month, specifying the expected evaluation date.
2 – to complete the Results and Fault analysis tabs in the Global MMOG/LE self-
evaluation grid (Excel format), and return the file to the Contact Purchasing Logistics
Performance (See Chapter IV for coordinates) and to
GlobalMMOGLE@renault.com .
The ensuing action plan should include details on the person responsible for carrying
it out, and the completion deadline (see example below).
Typical letter requesting Global Evalog MMOG/LE evaluation
The supplier should always use the current version of the Global Evalog MMOG/LE
standard available (in French) free of charge on the GALIA web site
http://www.galia.com
An English-language version is available on the Odette site at http://www.odette.org
Typical action plan following Global Evalog MMOG/LE audit
Existing Actions
Item Target situation Divergence Deadline Responsibility
situation required
3.4 - Systems Customer needs Delivery orders Dieppe & Bursa Upgrade IS W38 2005 J. Dupont (logistics
integration automatically not properly only (with new manager)
integrated in integrated company group)
production
management system
4.1 - Communication List of contacts with Contacts list Dieppe & Bursa Set up logistics W28 2005 J. Dupont (logistics
name, function, not formalized only contacts list for manager)
contact details, Dieppe and
languages spoken Bursa
4.3 - Shipment ASN/DESAVD Synchronous Dieppe & Bursa Retrieve W27 2005 J. Dupont (logistics
and labelling complete and for Douai only exchanges manager)
consistent with specifying
customer Renault Dieppe
requirements agreement

4. Logistics performance management
4.1 Principles
The Supplier uses the IPPRF application to track logistics performance as perceived by
Renault.
On any problem concerning a delivery order, the Supplier should contact its
parts Controller immediately.
Logistics performance is managed by different Renault correspondents, depending on the

seriousness of the situation as regards incidents or underperformance:
Incident Supplier Renault Logistics Renault Purchasing Actions

level Correspondent Correspondent Correspondent and tools
1 Logistics technician Parts controller Purchasing 8D
Correspondent
2 Logistics technician Supplies manager Purchasing 8D / Meeting at client
Correspondent plant
3 Logistics technician & APLF (Supplier Purchasing APLF audit scale
site manager Logistics Correspondent
performance
Manager)
4 Sales manager & Specialist from World Supplier Account Meeting with
logistics manager Supply Chain Dpt Manager / Regional Purchasing / Logistics
Supplier Performance Departments
Manager
4.2 Performance monitoring with IPPRF application

IPPRF
IPPRF is a performance monitoring system shared by Renault and its Suppliers.
Performance scores are by manufacturing site rather than shipment site.
Data update
• Weekly data: Tuesdays at 14:00
• Monthly data: first Tuesday of working month at 14:00
The Supplier should log on to IPPRF every week or more frequently.

Training
An e-learning module on the IPPRF application is available: Supplier Portal IPPRFL in Your
Performance box Training (left-hand menu).
Hotline
Difficulties with the IPPRF application should be reported to support-si-
logistique@renault.com, including a screen shot, account number and manufacturing site.
Disagreement on logistics results

Disagreement on Daily Service Rate
The Supplier should refer to the e-learning module at : IPPRF Logistics / Training in the left
menu Module E1
Procedure:
• The Supplier contests its performance only if he respected the Suppliers Logistics
Guidebook
• Supplier reports at his Part Controller (TGP) disagreement on performance
measurement within ten days of monthly update.
• Supplier should follow procedure set out in the e-learning module.
• Queries on weekly results will not be processed.
• Correction, if due, is made within two weeks of report.
• New daily Service Rate score will be available in IPPRF standard file at the beginning
of next month
To complete this process, a printable presentation is available at IPPRF Logistics / Daily

Respect in the left menu / Process of representativity in the right menu
Disagreement on the Odette Service Rate (TSO) :
The TSO measurement can not be modified.

If you have problems, you must contact your TGP (Parts Controller) to specifying the problem
and the supplier’s site.
Disagreement on logistics incidents

Procedure:
• Supplier checks compliance with Logistics Guidebook.

• Supplier reports incident number to relevant parts controller (listed in GQE) and provides
supporting documents.
•
•
Disagreement on ASN (AVIEXP) quality
The ASN (AVIEXP) quality score cannot be changed. Disagreement should be

reported to the parts Controller, with details on the problem and the
manufacturing site concerned.

4.3 Liaison with Renault correspondents

Correspondents Situation Where listed
TGP (parts Unsatisfactory service rate Supplier portal, Logistics website, Get a
controller) Logistics incidents Standard box, Supplier Logistics Guidebook,
Incorrect plant documentation (reference Chaptre XIII, e-learning IPPRF. In the tab
number, PDS, etc.) Training Module (to left)
Disagreement on measurements D7 module – Find parts controller for item
Response and validation of 8D response
APLF (Supplier Disagreement not resolved with parts Supplier portal, Logistics website
logistics controller Contacts tab
performance APLF audit tracking APLF (to left)
Correspondent)
Purchasing Incorrect purchasing documentation Supplier portal, Logistics website, Get a
Correspondent (manufacturing site number or buyer Standard box, Supplier Logistics Guidebook,
name) Chaptre XIII, e-learning IPPRF. In the tab
Disagreement not resolved with APLF Training Module (to left)
Capacity problem D6 Module – Find buyer for item
Transport Disagreement on the time slot of B2B Portal, Logistics website, Get a standard,
Organiser Loading, Road Sheet not updating or not Hauliers Logistics Guidebook, Presentation of
in accordance with the reality the transport “Transport Supervisory” Click
on “Organigramme”
4.4 Guidance from client plant

4.4.1 Corrective actions: 8D
8D is an eight-stage Renault-Supplier problem-solving system.
Stage 1 : The part Controller details the problem

Stage 2 : Check for a possible impact on others related parts
Stage 3 : identification of problem non detection causes
Stage 4 : immediate actions within 24h to protect client manufacturing
Stage 5 : Analyze and identification of problems root causes
Stage 6 : action plans to eradicate the root causes identified in 3 and 5
Stage 7 check for efficiency of stage 6 actions
Stage 8 ; consolidation capitalization and standardization
The 8D procedure is as follows:
1. Supplier responds to Logistics 8D request in GQE, on major or recurrent incident

2. Parts controller validates Supplier responses in GQE
3. Supplier meets deadlines:
• 48 hours for stages 2 to 4
• 10 days for stages 5 to 6
• 30 days for stages 7 to 8
4. Supplier Correspondent validates 8D by its Logistics Manager
5. Supplier provides all supporting documents in GQE

8D response times are checked in GQE. Full information on the 8D process is

available in the 8D guide available in the Logistics tab on the Supplier Portal.
Completed 8D form
4.4.2 Invoicing for detriments

1. The Supplier receives an e-mail request for agreement on the amount estimated by
Renault
2. If accepted, Supplier registers his agreement in GQE.
3. Purchase Dpt validates invoice file
4. The parts controller submits invoice file to Finance Controller and to Account Dpt
5. The plant Account Dpt invoice the Supplier
6. After payment, the part Controller close the file.
In the event of disagreement, the Supplier should contact the Purchase Correspondent.

