Supplier Guide For Product Development PDF

Supplier Guide
for Product Development
Group Development Management

Version 4
The English translation is believed to be accurate. In case of discrepancies, the German version controls.
Group Business Platform
Supplier Guide for Product Development
This document is only to be understood as a guide. It offers, on the one hand, an overview of Volkswagen in-house standards,
requirements, and reference literature which can be retrieved from the Volkswagen Group Business Platform, and on the other,
demonstrates their significance within the development process. This guide is not a replacement for the documents and
requirements named above.
This document is not legally binding and does not commit the parties to enter into any contractual agreement whatsoever. The
copyrights for this document are held by the Volkswagen Group. It may therefore only be used as part of activities in connection
with the Volkswagen Group.
All information and data in this guide were compiled by the Volkswagen Group to the best of its knowledge and belief. Neither
the Volkswagen Group, its Group Board of Management, nor any of its employees, agents, or subsidiaries provide any
guarantee or warranty (express or implied) or assume any responsibility with respect to the validity, accuracy, or completeness
of the information contained in this guide. In addition, the Volkswagen Group does not assume any responsibility for damage,
losses, or costs resulting from any errors or omissions contained in this document. This likewise applies without limitation to
direct and consequential losses.
2
© Volkswagen AG, 1446, Group Development Management

Dear Sir or Madam,
It is the declared goal of the Volkswagen Group to develop and produce high-quality,
efficient, and environmentally friendly vehicles for the 21st century.
The realignment of the Volkswagen Group, triggered by the events surrounding the diesel
issue, has led to numerous changes that necessitate a new edition of this Supplier Guide.
The impact of this realignment is reflected in new organizational structures which are
presented in the sections of part 1 of this edition.
As before, part 2 explains the development and release procedures as well as any IT system
requirements to be met by the supplier. The aim is to provide basic information necessary for
a successful partnership with the Volkswagen Group companies and thereby to promote
effective supplier integration.
A key to reaching this aim is the integration of our suppliers – both local and international – in
the development process of the vehicle and powertrain projects.
This edition has been updated to reflect the latest developments in the Volkswagen Group.
Wolfsburg, Germany,
December 1st, 2017
Dr. Ulrich Eichhorn Dr. Frank von Buch

Head of Group Research and Development Head of Group Development Management
Volkswagen Group Volkswagen Group
3

Contents
Part 1 – General information .................................................................................................................7

1.1 Key figures and organizational structure of the Volkswagen Group .............................. 8
1.2 Latest developments ...................................................................................................11
1.3 Organizational structure of the Development division ..................................................12
1.5 Vehicle project nomenclature ......................................................................................15
Part 2 – Core processes.......................................................................................................................17

2.1 Procurement process ..................................................................................................18
2.1.1 Introduction...........................................................................................................18
2.1.2 Classification of procurement processes ..............................................................19
2.1.3 Sourcing of parts in the product development process .........................................20
2.1.4 Group Business Platform and registration process ...............................................24
2.1.5 Supplier self-registration .......................................................................................27
2.1.6 Development-specific information in the RFQ package ........................................28
2.1.7 Volkswagen Group standards database ...............................................................32
2.1.8 Standard parts and multi-use parts .......................................................................35
2.1.9 Legal agreements and their influence on engineering drawings ...........................35
2.1.10 Fundamentals of the design responsibility agreement ........................................36
2.1.11 LION – Supplier Parts Information Online ...........................................................37
2.1.12 Information on development projects on the Group Business Platform ...............39
2.1.13 Current information on development projects in the Engineering Portal ..............40
2.2 Volkswagen Group Product Development Process .....................................................42
2.2.1 Introduction...........................................................................................................42
2.2.2 Supplier-relevant milestones in the whole vehicle PDP ........................................43
2.2.3 Component-specific milestones ............................................................................45
2.3 Approval processes within the Product Development Process ....................................47
2.3.1 Group approvals ...................................................................................................48
2.3.2 Approvals at the legal level ...................................................................................50
2.3.3 Approvals within the development schedule .........................................................52
2.4 Project management – basic requirements .................................................................54
2.4.1 Introduction...........................................................................................................54
2.4.2 Requirements for the supplier's project management ...........................................54
2.5 Supplier readiness management.................................................................................59
2.5.1 Introduction...........................................................................................................59
2.5.2 Objectives of supplier readiness management .....................................................60
2.5.3 Cross-functional approach of supplier readiness management .............................61
2.5.4 The standardized supplier readiness management process .................................62
2.5.5 Status evaluation and reporting within the SRM process ......................................64
2.6 Change management .................................................................................................65
2.6.1 Introduction...........................................................................................................65
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2.6.2 Types of changes .................................................................................................66