4.4.3 Calling of a meeting at client plant (in the event of supply

deficiencies)
The Supplier should commit to implement all corrective actions set out in the 8D sheets and
outlined in the client plant directive. The Supplier specifies the person in charge of implementing
each action, and a deadline for completion.
4.4.4 APLF audit

The Supplier Logistics Performance Correspondent (APLF) audits the Supplier site in the event
of recurrent failings or risks detected.
Supplier duties:
• Before the audit, fill in the standard audit form sent by the APLF (available on
Suppliers Renault / Logistics / Supplier Logistics Guidebook/ Chapter XIII/ Grille Audit
APLF
• Be in possession of supporting documents consistent with responses during audit.
• Set up action plans as recommended by the audit.
Actions on APLF Audit form before APLF audit as such

4.5 Guidance from Logistics Department

4.5.1 Odette Service Rate (TSO) animation
A User Manual and Operation Procedures for TSO booklet is available in the “Complementary
Information” section of the Online Logistics Guidebook (Chapter XIII).
Practical advices as well as best practices on how to operate the TSO are given there.
The analysis of the delayed RANs and dysfunctions as well as the animation of the TSO should
be done by using the BOS/PDCA file which is also provided with its user manual in the
“Complementary Information “section.
4.5.2 Summons by the Logistics Central Department

Before attending the meeting called by the Logistics Central Department, the supplier should
prepare and send a full information folder including the documented and up-to-date BOS/PDCA
file to his Renault interlocutors.
For the meeting, the supplier is required:
• To make sure the meeting is attended by the Logistics Manager of concerned site and
the Sales Manager in charge of Renault accounts.
• To have the action plan on the “PDCA” tab validated by Renault interlocutors.
After the meeting Supplier is required:

• To set up validated action plans
• To take part in monitoring conference calls organized by Logistics Department
4.6 Capacity audit

The DPCC (Direction de la Programmation et du Contrôle des Capacités) will field a capacity
audit mission is the Supplier experiences capacity problems with regard to delivery orders.
Supplier requirements at capacity audit:
• Prepare file sent by DPCC

• Ensure audit is attended by relevant personnel (logistics manager, process engineering
manager, quality manager, production manager, purchasing manager, human resources
manager, site manager)
• Present physical flow map, relevant information and capacity analysis
• Put forward planned and current capacity improvement actions
4.7 Summons by the Purchasing Department

If, in spite of the measures evoked above, the supplier logistic performance does not improve,
he will be summoning in the last resort, by the Purchasing Department.
The criteria of escalation are in the document " Plan of escalation of the TS " on the site of
Logistics Guidebook.

4.8 Supplier action tracking

The Supplier can look up reports and action plans for its manufacturing site in the Visits tab of
the Logistics GQE application.
4.9 Hotline
For queries on logistics performance guidance, the Supplier should contact the Contact
Purchasing Logistics Performance (See Chapter IV for coordinates)

X I V – D E S I G N C H AN G E M A N AG E M E N T
1. Purpose ................................................................................................................2
2. General information ............................................................................................2
3. Renault-supplier process ...................................................................................3
3.1 Basic principles .......................................................................................................... 3
3.2 Supplier responsibilities ............................................................................................. 3
3.3 Renault responsibilities .............................................................................................. 4
4. Procedures for tackling documentary inconsistencies ...................................5
4.1 Wrong manufacturing site .......................................................................................... 5
4.2 Wrong pick-up site ..................................................................................................... 5
4.3 Wrong packaging documentation ............................................................................... 5
4.4 Discontinued item still in Renault IS ........................................................................... 5
Key actions
Provide provisional design change schedule
Alert Renault plant as soon as possible on any difficulties preventing
changeover by scheduled date
Comply with firm delivery orders, as regards quantities and delivery times
Chapter XIV – p. 2/5 Version 9.0 JANUARY 2015
1. Purpose
This chapter sets out how to carry through engineering changes in such a way as to prevent
quality and logistics incidents and minimize end-of-run surplus.
2. General information
This chapter concerns changes to the specifications or the manufacturing process of a part,
subsystem, powertrain or vehicle.
Change can take one of two main forms:
• A new part is said to be interchangeable with the old part if all of the three following
conditions are met:
1. Change does not concern safety, regulatory compliance, validated specifications, quality, or
customer-perceived appearance
2. There is no change to assembly, fitting or repair processes.
3. Change to the part in question does not entail change in any other.
If these conditions are met, the part number will stay the same, but with a new index code.
• If any of the above three conditions is not met, the new part is not considered interchangeable
with the old, and it will therefore get a new part number.
All changes involving issue of a new part number are systematically tracked. For a change in
index, the client plant may request tracking by the supplier. (The Renault production management
system can only track changes by part number).
Changes during the mass-production stage are grouped together in a “train”, allowing a
project like management and decreasing both manufacturing and supply disturbance risks.
Some, however, may be managed “off-train”, under conditions and special dispensation by
the project manager.

Chapter XIV – p. 3/5
3. Renault-supplier process
3.1 Basic principles

For each part change, during the mass-production stage, the client plant Part Controller should
contact the supplier to determine the earliest availability date (in the supplier’s schedule) for the
new (or changed) part. The Renault plant undertakes to set the change application date allowing
for supply leadtimes for raw materials and components.
3.1.1 Processing of differences in delivered quantities

The client plant bears the costs entailed by the change, within the limit of firm needs expressed.
The costs entailed by quantity processing operations are managed by the supplier, the Renault
Purchasing Department and the Renault Logistics Department.
3.1.2 Adopt-abolish management process

The supplier and the Renault plant will perform regular stock controls to avoid the cost penalties of
old part surplus and new part shortage.
The supplier must alert the Renault client plant as soon as possible on any difficulties preventing
changeover at the scheduled date ( In particular: necessity to build up a stock, delay of
components supply...)
The supplier must apply the design change at the date agreed with the client plant Part Controller,
with deliveries starting in response to a firm expression of needs. A delivery will only be valid if the
production management system has issued a firm delivery order (for example, a simple request
from the Purchasing Department or an engineering team is not sufficient to trigger delivery.)
3.2 Supplier responsibilities

3.2.1 Supplier’s baseline schedule
When the product or process change request is notified to the mass-production purchasing
correspondent, the supplier issues a provisional schedule specifying the following:
• Details on implementation of the change

• Estimated leadtimes for the operations planned
• Date at which change becomes irreversible
• Actions proposed for ensuring compliance of deliveries during the non-production period

Chapter XIV – p. 4/5 Version 9.0 JANUARY 2015
Supplier dates in milestones (PSW, AFF) must be coherent with regard to the dates of the
milestones of engineering changes trains defined in the annual schedule. See complementary
documents on the B2B Portal.
• Typical supplier baseline schedule:
RENAULT S.A.
NISSAN.
ANPQP - PLANNING de REFERENCE FOURNISSEUR
Raison Sociale __ACI_________________Site Fournisseur__Le Mans________________ Compte Fournisseur ____________ Indice MàJ __0_______________________
Référence Produit__8 XXXXXXX_______Désignation Produit____Berceau AV______________________________________________ Global Part
Date de MàJ _31/01/01____________________
Projet_B Plate-forme________________ N° Note BE __sans__________ Indice Plan __sans_____________ Raison de la MàJ___initialisation_________________ RKD Part
Exigences pour la Fabrication Date de livraison Quantité Date de livraison Quantité Jalon Date de livraison Quantité Date Volume Maximum Annuel Prévisionnel
Jalon Jalon
(Nombre de Véhicules par Jalon) AF
IOD PS PP
(Informations préalables R/N) par An: _250 000 units_ / An
_____
Liste des Items du Projet Responsable

chez le Fournisseur
1 Initialisation du Projet
2 Préparation Conception / Dessins de détail
3 Revues internes de Projet
4 AMDEC / FMEA
5 Plans de Surveillance
6 Essais et tests
7 Outillages de Série
8 Moyens de contrôle Série
9 Schéma d’implantation
10 Moyens de Série (yc Moyens d’essai)
11 Fabrication de Produits et Présentation
12 Fiches d’instructions au Poste
13 Conformité Produits Fournisseurs Rang N
14 Rapports d’Agrément du Style
15 Emballages
16 Recrutement et Formation
17 Etudes de capabilités
18 Certificats Engagement Conformité signés
19 Audit de Pré-Prod. Interne Fournisseur
20 Accord de Fab chez Fourn. et chez R /N
Commentaires:
Visa Fournisseur Visa Renault / Nissan Nom Signature

Equipe PROJET Chef de Projet Achats Logistique Qualité Méthodes Etudes Fabrication Chef de Projet
Nom
Signature
Copyright  2000 Renault / Nissan

Référence: ANPQP023 (02/10/00)
3.2.2 Conditions for applying the modification

Before authorization can be granted to proceed with delivery of a new part, the supplier must
request approval from the Supplier Quality Correspondent at each plant concerned, submititng the
following: Part Submission Warrant (PSW) and, later, an AFF document and documents for
updating bought-out parts reference document (monitoring plan, capacity commitment certificate,
etc).
3.3 Renault responsibilities

3.3.1 Mass-production fonction group (GFS-Groupe Fonction Série)
GFS draws up a Design Change Application schedule allowing for the supplier baseline schedule.
According to this schedule and the stock evaluation, both the GFS group and SCM will build a
forecasted schedule of engineering change implementation.

Chapter XIV – p. 5/5
The changeover schedule is indicative: the application date will be determined by the client’s
plants delivery order issue.
3.3.2 Industrial Logistics Department (DLI-Département Logistique Industrielle)

Parts controllers may carry out a deadlines enquiry to set the provisional changeover date.
If there is no special urge to apply the design change, forecast delivery orders will be issued
around six weeks before the set date. (This applies to Europe; elsewhere, additional allowance
should be made for transport time.)
On request from the supplier, the client plant will issue a forecast of quantities for the old part prior
to discontinuation. The Renault Part Controller and the supplier will carry out regular stock controls
to avoid the cost penalties of old part surplus and new part shortage.
Two weeks before the change application, the customer will inform the supplier of a firm
discontinuation date for the old part. This date will be anticipated for an irreversible change or to
accommodate transport lead-times and the supplier constraints like safety stock implementation,
tooling stop delay and all delays which will have been communicated to Renault for the decision of
change application
4. Procedures for tackling documentary

inconsistencies
4.1 Wrong manufacturing site

The supplier should contact the buyer in charge of the part , as listed under “Who buys what?’ on
the Logistics tab on the Supplier Portal.
4.2 Wrong pick-up site

In case of documentation error, contact the Superintendent Transport in charge of the circuit for
documentary update.
In case of abnormality further to pick-up site transfer, contact your Purchaser
4.3 Wrong packaging documentation

The supplier contacts the parts controller to update the PDS and the documentation in the Renault
systems.
4.4 Discontinued item still in Renault IS

The supplier contacts the parts controller to update the Renault information systems.

X V – E N D - O F - R U N M AN AG E M E N T
1. Purpose ................................................................................................................2
2. Expression of needs at end-of-run ....................................................................2
3. Refusal of advance deliveries at end-of-run .....................................................2
4. Application for supplier end-of-run indemnity .................................................2
Key actions
Comply strictly with firm delivery orders to meet expressed needs
Chapter XV – p. 2/5
1. Purpose
This chapter sets out how the supplier is to manage end-of-current-production situations.
2. Expression of needs at end-of-run

Part quantities to be delivered through to discontinuation are specified in the delivery order. The
last delivery requested by Renault might not be rounded up to a full pack, in which case the
supplier is required to deliver the specified quantity.
At the end of life (stopping a model or phase change):

Renault will communicate a date of the effective end of production six months before. Renault
Purchasing will issue a mail to suppliers, informing them of the date of production stop. In return,
providers should alert Renault Purchase in the event of limited flexibility on this end of life
3. Refusal of advance deliveries at end-of-run

Under no circumstances should the supplier deliver outside a firm delivery order.
If after the deliveries are stopped, the customer plant notes a surplus with regard to the previously
expressed fixed requirements, it has the right to send the parts concerned back to the Supplier and
re invoice him/her.
If the Supplier does not wish to recover the surplus parts, the customer plant will destroy them on
behalf of the supplier, by therein including all the inherent costs.
4. Application for supplier end-of-run indemnity

Suppliers left with stocks of finished products, semi-finished products or components after
discontinuation can apply for indemnity within three months of the discontinuation date (excluding
holidays), to the RENAULT buyer.
After Purchasing Department validation, the SCM Capacity and Supply Service Department has a
lead time of three months, to analyse and define the Renault responsibility part. It will be calculated
by comparing the forecast and definite needs issued prior to the end date. This week horizon is
specific to each part family and is defined for the finished products, components and the material.
If a stop quantity will have to be circulated to the supplier by the SCM Supply Service Department,

this quantity will act as the basis for calculating the indemnity in comparison with the actual
quantity of the ordered products over a considered period.
Renault will reply to the supplier within three months and half of receiving the indemnity
application, which should be submitted with the “declared quantities” and “delivery order log”
documents shown below. The indemnity application is appended.
Application for end-of-run indemnity file:

the quantities are to be declared under this format

Application for end-current production indemnity: delivery order log
Forecast quantities
expressed in delivery
orders
Quantities actually
Firm quantities expressed delivered
in delivery orders
Horizon considered for analyze of Renault responsibility

Nombre de semaine prévisionnelle prise en compte pour l'analyse
DLH
Familles de produits automobile en semaines OBSERVATIONS
Produits Compo-
Matière
finis sants
Tôlerie 2 4 7 Gros emboutis Délai d'appro 14S. 7S partage des Resp.
pièces assemblées, pièces embouties, tôle 6 4 7 petit emboutis : prob. Taille rafale
Mécanique 2 3 7
pièces assemblées, pièces usinées, p.fonderie, forge
Peinture - Plastiques - Colles et Matières 4 - 8
Sièges et panneaux de portes textile voir détail ci-dessous examen cas par cas si
protocole DA/DL/Fournisseur
Habillage int. (hors sièges et panneaux de portes textile) 2 3 3

pièces assemblées, pièces nues, matière
Habillage extérieur 2 3 3
pièces assemblées, pièces nues-pièces peintes, matière
Boulonnerie, autres fixations 12 20 24
Electronique 2 3 4 considérer la réelle supply chain pour les composants LCC

produits finis, composants prévoir 12 semaines d'appro. Traitement au cas par cas.
Câblages 2 3 4 examen cas par cas si

produits finis, composants protocole DA/DL/Fournisseur
Climatisation 2 3 4 Délai pour pièce europe

9 9 pièce en provenance d'asie
Caoutchouc 2 3 4
tuyaux, composants (inserts ...)
Miroiterie, vitres 2 - 0
Lanternerie 2 3 0
Les composants terminés, achetés par le fournisseur d'un ensemble, sont considérés comme des composants
Sieges :
Sellerie in situ
insitu 1S Considérer S0 et S-1
coiffe 2S
découpe 3S
textile foamé 4S
textile nu et cuir 5S
fils et peau la plus grande variation entre 6ème S et 9èmeS
Sellerie traditionnelle
coiffe 2S Considérer S0 et S-2
découpe 3S
textile foamé 4S
textile nu et cuir 5S
fils/ peau la plus grande variation entre 6ème S et 9ème S
Panneau de porte
stock pif et usine produit fini 2S

pièces injectées+médaillon+composant 3S
textile et cuir 9S idem sellerie

XVI – SYNCHRONOUS FLOWS
1. Purpose ................................................................................................................2
2. Synchronous flows at assembly line entrance .................................................2
2.1 Parts concerned......................................................................................................... 2
2.2 Principles ................................................................................................................... 2
2.3 Transport ................................................................................................................... 6
2.4 Performance evaluation for synchronous suppliers .................................................... 6
2.5 Renault requirements................................................................................................. 6
3. L3PS .....................................................................................................................7
3.1 Overview.................................................................................................................... 7
3.2 Parts concerned......................................................................................................... 8
3.3 Differences between L3PS and synchronous logistics ............................................... 8
3.4 Logistics requirements ............................................................................................... 9
3.5 Setting up L3PS ......................................................................................................... 9
Key actions
Set up organization and information systems for analysing delivery orders,
and ensure rapid reaction to incidents
Comply with parts sequence requested by client plant
Chapter XVI – p. 2/10
1. Purpose
This chapter sets out Renault requirements on synchronous-flow supplies (in-line sequenced
deliveries) to “assembly line entry” or “L3PS” principles
2. Synchronous flows at assembly line entrance
2.1 Parts concerned