2.6.3 Change process ...................................................................................................67
2.6.4 Supplier's change management system ...............................................................70
2.7 Prototype-related processes and requirements ...........................................................71
2.7.1 Introduction...........................................................................................................71
2.7.2 The Supplier Manual for Prototype Parts ..............................................................71
2.7.3 Prototype parts and prototype tools ......................................................................72
2.7.4 Contact for prototypes ..........................................................................................73
2.7.5 General quality aspects ........................................................................................73
2.7.8 Production equipment...........................................................................................77
2.7.9 Data transfer.........................................................................................................77
2.7.10 Location of the Supplier Manual for Prototypes ..................................................78
2.8 Materials-related processes and requirements ............................................................79
2.8.1 Introduction...........................................................................................................79
2.8.2 Volkswagen materials laboratories worldwide.......................................................80
2.8.3 Description of tasks ..............................................................................................81
2.8.4 Materials specifications and regulations ...............................................................82
2.8.5 Materials specifications in drawings ......................................................................85
2.8.6 Initial sample inspection .......................................................................................86
2.8.7 Localization with high local content .......................................................................88
2.9 Requirements for IT systems in product development .................................................89
2.9.1 Introduction...........................................................................................................89
2.9.2 Basic requirements for the exchange of CAx data ................................................89
2.9.3 Binding basic standards........................................................................................90
2.9.4 Relevant CAx systems .........................................................................................91
2.9.5 Operational data exchange...................................................................................93
2.9.6 Data quality ..........................................................................................................96
2.9.7 Product data management in the Volkswagen Group: CONNECT ........................99
2.9.8 Information security ............................................................................................100
2.9.9 Security in e-mail communication .......................................................................100
2.10 Introduction to Quality Assurance documents and systems ....................................102
2.10.1 Basic quality requirements................................................................................102
2.10.2 Formula Q – New Parts Integral (QPNI) ...........................................................103
2.10.3 Quality Technical Requirements (QTR) ............................................................103
2.10.4 Overview of documents related to quality assurance ........................................104
Part 3 – Appendices ...........................................................................................................................106

3.1 Terms and definitions ................................................................................................107
3.2 Forms .......................................................................................................................112
3.3 Source of Supplier Guide for Product Development ..................................................114
Corporate details ............................................................................................................115
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Guideline structure
This guide is divided into three parts.

The first part provides an overview of the organizational structure of the Volkswagen Group.
Core processes relevant to suppliers with regard to procurement, product development,
project management, releases, prototype-related processes, IT systems, and materials are
described in detail in part 2. The last part of this guide contains a list of abbreviations
together with the corresponding definitions and a list of relevant forms.
The structure of the guide is illustrated in figure 1.
Part 1 – General
Part 2 – Core processes Part 3 – Appendix
information
2.1 Procurement process
1.1 Key figures and 2.2 Volkswagen Group product 3.1 Terms and definitions
organizational structure of emergence process
3.2 Forms
the Volkswagen Group
2.3 Approval processes within the
3.3 Source of Supplier Guide
1.2 Latest developments product emergence process
for Product Development
1.3 Organizational structure of 2.4 Project management – basic
the Design Engineering requirements
division
2.5 Purchase parts management
1.4 Organizational structure of
2.6 Change management
vehicle projects
2.7 Prototype-related processes and
1.5 Vehicle project
requirements
nomenclature
2.8 Materials-related processes and
requirements
2.9 Requirements for IT systems in
product development
2.10 Introduction to Quality
Assurance documents and
systems
Figure 1: Organization and content of the Supplier Guide
For better readability, important sections of the guide are highlighted in the margin with an
exclamation mark.
Please pay special attention to these sections.
The electronic version of this document contains hyperlinks that refer to specific pages of the
Volkswagen Group Business Platform. These links are identified in the document by the
following icon:
Note: To reflect the local specifics of individual Group companies, variants of this guide have
been created for Audi Mexico, the Volkswagen Group of America, the Volkswagen Group
China and for Volkswagen Group Russia.
These can be obtained from the companies or on the Group Business Platform.
6

Part 1
–
General information
7

1.1 Key figures and organizational structure of the Volkswagen Group

The Volkswagen AG is one of the world's leading automobile manufacturers.
The Volkswagen Group combines independent brands in passenger cars, commercial
vehicles, and motorcycles under one roof.
Some of key milestones in the history of the Volkswagen Group are shown in the following
timeline:
1938 Volkswagenwerk GmbH is entered in the commercial registry
1945 Series production of the Volkswagen Beetle begins with 55 vehicles
1947 The first Volkswagen is exported
1952 Volkswagen Canada Ltd. is founded as the first foreign sales company
1953 Volkswagen do Brasil Ltd. is founded as the first foreign production company
1955 Volkswagen of America Inc. is founded
1966 Auto Union GmbH is acquired, the predecessor of today's Audi AG
1985 Shanghai-Volkswagen Automotive Company Ltd. is founded
1986 SEAT is acquired
1991 FAW-Volkswagen Automotive Company Ltd. is founded in Changchun
1991 Škoda automobilová, a.s. is acquired
1998 Bugatti, Bentley, and Lamborghini are acquired
2009 Interest in the Dr.-Ing. h.c. F. Porsche AG is acquired (49.9 percent)
2011 The majority of shares of MAN is acquired
2012 100% of Ducati shares is acquired by Audi AG
2014 The majority of shares of Scania is acquired
2016 Strategic realignment of the Group
8