“Assembly-line entry” synchronous logistics mainly applies to voluminous and/or highly diversified
parts.
2.2 Principles
2.2.1 Synchronous computerised information exchange
To receive delivery requests: the OF(Production Order), OR (Requisition Order) and CC (Constat
de Consommation) in real time, the Information System of supplier in synchronous flow must be
connected to the Managing and Monitoring Vehicle Flows (PSFV) IS of the Renault customer
plant, with a main link and an additional link if necessary.
The new communication architecture is based on a TCP/IP connection, but without the ability to go
through Internet and ENX.
For the exchange of synchronous messages, Renault relies on the XML (eXtensible Markup
Language) language, programming standard of Webservices.
The format and contents of the XML fields used by Renault rely on the ODETTE/GALIA body
specifications.
All the additional information and computerised specifications can be consulted on the Renault
Supplier Portal or are available with the Renault team which is in charge of the project and will be
with the supplier for the connection installation procedure.
2.2.2 Statement of requirements

Forecast:

The forecasted delivery request concerns whatever is situated upstream from the "assembly entry”
point, it is conveyed through 2 weekly messages:
DELFOR, forecasted on the nine-month time span

DELFOR, forecasted on the four-week time span
Production Order (PO).
A fourth message: The Consumption Report is sent to the supplier to show him/her how the film
wrapping is progressing, at the assembly point of the parts requested by OR.
Additional messages are sent daily:
A message at the end of the calendar day

A message at the end of the working day
2.2.3 Expression of needs
Firm:
The parts sequence required at the assembly point is defined by vehicles crossing the assembly-
line entry point. (EM)
The firm requisition order (OR) is issued when the vehicle crosses the assembly-line entry point,
and takes the form of a message sent via the Renault Plant Vehicle Tracking & Control System
(PSFV).
Forecast:

Forecast delivery orders operate upline of the assembly-line entry point, and are issued through
two types of message:
• DELFOR
• Manufacturing order (OF)
Suppliers will be informed by their client plant IT correspondents on the content and format of all
messages exchanged.
2.2.4 Implementation requirements
The critical factor in a synchronous loop is the minimum plant idle time, measured from reception
of the requisition order for the last vehicle in the lot through to arrival of the first vehicle in the lot at
the assembly point.
The minimum plant idle time can be significantly reduced by using techniques such as offsetting or
buffer stocks. Synchronous loops are designed on the basis of this time lapse.
2.2.5 Client assembly-line data

The following example shows data provided by Renault during the project phase, then updated by
DLI for the mass-production phase:

N° Item Example
Minimum plant idle time (in minutes 188 minutes, including x minutes for transporting seats from
1.
or hundredths of minutes) bay to assembly line.
2. Delivery mode (conveyor, lorry, etc.) Synchronous delivery by conveyor or lorry from supplier site.
3. Delivery point Seats delivered to outside warehouse.
Reception point (location, surface
4. area, operating constraints, empty End of assembly line.
pack return, etc.)
Calculated for 69 seconds per vehicle.
5. Line throughput
To be calculated for increase to 45 seconds per vehicle.
Line capacity (vehicles per day or
6. 1100 vehicles per day.
per week)
7. Shifts Up to three shifts per day.
8. Assembly process Attach diagram.
Calculation should include all production costs (e.g. quality
9. Production equipment
assurance, metrics, conveyors, lorry deliveries, etc.).
10. Production site Indicate production site.
Seats to be transported by current conveyors.
Seats to be supplied on palettes similar to current ones.
Synchronous delivery applicable to existing model as well as
11. Transport of parts
new model.
Palette size to be unchanged (calculation allowing for
production equipment and all manual operations).
Seats to be transported by current conveyors.
Seats readily handled by assembly equipment.
12. Module transfer method
If outdoor transport used, palettes must protect seats from
vibration, dust and bad weather (rain, snow).
Seat front and rear installed in vehicle by operator with
assembly equipment assistance.
13. Module setup mode
Details (working time & conditions, assembly equipment)
discussed with supplier at later design stage.
Vehicle cycle time: (vehicles per Example: 95 cmin at full throughput, and 190 cmin at half
14.
hour, minute, hundredth of minute) throughput
15. Additional needs (vehicles) Plant data.
Production schedule: start and end
16. Plant data.
times
Access conditions and restrictions
17. Plant data.
at client site
Packaging (ergonomics, operating
18. Plant data.
constraints, identification, etc.)

2.3 Transport
Transport is usually under the supplier’s responsibility, with the supplier specifying the following:
• Detailed route and safety procedure
• Missions and procedures
• Delivery schedule
2.4 Performance evaluation for synchronous suppliers

Service rate is not measured for synchronous suppliers, whose performance is evaluated in terms
of logistics noncompliances under the supplier’s responsibility, as declared in the GQE application
(See Chapter XIII).
2.5 Renault requirements

Synchronous supply systems raise significant risks of incomplete runs and production-line
stoppages. Trouble-free operation of a synchronous link depends on observance of ten basic
principles.
The supplier site should:
1. Work only with forecast data and firm requisition orders. Production and shipment should
not be based on a steady consumption background, but on frequent analysis (several times
per day) of manufacturing orders to plan delivery bursts as required. The supplier performs
regular checks on degraded-mode operation for manufacturing order and requisition order
reception.
2. Track components coming in from its own suppliers.
3. Carry out inventories of analytical coverage and frequency consistent with its stock level.
4. Provide the client-site parts controller with daily data on relevant operations.
5. Set up a Renault-validated methodology for sizing operating stocks, together with a suitable
support programme.
6. Carry out detailed monthly analysis of its medium-term production capacities, working from
forecast delivery orders and forecast volumes listed in the Manufacturing Forecast
Summary application, and alerts Renault on any risks found.
7. Take part in liaison meetings organized by the client plant Logistics Department.
8. Be able to present performance metrics for its suppliers, up line flow mapping, and
corrective actions implemented with critical suppliers.
9. Organize to ensure secure start up of new parts (adopt-abolish management process).
10. Synchronize its start-up schedule with that of the client plant.

Upon request from the client plant or vehicle project team, a synchronous protocol
between Renault and the supplier is drawn up on the basis of Standard Synchronous
Protocol RPIFDLDOP20060362.
3. L3PS
3.1 Overview
L3PS : Synchronous workstation programmed logistics
Under L3PS programmed logistics, the supplier makes and delivers parts in synchronization with
the manufacturing sequence on the client plants assembly line.
The search for a better logistical performance led Renault to pass the standard length of the firm
vehicles sequence from 6 to 8 days. According to its order book and its organization, factories can
work on a firm sequence included between 5 and 12 days.
J-x : firm message day may vary depending on plant
Each part is “baptized”, i.e. assigned to a specific vehicle at the client plant.

3.2 Parts concerned

L3PS logistics applies to voluminous and/or highly diversified parts.
It is set up in response to specific request from Renault.
3.3 Differences between L3PS and synchronous logistics

3.4 Logistics requirements
3.5 Setting up L3PS

Renault helps Supplier to set up L3PS logistics.
Secure startup of L3PS logistics involves three stages:
1) Validation of supplier’s L3PS information system

Renault ensures that the supplier’s information system is able to input and sequence firm delivery
orders. Operating modes must be consistent with management of parts and information flows.
During setup of manufacturing resources and build-up to daily production rates, classic non-
sequenced delivery flows are required.

2) Supply client plant in L3PS mode, with workstation protection

When the supplier’s production system is ready, product definition is stabilized and production rate
is compatible with programmed delivery, the client plant initializes L3PS programmed logistics.
Within the client plant, incoming parts are routed to a resequencing area for matching to the flow at
entry to the assembly line.
3) Transition to direct workstation deliveries

Once the production rate is close enough to the programmed sequence (SSAR>=95%), the parts
flow is routed directly to the assembly point.
Renault L3PS correspondents will provide the supplier with the L3PS rollout kit.
Description of a general functioning in L3PS flow is described in the Generic specifications,

available on B2B portal).
All the specific information bound to the family of parts delivered in L3PS, must be specified in a
protocol, to draft collectively by the supplier, the plant Representative and a Renault expert,
following Editorial Guide in Complementary Information section

X V I I – I N C I D E N T M AN AG E M E N T
& D E G R AD E D M O D E S
1. Purpose ....................................................................................................................2
2. Requirement on alert and contacts ........................................................................2
3. Contacts for different types of incident .................................................................2
4. EDI ............................................................................................................................3
4.1 Problems with EDI data integrity .................................................................................. 3
4.2 Technical problems ..................................................................................................... 3
4.3 EDI dysfunction detected by Renault ........................................................................... 3
5. Part order modifications .........................................................................................5
5.1 Additional delivery order .............................................................................................. 5
5.2 Cancellation of a firm delivery order ............................................................................ 6
6. Management of delivery delay................................................................................8
6.2 RAN mode specificities................................................................................................ 8
6.2.1 No delivery on RAN .................................................................................................. 8
6.2.2 Partial delivery on RAN ............................................................................................ 9
6.3 Delay under Renault responsibility ............................................................................ 11
7. Part shortage management ..................................................................................11
8. Packaging ..............................................................................................................12
8.1 Alert process ............................................................................................................. 12
8.2 Emergency sheet for pool pack shortage................................................................... 13
8.3 Replacement packaging ............................................................................................ 13
9. Transport delays and emergency transport for parts ........................................14
10. Packaging delivery delays and disputes ...........................................................14
10.1 In the case of a delivery delay ................................................................................. 16
10.2 Quantitaive and qualitative disputes ........................................................................ 16
11.Noncompliant products (return note) .......................................................................15
11.1 Detection ................................................................................................................. 16
11.2 Identification ............................................................................................................ 16
11.3 Replacement of noncompliant parts ........................................................................ 16
11.4 Outcome of noncompliant parts ............................................................................... 16
Key actions
To alert Renault on any incident
To comply with specified processes on incident management and degraded modes
Chapter XVII – p. 2/17
1. Purpose
This chapter sets out the procedures to apply in the event of logistic incident.
2. Requirement on alert and contacts

The supplier must warn the client plant and/or the Logistics Department in the event of high risk to
not deliver requested parts. Phone numbers for the contacts to be alerted are listed on the supplier
portal.
3. Contacts for different types of incident

The supplier should refer to Chapter IV and the Supplier Portal for full details on who to alert for
different types of logistic incidents:
Type of incident Contact
EDI dysfunction EDI platform
Forecast delivery order above available Fxorecast supply Administrator or

capacity supplierfrontoffice@renault.com
Client plant Supplies Department
Inability to fulfill firm orders (shortage)
Supplier delay on quantities for delivery

(exceptional transport under supplier’s
Shortage of pool packs standardpackaging@renault.com
Shortage of dedicated-loop packs Client plant packaging Correspondent
Freight company delay (transport organized Renault Transport Department, or incident sheet in ELTA
by Renault) application (rollout pending)
Freight company delay (transport organized
by supplier)
Noncompliant products (return note) Supplier contacted by client plant Quality Department

4. EDI
Before asking for assistance, the supplier should identifie the nature of the EDI problem.
4.1 Problems with EDI data integrity

To report an EDI data integrity problem, the supplier should contact the client plant parts controller,
who will advise on the procedure to apply.
4.2 Technical problems

Technical problems are considered as falling into three main categories:
• Problem with processing of messages in EDIFACT format
• Problem with sending or receiving messages
• Problem with EDI mailbox management
Step 1: Attempt to solve problem in-house

The supplier attempts to solve the problem in-house (IT Department or EDI service provider).
Step 2: Contact EDI platform

If the problem cannot be solved in-house, the supplier should contact the EDI Logistics Support
Platform, which will process the request within four hours. Depending on the nature of the problem,
the EDI Logistics Support Platform may proceed with EDI reissue of delivery orders not received.
The supplier should therefore be able to process repeat delivery orders.
Step 3: Evaluate impact on client plant

The supplier works with the EDI platform to assess the impact of the problem for its Renault
clients, and alerts them accordingly.
4.3 EDI dysfunction detected by Renault

4.3.1 Alert process
If Renault detects an EDI dysfunction, the EDI Logistics Support Platform will alert all concerned
(Renault plants and suppliers) by e-mail with “EDI incident alert” in the subject line. This alert will
give the following information:
• Nature and extent of dysfunction
• Date and time when dysfunction started
• Recommendations on planning against or controlling impact at Renault plants
SUPPLIERS LOGISTICS GUIDEBOOK

Propriété RENAULT - Confidentiel C
4.3.2 Incident closure

The EDI Logistics Support Platform will send an e-mail informing all concerned on incident closure.
This “incident closure report” will give the following information:
• Date and time when dysfunction ceased.
• Recommendations on preventing similar incidents in the future.

5. Part order modifications
5.1 Additional delivery order

Renault will issue an Emergency RAN to express additional firm needs.
The Supplier can accept or refuse this demand; in both cases he will have to notify it in writing. In
case of acceptance, the supplementary need will be handled in the same way that a firm need.
Renault contacts the supplier to negotiate

the complete or partial cancellation of a
firm delivery order
The supplier receive a notification by email
The supplier confirm the The supplier rejects the firm

cancellation of the firm order by order’s cancellation by email
email
The supplier incorporates in its

systems the cancellation
After validation, the supplier receives the Emergency RAN by EDI in DELJIT D98B format.
Accepted Emergency RANs are included in service-rate calculations.
Transport for emergency RAN
There are two possible transport scenarios for emergency RANs:
• Renault plant arranges emergency transport

• Renault plant asks supplier to add additional supplies to load in scheduled lorry, following
validation by Transport Department
The supplier states the transport ID in the dispatch note, as notified in one of the following ways:
• In delivery order associated with emergency RAN (the most usual case)
• Directly by client plant parts controller (if additional supplies carried in scheduled lorry)
• In ELTA application (for emergency transport)
If in charge of transport arrangements, the supplier should form the transport ID consistent with
Renault rules on arrival-mode deliveries (see Chapter XI – Transport).
5.2 Cancellation of a firm delivery order

The RAN deletion procedure is similar to the emergency RAN procedure.
If Renault wishes to delete a firm delivery order already issued, it will e-mail the supplier to request
consent for deletion.
In case, the deletion of a RAN implies a load cancellation (no parts to load), the supplier has to
alert the Department Operations Supply Chain Amont, using a Transport Cancellation Form the
day before the load (paragraph 3.3 of the chapter XI).


6. Management of delivery delay
6.1 General process

Deliveries delays
The supplier must alert the client plant Supplies Department of any delivery delays, and proceed
with shipment as soon as possible, on the specified RANs.
The supplier must not include late delivery make-up on other scheduled transport.
Transport for late delivery may be arranged by either the Supplier or the Renault Transport
Department. In case of supplier’s fault he will be billed by client plant for the additional transport
cost
Advance deliveries
All forms of advance delivery are strictly forbidden. In the event of advance delivery, the client plant
may request the supplier to take back the parts at its own expense.
6.2 RAN mode specificities
6.2.1 No delivery on RAN

If there has been no delivery on a RAN (fixed-quantity or variable-quantity), the RAN remains due
as it stands: the need is not re-expressed.
The supplier must keep the RAN on its information system until there has been a
delivery on it.
In the dispatch note, the supplier must not state the transport ID for the initially
scheduled transport.
There are two possible transport scenarios:
1. Supplier arranges additional transport:

• If the supplier is not usually responsible for the transport arrangements, the supplier must
manually generate a transport IT Identification code according to the rule described in the
chapter XI (Transport) and include it in the dispatch note and ASN message.
• If the supplier is usually responsible for the transport arrangements, the transport IT
identification code should be formed consistent with Renault rules and stated in the dispatch
note and ASN message.

2. Renault Transport Department arranges additional transport. Here, the supplier looks up the
transport ID in the ELTA application and states it in the dispatch note.
6.2.2 Partial delivery on RAN

6.2.2.1 Variable-quantity RAN
If all the parts on a RAN cannot be delivered, the supplier should send as many full packs as
possible, and enter the actual quantity of parts sent in the ASN.
The supplier must then delete the initial RAN from its information systems and deliver no
more parts on this RAN.
On reception of the ASN announcing a partial shipment, Renault automatically sends a balance
RAN for the missing quantity. This balance RAN is sent by EDI or WebEDI, in EDIFACT DELJIT
D98B format, with default shipment and reception time-slots set at 25 hours after issue of the
balance RAN. The supplier must be able to receive balance RANs at any time of day.
The functioning of Balance-RAN is presented below:
The balance RAN code is that of the original RAN, but with a “1” as the second character. For
example, if the original RAN was LRA3B456, the balance RAN will be L1A3B456.
In CPL2 supply mode, the supplier will have to restore on the label the field " ZD - urgen " of the
Delivery Demand.