The current key figures of the Volkswagen Group are summarized in figure 2.
Brands: Audi, Bentley, Bugatti, Ducati, Lamborghini,

MAN, Porsche, Scania, SEAT, Škoda,
Volkswagen, Volkswagen Commercial Vehicles
Head office: Wolfsburg

Vehicle sales 2016: 10.4 million
Sales revenue 2016: €217 billion
Employees as of Dec. 31, 2016: 626 715
Figure 2: Key figures of the Volkswagen Group (2016)
The Volkswagen Group currently has over 120 production sites worldwide (as of March
2017):
http://www.volkswagenag.com/content/vwcorp/content/de/the_group/production_plants.html
The passenger car product lineup of the Volkswagen Group ranges from fuel efficient
compact cars to luxury and sports cars. In the commercial vehicle sector, the spectrum
begins with pickups and extends to buses and heavy trucks. Volkswagen Group vehicles are
sold in 153 countries.
Each Group brand has its own character and operates independently on the global markets.
An overview of the models can be found here:
http://www.volkswagenag.com/content/vwcorp/content/de/brands_and_products.html
9

The organizational structure of the Volkswagen AG at the board of management level is

shown in figure 3:
Chairman of the Board

of Management of
Volkswagen AG
Functional
Chairman of the Board Functional Functional
Responsibility
of the Volkswagen Responsibility Responsibility
‚China‘ ‚Human Resources and
Passenger Cars brand ‚Procurement‘
Organization‘
Functional Functional Functional

Responsibility Chairman of the Board
Responsibility Responsibility
‚Finance and of Audi AG
‚Commercial Vehicles‘ ‚Integrity & Legal Affairs‘
Controlling‘
Figure 3: Board of management and organizational structure of the Volkswagen Group
For detailed information, see:

http://www.volkswagenag.com/content/vwcorp/content/de/the_group/senior_management.html
The individual Group brands have their own organizational structures. A list of links to the
individual brands' websites and business divisions can be found via the above link.
Figure 4: List of links
This guide focuses on the processes, requirements, and systems relevant to the
Development division. The division's structure and responsibilities are described in more
detail in section 1.3 "Organizational structure of the Development division."
10

1.2 Latest developments

The Volkswagen Group is undergoing a phase of structural realignment to ensure that it can
continue to offer groundbreaking and sustainable mobility solutions in an evolving
environment and for changing customer needs. The aim is for the various markets to play a
greater role in shaping these mobility solutions. In addition to developing traditional concepts,
a diversification toward new technologies and powertrain solutions will be realized.
The efficient implementation of this challenge was achieved by introducing a product line
structure across the Group brands. This leads to shorter decision-making paths and
significantly extends the area of responsibility of each responsible person. This is explained
in more detail in section 1.4 in this section.
The connectivity between the vehicle and its environment are another core topic. Costumer
needs arising in this area develop in significantly shorter cycles than the vehicles' classic
modular assembly matrices. Our task is to become a trendsetter in this area without
compromising the reliability and safety of the systems.
These challenges require a cooperation with our suppliers that is based on partnership. An
essential building block for success is a joint understanding of the process. The Supplier
Guide for Product Development aims to create this understanding and, beyond that, to
provide insight into how the involved divisions collaborate with each other.
11

1.3 Organizational structure of the Development division

The Development division is organized both at Group level and within the individual Group
brands. The Group organizations are tasked with developing and coordinating the
collaboration in Development across the brands.
The following organizational units are established for this purpose:
- Group Research (K-GER)
- Group Technology Strategy and Management (K-GET)
- Group Body & Trim Development (K-GEK)
- Group Electrics/Electronics Development (K-GEE)
- Group Chassis Development (K-GEF)
- Group Powertrain Development (K-GEA)
- Group Whole Vehicle Development (K-GEG)
- Group Development Management (K-GEZ)
The organizational structure of the brands' Development divisions is geared toward the
respective individual responsibilities. As an example, the structure of the Volkswagen
Passenger Car brand is as follows:
Figure 5: Structure of the Development division for the Volkswagen brand
12