Overview diagram of Balance-Ran issue
The default time-slots on the balance RAN are not contractual. The supplier contacts the
client plant supplies correspondent to determine the shipment time-slot and transport
arrangements.
The cost of additional transport is borne by the supplier.
On the Supplier Portal, the supplier specifies actual shipment and reception time-slots for the
balance RAN. If Renault has given the supplier a transport ID for the balance RAN (or if the
supplier is responsible for arranging transport), then the supplier also specifies the transport ID on
the Supplier Portal.
In all cases, when delivering on a balance RAN, the supplier specifies the balance RAN
code on the ASN, enabling Renault to take delivery properly.
6.2.2.2 Fixed-quantity RAN
Partial delivery on a fixed-quantity RAN is strictly forbidden: a RAN must be

shipped whole or not at all. There can be no balance RAN for a fixed-quantity
RAN.

6.3 Delay under Renault responsibility

Non-delivery under Renault responsibility can take one of two forms:
Insufficient transport capacity:

If there is not enough room in the transport arranged by the Renault Transport Department, the
supplier should contact the Renault plant for information on priority for parts shipment, and load as
much as possible on the lorry.
The RAN must not be split (i.e. shipped in two different transports).
Renault will arrange additional transport for the cube-out under one of two possible scenarios:
• Additional transport, in which case the transport ID will be given in ELTA. The supplier has to
declare an incident form in ELTA on the IT of the scheduled transport.
• Inclusion on existing scheduled transport: in which the transport ID will be given verbally by
the parts controller
Late or no-show transport:

The supplier must inform Renault of any discrepancy with scheduled pick-up times as specified in
the route sheet (FCC). To report late or no-show transport, the supplier should fill in an incident
sheet in the ELTA application, stating transport ID, transport order and route/round number.
7. Part shortage management

In case of incident (fire, quality crisis, tooling destruction, bad weather, strikes, major production
incidents) blocking Supplier’s delivery, he should alert :
• Supply Department of SCM via address supplierfrontofficie@renault.com

• Head Office Shortage Administrator in Logistic Department at alertes.penuries@renault.com
I case of logistic incident involving several Renault plant, the shortage will be managed by Central
Supply Department, otherwise it will be managed directly by involved plant.
The process to follow:

1./ The Supplier forwards to its client :
• the reason of shortage
• concerned part numbers
• involved Renault sites
• actions undertaken to deal with crisis

2./ The supplier nominates an interlocutor in charge of daily reporting to Head Office Supply Dpt
ant plant Supply Dpt about crisis evolution:
• State of crisis resolution

• Focus on daily production capacity
• Setting of supplementary facilities
• Each part production plan
• Daily manufacturing report
• Daily make up delay of involved parts
• Finished products and components stack amount
3./ The shortage Administrator of Head Office Supply Dpt share available parts between client
plants. The Supplier does not decide anymore on part attribution neither shipping mode : he should
closely follow Renault guidance.
The parts must be taxi shipped, unless decided otherwise by Shortage Administrator.
4./ For delayed parts, both transport and cost management will be on Supplier charge. For each
shipping, the following information should be communicated to Renault :
• Selected transport mode
• Custom formalities to observe
• Carrier’s name and coordinates, driver’s mobile phone number , truck license plate
• scheduled supply time and date
5./ The Supplier remains responsible for all delays, advances and his logistic performance during
the whole problem resolution time
6./ The end of crisis will be stated by the Central Supply Dpt since Supplier
• will make up all supply delay

• reconstitute his finished products and components stacks
8. Packaging
8.1 Alert process

8.1.1 Pool-managed packs
• The supplier should alert the Parts & Packaging Transport Department of impending pack
shortage with advance notice of at least 48 hours (72 hours ideally), using the Standard
Packaging Emergency Sheet. (See section 8.2 below.)
• The Parts & Packaging Transport Department will respond within 24 hours, consistent with the
degree of urgency and the availability of packs.
• The supplier can track the process in the PVS application (on the Scheduled Shipments
screen)

8.1.2 Dedicated-loop packs

The supplier should alert the client plant packaging correspondent (see Chapter 4 – Contact
management) of impending pack shortage with advance notice of at least 48 hours.
8.2 Emergency sheet for pool pack shortage

8.3 Replacement packaging

In the event of packaging outage, the supplier should use the replacement packaging specified in
the PDS. If there are no such specifications, the following rules apply:
Standard packaging Replacement packaging

Standard bins Galia cartons with bell cover:
- Same dimensions as standard bin
- Same capacity as standard bin
Large standard and special packs Galia modules with bell cover:
up to 1200 mm x 1000 mm - Same dimensions as standard bin
- Same capacity as standard bin
Large standard and special packs HU or HPU* no bigger than the standard pack, for
over 1200 mm x 1000 mm compatibility with workstation supply trucks
*An operator should be able to handle the PU under the

usual conditions, by hand.
The supplier should have replacement packs ready and must ensure unimpaired part quality with a
minimum of linings and waste.
Any use of replacement packs requires explicit agreement of Part Controller (TGP) of the client
plant.
Suppliers with Standard Packaging Loan Contracts for pool-managed packs will be reimbursed for
the costs of replacement packs if
the shortage is the fault of Renault

the supplier can prove a proper management in PVS
9. Transport delays and emergency transport for

parts
Haulier company delay (for transport arranged by Renault)
The supplier is expected to respect the loading timeslots indicated in the FCC (direct flows) or for
indirect flows, the supplier is expected to respect (within a 2 hour margin maximum) the agreed
collection times negotiated with the X-dock.
The supplier must inform the Transport Department immediately if any transport does not arrive on
time at the pick-up site.
In the case of a direct flow, the supplier should document an Incident Sheet in ELTA and send it to
the Supply Chain Inbound Operations Department.

If a loading delay is due to the supplier, the Transport Department may instruct the haulier
company to leave the pick-up site without the parts, in which case the supplier will be required to
organize and pay for a replacement transport.
In the case of indirect flows, the supplier informs the X-dock responsible for the organization of the
transport on the collection circuit. If the collection of the parts does not take place on the same day
then the supplier should fill out an Incident Sheet in ELTA and send it to the Supply Chain Inbound
Operations Department.
If a loading delay is due to the supplier, the X-dock could leave the supplier´s pick up site without
the parts if no agreement is reached on loading at another time. In this case, the supplier should
inform the client and if necessary pay for a replacement transport.
Haulier company delay (for transport arranged by supplier)

The supplier must alert the client plant Supplies Department of any transport delay.
Recuperating supplier delays

Late deliveries must be made up as rapidly as possible, with special urgent transport
commissioned to supply the client site with the delayed parts. Transport may be laid on by the
supplier or by Renault, in which case the client plant will bill back the supplier accordingly. In either
case, the client plant must be informed of the make-up conditions.
Emergency transport
Emergency transport may be arranged to forestall the risk of supply outage at the client plant.
Such arrangements will be made by the Transport Department at the initiative of the Renault client
site. The Renault client plant may ask the supplier to lay on emergency transport if the risk of
supply outage is the result of supplier delays or not respect of volume to load.
Emergency transport and advance deliveries may ONLY be initiated by the client plant.
10. Packaging delivery delays and disputes

10.1 In the case of a delivery delay
If there is a delay in the delivery of a day or more, the supplier should document an Incident Sheet
in ELTA and send it to the Supply Chain Operations Department.
10.2 Quantitative and qualitative disputes

If the packaging is not conform (quantity or quality) the supplier should write a remark on the
hauler’s consignment note (Waybill) upon reception.
For standard packaging, a copy of this document should be sent to the Supply Chain Inbound
Operations Department (standardpackaging@renault.com). For other packaging, a copy of this
document should be sent to the client's Packaging Flow Manager.