Figure 6 offers an overview of the development centers and technical offices of the
Volkswagen Group worldwide.
Figure 6: Worldwide locations of the development centers and technical offices of the Volkswagen Group
13

1.4 Organizational structure of vehicle projects

Typical vehicle projects are organized based on the matrix principle. The multi-divisional
project management is handled by the product lines, which report to their respective brand's
Board of Management. They are responsible for all aspects of the vehicle projects. At the
same time, they steer the activities within the respective vehicle project with the help of the
senior managements and product teams of the model series. In addition to the employees in
the model series, representatives from the Development (E), Production (P), Procurement
(B), Marketing & Sales (V), Finance (F), and Quality Assurance (GQ) divisions (in the same
order as shown in figure 7, from left to right) are involved in each vehicle project.
The interactions between those involved are shown in figure 7.
Figure 7: General organizational structure of the product lines
14

1.5 Vehicle project nomenclature

The large number of model variants across all Volkswagen Group brands combined with
country-specific requirements has made it necessary to adapt the internal model
nomenclature.
Under the premises of devising a new nomenclature that would meaningfully expand on the
current system while also being highly recognizable, the following structure was developed
and agreed upon across multiple divisions:
Figure 8: Structure of the project designation for vehicles
Figure 9: Examples for the project designation for vehicles
15

Note: Each vehicle and powertrain project is assigned an internal project code, such as
VW370 (current Volkswagen Golf) or EA888 (engine).
In addition, a so-called technical vehicle or powertrain class code, such as 5G0 (current
Volkswagen Golf) or 06J (EA888 engine), is specified for each project.
The class code is incorporated in part numbers and corresponding documents (e.g.,
engineering drawings) as a front number indicating the respective vehicle or powertrain
project.
The structure of the part numbers used in the Volkswagen Group is shown in figure 10.
Front number Middle group End number Suffix
5G0 800 375 AX
___
Vehicle class/
base engine
_Subgroup
__ ___ __
Version
Main group Running number

1. Engine • Part for left side:
2. Fuel tank, exhaust system, odd final digit
heating system • Part for right side:
3. Transmission even final digit
4. Front axle, steering system
5. Rear axle
6. Wheels, brakes
7. Frame
8. Body and trim
9. Electrical systems
0. Whole vehicle and accessories
Figure 10: General structure of part numbers
16

Part 2
–
Core processes
17

2.1 Procurement process

This guide focuses on topics which the Development division deems to be of utmost
importance for new suppliers within the context of product development. This includes an
introduction to the processes and applications that are within the Procurement division's area
of responsibility and are relevant to suppliers.
2.1.1 Introduction
The Procurement division of the Volkswagen Group is divided into Production Materials
Procurement and General Procurement. Production Materials Procurement is broken down
further into the commodities shown in figure 11.
Figure 11: Overview of the various Procurement subdivisions
Procurement decisions in the Volkswagen Group are made by the Corporate Sourcing
Committee (CSC). The decisions of this committee are effective across all brands.
In addition to the central Procurement divisions of each brand, the Volkswagen Group uses
regional sourcing offices (RSO) to develop new sourcing markets and to expand those
already in existence.
Figure 12 illustrates the current activities of regional sourcing offices worldwide.
18

Figure 12: Regional sourcing offices of the Volkswagen Group worldwide
2.1.2 Classification of procurement processes

Two different procurement processes play a role in the selection and nomination of Group
suppliers. These are:
 Forward Sourcing
for new parts to be developed and manufactured. This process is always used in
development projects for new vehicles and powertrains.
 Global Sourcing
for existing parts that are, for example, to be sourced locally on the respective
market. The aim of this process is to create market transparency, optimize
logistical costs, and improve the quality of production parts.
A worldwide strategy for requests for quotation (RFQ) and for awarding contracts is in place
for new parts and production parts.
The classification of procurement processes is illustrated in figure 13.
19

Forward Sourcing
Suppliers with high
For new parts
development share and
• In existing models subsequent
• In new models manufacturing
responsibility
Global Sourcing Suppliers with lower

For existing parts development share as
a reproducer and/or
• In existing models
build-to-print supplier for
• In new models
(carry-over parts (COPs)) a partial volume
Figure 13: Classification of procurement processes
2.1.3 Sourcing of parts in the product development process

Forward Sourcing and Global Sourcing are two different processes used in the Volkswagen
Group for the sourcing of parts. The timing of these processes in the product lifecycle is
illustrated in figure 14.
Figure 14: Differentiation between the Forward Sourcing and Global Sourcing processes
The Forward Sourcing process is used for new projects and is combined with the supplier
readiness management process up until product launch. This process, which is based on the
gate principle, ensures that suppliers are able to supply the relevant packages in the required
quantity and quality at the Start of Production (SOP), which in turn reduces project risk.
The Global Sourcing process, on the other hand, is not applied until after a product has been
launched and is accompanied by a supplier readiness management process with various
gates.
More information on the supplier readiness management process for Forward Sourcing and
Global Sourcing can be found in section 2.5 "Supplier readiness management."
20

Forward Sourcing process

The procurement process for suppliers in development projects basically involves the three
phases shown in figure 15.
1 2 3
Supplier self-registration Release process for
Supplier selection Forward Sourcing
and quotation
 Supplier list  Design Engineering audit  Kick-off meeting

 Registration on Group
 Process audit  SET work
Business Portal
 Supplier decision  Purchase parts
 Supplier self-registration
management
 Pre-selection for RFQ  Notification of nomination
 Component releases
 RFQ to supplier
 Quotation to Volkswagen
 Presentation of
engineering solution in
Design Engineering
Supplier is nominated;
Supplier is pre-selected start of development Production release
process as initial supplier
Figure 15: Phases of the Forward Sourcing process
Phase 1 – Supplier self-registration and quotation

The Volkswagen Group identifies potential suppliers based on the supplier self-
registration (SSR).
The Volkswagen Group issues the RFQ documents (the RFQ package) to the
supplier on the basis of technical, financial, organizational, and qualitative
requirements. The supplier processes these documents and submits its quotation to
the Volkswagen Group.
Suppliers who have received an RFQ must also give a presentation to the
appropriate Development division during this phase. The presentation must provide
information on the engineering expertise and technologies available to the supplier.
The submission of sample parts has proven to be very helpful in this regard. The
contact information of the relevant Development divisions can be found in the RFQ
documents.
Note: When contacting the Development division, the supplier should proactively
seek a suitable non-disclosure agreement (NDA) with the respective Development
department. The NDA itself is processed by the Development Services/Office
subdivision.
21

Phase 2 – Supplier selection

The Group's decision to nominate a supplier is influenced by the results of the
supplier evaluation, which identifies the competencies (Development audit and
process audit) and performance of a supplier.
At the end of the competency evaluation, the supplier receives a rating of A, B, or C,
where a rating of at least B is required for nomination.
Suppliers with a B rating are obligated to devise an action plan with steps for
improvement. After qualifying, the supplier is again subjected to an audit.
Figure 16 shows an overview of the contents of the two audits.
Audit Respon- Result rating

Purpose Criteria
type sibility A B C
Evaluation of
Development Development
component-specific Reference drawing,
Development criteria partially criteria not
Design Design R&D capability in regard Performance
criteria fulfilled; plan of fulfilled;
Engineering Engineering to Specification, and
fulfilled action required nomination
 CAD & CAE systems relevant standards
audit division currently not
 Validation
possible
 Sample building
 Engineering Project
Management
VDA 6.3
"Quality Not quality
Process Quality Evaluation of the quality
Quality-capable
capable;
Management in the
Assurance Quality- with conditions;
audit capability for certain Automobile Industry nomination
division capable plan of action
products/product groups – Process Audit” and currently not
required
and their processes “Formula Q – possible
Capability"
Figure 16: Overview of the contents of the Development audit and process audit for supplier selection
The final sourcing decisions made by the Volkswagen Group are based, on the one
hand, on the information provided by all parties involved and, on the other hand, on
strategic considerations and the competitiveness of the submitted quotations. It
should be mentioned here that all sourcing decisions are reached unanimously.
Phase 3 – Release process for Forward Sourcing
In this phase, the Volkswagen Group monitors the performance of the supplier within
the respective project. The supplier readiness management process is applied for
priority parts. Gates – measurement points for rating supplier performance – are
employed and component-specific releases are monitored. The individual gates are
closely linked to the vehicle milestones. This allows tracking of engineering releases
(K-release) and ensures that the sample parts are delivered for the respective
milestone. The supplier readiness management process is monitored and controlled
by so-called supplier readiness management teams (SRM teams). These teams
consist of representatives from different departments and are responsible for the
following:
 Conducting regular project meetings
 Monitoring the suppliers continuously.
22

Global Sourcing process

The procurement process for suppliers applied in the context of Global Sourcing largely
corresponds to that of Forward Sourcing.
1 2 3
Purchase parts
Supplier self-registration
Supplier selection management – Global
and quotation Sourcing
 Registration on Group  Design Engineering audit  Kick-off meeting

Business Portal  Process audit  Commitment meeting
 Supplier self-registration  Supplier decision  Supplier reviews
 Pre-selection for RFQ  Notification of nomination  Purchase parts
 RFQ to supplier management
 Component releases
 Quotation to Volkswagen
 Presentation of
engineering solution in
Design Engineering
Supplier is nominated; start

Supplier is pre-selected of industrialization process Production release
as build-to-print supplier
Figure 17: Phases of the Global Sourcing process
Phase 1 – Supplier self-registration and quotation

Phase 1 is identical to that of the Forward Sourcing process.
Phase 2 – Supplier selection
Phase 2 also corresponds to that of the Forward Sourcing process. Nomination,
however, is followed by a process in which the supplier industrializes the part for
production and develops it based on existing functional and packaging space
specifications, acting as a second developer.
Phase 3 – Release process for Global Sourcing
This phase is similar to the supplier readiness management of the Forward Sourcing
process. However, differences arise in the definitions of the individual gates and in
the type of goods and work results (e.g., samples and prototypes) to be supplied.
For projects that use the Global Sourcing process, gate reviews – that is, the final
evaluation upon reaching a gate – are not linked to the vehicle milestones but rather
to deadlines agreed upon between the supplier and the SRM team.
23

2.1.4 Group Business Platform and registration process

The Volkswagen Group uses the Group Business Platform to communicate with its suppliers
during each phase of a vehicle project. From the registration process and submission of
quotations to the tracking of milestones and sample versions, the Group Business Platform,
with its integrated applications, forms the central hub for communication with all
organizations of the Volkswagen Group.
Figure 18: Group Business Platform of the Volkswagen Group
Note: The Group Business Platform has special applications for suppliers of each division
(e.g., Procurement, Quality Assurance, Development). If one or more of the applications
mentioned in this supplier guide are not available to you, please have them activated by B2B
Support.
B2B Support can be reached at the following address:
b2bteam@vwgroupsupply.com
24

The contact details of B2B Support can be found in the "Help" area of the Group Business
Platform. Figure 19 shows the "Help" area on the platform and includes an example of
integrated applications.
Figure 19: Integrated applications on the Group Business Platform
Registration process
As described in section 2.1.3 "Sourcing of parts in the product development process," new
suppliers must undergo a registration process in the first phase of the procurement process.
The first step in registering on the Group Business Platform is to complete the supplier self-
registration, which can be started by selecting the "Partner registration"/"Start registration"
buttons.
The data sent in the supplier self-registration step are checked for correctness by B2B
Support in the second step. If the information is correct, B2B Support approves the supplier
for the third and final step of the registration process.
To complete the registration, the supplier must now enter additional information into the
supplier database of the Volkswagen Group. Finally, the
B2B User Agreement must be accepted and a Company Administrator must be set up on the
platform.
The entire registration process is summarized in figure 20.
25

Figure 20: Registration process for the Group Business Platform (summary)
26

More information on the registration process can be found on the login page of the Group
Business Platform:
 Choose "Partner registration" and then "Start registration." A description of the registration
process is found in PDF format for downloading on the left side of the screen.
2.1.5 Supplier self-registration

As described in section 2.1.3 "Sourcing of parts in the product development process," new
suppliers must undergo a so-called supplier self-registration in the first phase of the
procurement process. The necessary forms – also referred to as SSR forms at Volkswagen –
are made available by the purchaser responsible for the part.
The completed form gives Volkswagen an initial overview of a supplier's product portfolio,
available technologies, current purchasers (e.g., tier 1, tier 2), the organizational structure
(e.g., technical agreements, joint ventures), capacities, and the respective range of services
(e.g., quality assurance, engineering).
Figure 21: SSR form
Note: The SSR form must be filled out as completely as possible. This is the only way to
ensure that Procurement will send RFQs to the potential supplier.
27

2.1.6 Development-specific information in the RFQ package

The goal of the first phase of the procurement process (supplier information/quotation) is to
decide whether a supplier should be shortlisted.
The supplier submits a quotation online using the "Online inquiries (ESL)" (ESL: Electronic
Supplier Link) application on the Group Business Platform. Click on the following icon to
open this application:
Figure 22: The "Online inquiries (ESL)" application on the Group Business Platform
Quotations are specific to the project and component. The supplier must ensure that all
aspects regarding the technology used, the manufacturing process, and the performance
specification requirements are taken into account in the quotation. This enables the
Procurement division of the Volkswagen Group to ensure that all quotations are comparable.
The supplier, on the other hand, can be sure that no important and potentially price-relevant
information on the respective component is missing.
28

Figure 23 shows the RFQ overview along with the various types of RFQs in the "ESL"
application.
Global Sourcing RFQs start with letter "G"
Forward Sourcing RFQs start with letter "F"
Figure 23: RFQ overview in ESL
RFQ type
Separate RFQs are issued for each component. These RFQs are also specific to the vehicle
and are divided into Global Sourcing RFQs and Forward Sourcing RFQs. More information
on the two procurement processes can be found in section 2.1.2 "Classification of
procurement processes." The two RFQ types can be differentiated in the RFQ list by the
abbreviation F for Forward Sourcing and G for Global Sourcing.
Contacts
Contact persons for each part are specified by the various departments involved in the
respective development project. These contacts are specified in each RFQ and must be
consulted if questions arise regarding the RFQ documents.
29

Contents of the RFQ package relevant for engineering

The RFQ packages relevant for engineering (compressed in ZIP format) are indicated in
figure 24 and must be taken into account in the quotation submitted by the supplier.
RFQ-related documents
Volkswagen brand
Volkswagen Group
Figure 24: Contact information of a selected RFQ package and content of the RFQ package that is relevant for
engineering
RFQ-related documents
From the viewpoint of product development, this package contains all the essential
information that must be taken into account in the quotation for the requested component.
Such a package typically contains the following:
 Component Performance Specification (BT-LAH) with detailed information on the
respective engineering requirements (e.g., basic conditions regarding the
component and project, technology used, test requirements, and project
management guidelines)
30

Figure 25: Component Performance Specification
 Reference drawing
Figure 26: Reference drawing as the basis for the quotation
 Design responsibility agreement

The design responsibility share is part of the design responsibility agreement. Its
purpose is to define, in a binding manner, the responsibilities of the parties
involved in the development of the components, modules, and systems at an
early stage. The design responsibility share is a component-specific value that is
jointly agreed upon on the basis of the design responsibility agreement.
Further information on this topic can be found in section 2.1.10 "Fundamentals of
the design responsibility agreement."
Volkswagen brand
The second package contains brand-specific requirements and goals that must be taken into
account in the quotation:
 Procurement: purchasing conditions for the procurement of production materials
 Quality: agreed target for quality capability
31

Volkswagen Group – Research & Development

The first package to be downloaded by the supplier and to be taken into account in the
quotation contains information on the following topics relevant for product development:
 The Volkswagen Group standard VW 99000 "General Requirements for the
Performance of Component Development Contracts"
See also section 2.1.9 "Legal agreements and their influence on engineering
drawings," section 2.2 "The Volkswagen Group Product Development
Process," and section 2.3 "Approval processes within the Product
Development Process"
 Supplier Manual for Prototypes
See also section 2.7 "Prototype-related processes and requirements"
 Supplier Guide for Product Development (this document)
 Manufacturer code for vehicle parts
 Part history form.
2.1.7 Volkswagen Group standards database

Within the Volkswagen Group, requirements for, e.g., components, (raw) materials, test
methods, and the provision of data and components are described using in-house standards.
These standards are referred to in engineering drawings and in the Component Performance
Specifications contained in RFQ packages. Figure 27 shows an example of this type of
reference.
Figure 27: Reference to applicable standards on engineering drawings
All development suppliers must ensure that they have the latest versions of the applicable
standards available to them for the project. This is particularly important during the
nomination process as this is the only way to ensure that the quotation contains all
requirements for the components and tests.
The latest versions of the corresponding standards can be downloaded directly from the
Group Business Platform in several languages.
32

The "Online Standards" application required to download these documents is available under
the "Tools" menu item in the "Information" section of the Group Business Platform. Clicking
on the following icon takes you directly to the application:
The following types of standards can be viewed and downloaded in the "Online Standards"
(ONNO) application:
 Volkswagen Group standard – VW
 Technical Supply Specification – TL
 Test Specification – PV
 Technical Guideline for Documentation – TLD
 Design Guideline – KR
 Quality Specification – QP
 Standard Part Drawings – N/SDL.
The search method for finding standards in the "Online Standards" application is illustrated in
figure 28.
Standards and guidelines are published in various languages indicated by the corresponding
country flags. After the hit list appears, check for the latest version of the document.
The "Online Standards" application also contains the "Compositions" button, which can be
used to create a list of project-specific standards. This collection can then be downloaded
conveniently at regular intervals.
Note: If the "Online Standards" application is not being displayed on the Group Business
Platform, please contact B2B Support to request access. The B2B Support contact
information can be found in section 2.1.4 "Group Business Platform and registration
process."
33

Figure 28: "Online Standards" application on the Group Business Platform
34

2.1.8 Standard parts and multi-use parts

All new projects must preferably use standard parts and multi-use parts from the Volkswagen
Group standard VW 60000 "Variant Reduction for Fasteners" (VRV Catalog). If the range of
parts has not yet been described, only parts from the standard parts management system
(NVS) of the Volkswagen Group must be used. Information on standard parts, semi-finished
products, and operating fluids is managed in the NVS. In addition, multi-use parts of the
Group are also provided.
All users of the Engineering Data Management System (HyperKVS) are also authorized to
access NVS in the contractor network (HyperKVS: see section 2.9.5 "Operational data
exchange").
The contractor must consult with representatives of the purchaser's appropriate departments
for parts with a limited release (see the contacts specified in the Volkswagen Group standard
VW 60000).
The requirements specified in the Volkswagen Group standard VW 60457 "Mechanical
Fasteners; Threaded Parts Requirements Profile" apply to mechanical fasteners.
Note: The localization of standard and multi-use parts must be agreed upon with the
Volkswagen Group release offices in each case.
2.1.9 Legal agreements and their influence on engineering drawings

The Volkswagen Group standard VW 99000 "General Requirements for the Performance of
Component Development Contracts" contains, among other provisions, requirements of a
legal nature. By accepting this Group standard, the supplier (or contractor) also accepts the
legal agreements specified therein.
In particular, section 2.5 "Legal agreements" of the Volkswagen Group standard VW 99000
must be heeded. This section contains requirements for the data to be provided by the
supplier (e.g., engineering drawings).
Quotations submitted by the supplier must include provision of data which the Volkswagen
Group is permitted to use without restrictions. Suppliers are notified of this requirement
during the procurement process by the appropriate purchaser. Upon nomination, this issue is
documented in a written agreement. In this context, reference should also be made here to
section 2.5.5.3 Copyrights of the Volkswagen Group standard VW 99000.
Note: To avoid legal disputes after nomination, the supplier must carefully and thoroughly
work through the Volkswagen Group standards VW 99000 "General Requirements for the
Performance of Component Development Contracts" and VW 01058 "Drawings; Lettering."
35

2.1.10 Fundamentals of the design responsibility agreement

The design responsibility agreement is divided into a basic agreement and into the supplier's
individual share of the technical design of a component. Confirmation of the design
responsibility agreement by the supplier is a prerequisite for awarding the contract for a new
part.
The supplier's share of the technical design is expressed by the design responsibility share
and depends on the scope of development requested from the supplier. The following
applies in general: the fewer the design specifications issued by the Volkswagen Group, the
higher the design responsibility agreement share. The design engineer who owns the part
defines the design responsibility share in the early design phase of a new part development.
This definition is found in the RFQ documents (see section 2.1.6 "Development-specific
information in the RFQ package").
The following classifications of the design responsibility share apply:
 Production supplier (low scope of development): design responsibility share

10%
 Production developer (medium scope of development); design responsibility share

30 – 70%
 Design developer (high scope of development): design responsibility share

90%
As mentioned above, the arrangements of the design responsibility agreement apply to all
new parts, with the exception of the following:
 Blanks
 Standard parts
 Production equipment
 Process materials
Further information on the topic of design responsibility agreements can be found in the
"Information" section of the "Quality Assurance" division on the Group Business Platform
under the following link:
36

2.1.11 LION – Supplier Parts Information Online

LION (Supplier Parts Information Online) is an online application. Its primary focus is on
communication between suppliers and the Volkswagen Group during the pre-production and
startup phases. LION allows suppliers to access component-specific data from the
Volkswagen Group databases and to update these data independently.
LION provides the following:
 A current, transparent, and standardized information exchange between the
Volkswagen Group and its suppliers
 Preventing redundant inquiries and thus a reduction in communication and
coordination costs
 A reduction in the processing time, which would be required for manual data
entry, and fewer data entry errors.
LION encompasses different modules, which are used depending on the project progress.
Tasks are automatically assigned to the supplier for each of the part numbers for which the
supplier was nominated. These tasks include, for example:
 Listing of sample deadlines and supplier contact data
("Timing" and "Contact persons" LION modules)
 Documenting the part generation and part lifecycle
("Teilegenerationsstandspflege" (part generation status maintenance) LION
module)
 Documenting reviews and tool schedule tracking between suppliers and
Volkswagen Group organizations
("CoRe" LION module – Commitment and Review)
The "LION" application is available after B2B Support registers the user on the Group
Business Platform and can be opened by selecting the following icon:
37

Figure 29 shows how to access LION.
Figure 29: Accessing the Supplier Parts Information Online system
Figure 30 shows the supplier's view in LION.
Figure 30: Overview of the supplier's tasks in LION
38

2.1.12 Information on development projects on the Group Business Platform

Current information on ongoing development projects of the Volkswagen Group is published
on the Group Business Platform using the "Vehicle Projects" application. In this way, this
information is made available to all nominated suppliers involved in a certain projects. Along
with the latest project plans, the application also contains information on specific deadlines
and production volumes. Volkswagen Group suppliers are encouraged to use this platform
as a source for current information on project statuses and possible changes.
The "Vehicle Projects" application can be opened by selecting the following icon:
Figure 31 shows the "Vehicle Projects" application on the Group Business Platform.
Figure 31: "Vehicle Projects" application on the Group Business Platform
If you require access to certain projects as a nominated supplier, please contact B2B
Support. To be granted access rights, you will need to state the nominated part