11. Noncompliant products (return note)
11.1 Detection
If the supplier detects internally a noncompliant part or lot and suspects that the noncompliance
will have affected parts that have already been delivered, the Supplier Quality Department (SQF)
at the client plant must be contacted via Fiche d’Alerte Fournisseur, to ensure all such parts are
identified, analyzed and removed from the process.
The Fiche d’Alerte Fournisseur, and its instructions for use are available on the of Logistics
Guidebook site.
The supplier must provide client plant with the following information:
• Lot number
• Delivery note number
If Renault detects a noncompliant part or lot, the supplier will be informed immediately by means of
an e-mail from the SQF using the GQE application (rollout for 2007).
11.2 Identification
The supplier identifies noncompliant parts using labels, and provides the client plant with the
following information:
• Contact details for the person who discovered the problem
• Part numbers and quantities concerned
• Location and date of detection
• Description of problem
• Manufacturing site.
11.3 Replacement of noncompliant parts

The Supplier Quality Department (SQF) identifies the parts concerned in the field, and if necessary
sends an additional delivery order to the supplier.
11.4 Outcome of noncompliant parts

The client plant Quality Department sends a return note to the supplier’s Quality Department by e-
mail via GQE, giving the supplier notice of 15 calendar days, from issue of the return note, in which
to pick up the parts. If the supplier can attest to genuine difficulties in meeting this deadline, it
should contact the plant concerned.

The supplier is responsible for laying on special non-scheduled transport for the return of parts.
The supplier may not use the empty pack return circuit or any other Renault-commissioned
transport for this purpose.
On expiry of the 15-day period, the parts will be scrapped at the supplier’s expense.
The supplier will not be able to bill for the parts concerned.

X V I I I – M AN U FAC TU R I N G S IT E T R A N S F E R
1. Purpose ................................................................................................................2
2. Manufacturing site transfer project ...................................................................2
3. Checklist for transferring supplier .....................................................................3
4. Checklist for taking over supplier......................................................................4
Key actions
To appoint logistics manager for transfer
To implement processes set out in Chapter III – Project Phase
To make sure all items in the logistics checklist are OK
To comply with ANPQP requirements
Chapter XVIII – p. 2/4 Version 9.0 JANUARY 2015
1. Purpose
This chapter sets out Renault logistics requirements in case of transfer of:
1- manufacturing site
2- shipping site
3- change of one of his subcontractors
Or of change of:
4- Incoterm
5- name or company name implying the change in account No.
2. Manufacturing site transfer project

For all cases mentioned above the supplier has:
- to Inform ASAP his Renault Purchases Correspondent (series and after-sales), as from
change identification
- to get Renault agreement before any change implementation
- to make sure to consider Renault activities in your schedule: the application date
(corresponding to the arrival of the first parts on the customer site) cannot be decided
without preliminary Renault agreement.
- to conform to reference documents (available on the Renault B2B Portal
-
Standard ANPQP of which the activity 9.2" Management of the modifications
process / transfer of manufacturing ".
Procedure Transfer / modification of Supply-Chain of shipping site (cf Suppliers
B2B Portal, Logistics tab / Comprendre Renault Renault/Instruction, Modification of
Supply Chain
The supplier must get organised to form a safety stock that allows guaranteeing the compliance of
the delivery requests of all the customer plants during the transfer period. In order to confirm the
level of this stock, the supplier can contact the SCM Supply Service Department
(supplierfrontoffice@renault.com) which will define the level to be achieved, based on the transfer
schedule. The Supply Service Department of the SCM reserves the right to reject the transfer if the
level of this safety stock is not sufficient to guarantee the deliveries during the transfer operations.
To oversee logistics performance at the site, the supplier should appoint a Logistics Manager
with the following duties:
• To ensure that the processes set out in Chapter III, are scheduled and consistent with the
transfer macro-schedule

Chapter XVIII – p. 3/4
o 3.1: MMOG/LE assessment

o 3.2: EDI approval
o 3.3: Packaging
• Specification (DCL)
• Development and/or provision of non-standard packs
o 3.4: Transport solution
o 3.5: Renault logistics applications
o 3.6: CPL2 rollout (if required)
o 3.7: Production capacity
• To ensure the necessary action had been undertaken to fulfil all the items in the checklists
(sections 3 and 4 below).
• Ensure that quality after the transfer is at least as good as before.
If transferring manufacturing or re-sourcing to its own level-n suppliers, the level-1 supplier must
perform the following:
• Manage its suppliers’ operations
• Submit the ANPQP CSCC document to the purchasing manager for the transfer
• Work with Renault on share risk analysis and measurement plans
• Report on progress in scheduled operations
Renault is entitled to carry out an audit or diagnosis of the supplier at any time, to check
compliance with logistics requirements.
3. Giving up Supplier Site Checklist

Planification/Organisation Status Date Comment
Current Supplier has implemented defined support to New/Relocalised Supplier/Plant.
Tools / Facility … Status Date Comment

Tools, facilities, ... are ready for transfer or tooling realise (if new tool) order is launched.
Logistic/capacity Status Date Comment

Safety stocks are manufactured and stored according to recommendations.

Chapter XVIII – p. 4/4 Version 9.0 JANUARY 2015
4. Taking Over Supplier Site Checklist

Planification/Organisation/Context Status Date Comment
QMS improvement results are meeting targets.
All documentation send by current Supplier is implemented by New/Relocated Supplier/Plant.
ADF is declared for Supplier Portal management.
All necessary Supplier correspondents are declared through ARCA.

All necessary Supplier correspondents and staff are trained on Renault I.S, Quality/Core tools, ...
according to defined training plan.
Tools / Facility … Status Date Comment
Transferred tools and facilities, … are operational.
Logistic/capacity Status Date Comment

Résults from Global MMOGLE actions plan are meeting targets.
If an Audit has been carried out within the supplier (and his partner) the progress plan aim the target.
If the Supplier have a new Logistic partner, a commitment contract and a logistic protocol are signed.
Logistic organisation is implemented on new plant.
EDI links are tested and validated.
For each part reference, new DCL sheet are done and are validated by Renault.
If necessary a transport trial is planned and validated.
If CPL2 flow, a schedule for deliveries deployment is defined and a contract for palletization is signed.
If standard packaging, rent contract is signed by the Supplier.

If use of new specific packaging or overseas re-usable packaging, prototype and 1st mass production
delivery are validated by customers.
All necessary packaging (standard and/or specific) are available in the plants with planned quantities.
Supplier send ANPQP document « Process/facility site change request » filled for the chapter
« Notification of completion » (excepted for tier 1resourcing).
The above documents and the three-stage macro process describing the activities related to site transfer are available in
the electronic version of the manual available on the Logistics tab of the B2B Portal.

X I X – G L O S S ARY
1. Purpose ............................................................................................................................... 2
2. Glossary .............................................................................................................................. 2
Key actions
Understand abbreviations and other terms that appear in the Logistics
Guidebook or are used in Renault logistics function
Chapter XIX – p. 2/6
1. Purpose
This chapter explains terms and abbreviations that appear in the Logistics Guidebook or are used
in Renault logistics function.
2. Glossary
ABBREVIATION MEANING
AC Sales go-ahead.
ADF Supplier administrator, responsible for granting supplier access to Supplier Portal
and Renault application.
Adjustment data Data informing supplier and client on exact state of deliveries.
AF Manufacturing go-ahead (ANPQP milestone).
AFF Supplier production go-ahead (ANPQP milestone).
ALE-IO Alliance Logistics Europe: Inbound Operations
AMPS Go-ahead to build try-out.
AMS Go-ahead to build production lot.
ANPQP Alliance New Product Quality Procedure: set of Renault-Nissan Alliance supplier
requirements from initial project planning phase through to production go-ahead
and build-up to full-rate mass production.
APLF Supplier logistics performance correspondent: client plant personnel in charge of

guiding the supplier's logistics performance.
AQL Logistics quality assurance.
ARCA Renault access control directory.
ASN (Advanced EDI message, in EDIFACT format, sent by supplier to client to indicate departure
Shipping Note) of shipment. Also known as AVIEXP
BAL Mailbox, via which Renault sends messages to its suppliers.
BL Delivery note, accompanying transported goods through to delivery, with

identification of shipment content and destination.
BRE Shipment summary note.
BV Gearbox.

CA Reach figure: running total of quantities received from supplier at client plant (reset
to zero each year).
CAA Target figure: running total of quantities ordered from supplier by client plant (reset
to zero each year).
Capacity Quantity of product or product family that the supplier can supply over a given
period (day or week).
CC Commodity code identifying families of parts common to Renault and Nissan.
CINDI Common identification number for delivery improvement.
CMR Convention on international goods transport by road.
CPA Purchasing project manager.
CPL Logistics preparation centre, primarily designed to handle multiple daily deliveries.
The CPL is located at or near a client plant, and may be managed by the plant
personnel or by a service provider. The client plant owns the stocks held at the
CPL and pays for the services it provides.
Cross dock (CGR) Cross-dock: intermediate site handling flows of parts and empty packs, to
consolidate pick-ups of small quantities.
CSR Renault server centre providing EDI interface between Renault and suppliers.
DA Purchasing Department.
Direct flow Product flow straight from supplier shipment site to client plant.
DL Delivery order, issued by client plant to supplier.
DLI Industrial Logistics Department.
DPCC Direction de la Programmation et du Contrôle des Capacités
DPDS Direction de la Production, des Délais et des Stocks
DPL Direction de la Performance Logistique :
DPPL Direction de la Planification et des Projets Logistiques ; Scheduling Dpt
DQSC Direction de la Qualité Supply Chain : Logistics Quality Department.
DPPI Industrial Scheduling & Programming Department.
DQDL
DT Transport order.
DTPE Parts & Packaging Transport Department .

EDI Electronic data interchange between two information systems without the need for
duplicate human data entry, based on two-way transfer of files containing data in
international standard format.
EDIFACT Electronic data interchange for administration, commerce and transport.
EM Assembly-line entry, the point at which requisition is triggered in synchronous

supply mode. This point can be located further downline, or be assigned a different
logical name, such as STK1, EM1 or EM2.
End-of-run Discontinuation of part for mass production purposes at client plant.
ENX European network exchange.
EVALOG Logistics evaluation.
FAC Capacity Analysis Form
FEC Capacity Survey Form
FCA Incoterm (International Commercial Term CCI 2010) most commonly used by
Renault for France and international transport.
FCC Route sheet.
Flexibility Ability of supplier's process and industrial organization to handle changes in the
volume or the nature of the parts made, with no jeopardy to economic profitability.
GALIA French organization setting data interchange standards for automotive industry,
under broader European ODETTE programme.
GE Large pack, for handling with fork-lift truck.
Global MMOG-LE Global Materials Management Operations Guidelines – Logistics Evaluation. A

self-assessment tool developed by GALIA, ODETTE and AIAG which helps the
supplier evaluate his logistics flows, identify his weaknesses and improve his
global performance. It is used by European and American car manufacturing
companies.
GM Global manager.
GPI Integrated production management system in use at Renault plants.
GQE Incoming quality management application accessible to suppliers via Supplier

Portal.
GR Unloading point at client plant.
GSAM Global supplier account manager.

HU Handling unit, which may differ from packaging unit (e.g. palette of small packs).
Incoterms International commercial terms, defining reciprocal obligations of seller and buyer
as regards transport (cost, insurance, etc.) and documents (transport, customs,
etc,) under an international sale-of-goods contract, without regard to actual
property transfer and rights.
Indirect flow Product flow from supplier shipment site to client plant via intermediate site
requiring additional handling stage.
IPN Personal identification number (user ID) for accessing Renault applications on the
Supplier Portal.
IPPRF Renault-supplier performance management indicators.
IT Transport ID.
L3P Workstation programmed logistics.
L3PS Synchronous workstation programmed logistics.
LKPI Logistics key performance indicators.
Non-disposable pack Quantity of packs allocated to delivery circuit.

allocation
ODETTE Organization for data exchange by tele-transmission in Europe.
OF Manufacturing order (forecast).
OR Requisition order (firm).
OT Spot order.
PDS Packaging Data Sheet
PE Small pack.
PHU Packaging and handling unit: pack combining functions of packaging unit (as
regards parts content) and handling unit (as regards technical properties, allowing
handing by fork-lift truck). Also known as SHU
Pick-up round Transport route on which a lorry picks up packages from several suppliers, to
optimize filling.
POE Bought-out part: part made by supplier not belonging to Renault group.
POI Made-in part: part made by one Renault plant or subsidiary for another.
PPA Small automotive parts.
PSW Part submission warrant.

PU Packaging unit: pack, containing identical parts or products, that is designed for
lifting by hand.
PVS Packaging visibility system.
RA Administrative reception.
RAN (active, Release authorization number.

compliance,
delivered, correct)
Rate Quantity of given item to be made or used over specified time interval under
production schedule.
RFQ Request for quotation.
ROP Tooling go-ahead.
SCM Supply Chain Management
Sequencing Arrangement of parts in the order in which they are to be consumed (usually the
vehicle assembly sequence).
SHU Packaging and handling unit: pack combining functions of packaging unit (as
regards parts content) and handling unit (as regards technical properties, allowing
handing by fork-lift truck). Also known as PHU.
Stackable Capability of packs for standing one on top of the other.
Synchronous Delivery or manufacturing mode in which parts arrive in exactly the right order and
at exactly the right time, ready for immediate consumption at the assembly point.
TGP Parts controller.
Timeframe Period over which firm or forecast needs are expressed.

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SUPPLIERS

1. Purpose of Logistics Guidebook ..................................................................................1

2. Scope of Logistics Guidebook .....................................................................................2

3. Issue and update of Logistics Guidebook ...................................................................2

4. Supplier undertakings ...................................................................................................3

5. Renault logistics strategy .............................................................................................3

6. Major changes V8 / V9 2015 ..........................................................................................3

1. Purpose of Logistics Guidebook

2. Scope of Logistics Guidebook

3. Issue and update of Logistics Guidebook

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

5. Renault logistics strategy

Renault applies European Galia / Odette standards.

6. Major changes V8 / V9 2015

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

Effect and changes

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

Procurement lead time

This lead time involves some specific constraints in:

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

2.2 Project organisation

He/she must vouch for:

2.3 Information and exchanges with Renault

2.4 Means of EDI (Electronic Data Interchange) communication

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

2.5 Procurement process

2.5.1 Statement of Renault requirements towards tier 1 suppliers

The requirements are set up as follows:

Adjusting delivery deviations:

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

In case of break of supply linked to a non-communication of needs, between tiers 1supplier

2.5.3 Procurement flow

This last possibility can be negotiated on a case-by-case basis.

L3P procurement, synchronised type (L3PS)

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

2.6 Management of flows

Setting up the capacity

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

Allocation, management and maintenance of durable packaging

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

2.6.5 Product traceability information

2.6.6 Transport and delivery

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

Transport setting and non-programmed transport

Two eventualities are possible:

• Supplier responsibility setting (by default)

• RENAULT responsibility setting (on decision)

The process above is described in chap. XI.

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

The supplier is responsible for his shipments and their reliability.

No shipping notice must be issued before the truck’s departure.

Propriété RENAULT - Confidentiel C SUPPLIERS LOGISTICS GUIDEBOOK

Palletizing, not L3P\CPL2 flow

Palletizing, specificities for L3P\CPL2 flows

Palletizing of AILN flows is the subject of a specific specification.

2.6.8 Management of Supplier foreward store and delivered stock

2.6.9 Incoming inspection

Conditions required for proper acceptance are:

SUPPLIERS LOGISTICS GUIDEBOOK Propriété RENAULT - Confidentiel C

2.6.10 Assessment of logistics performance

2.6.11 Start and stop management

Handling the delivered quantity differences: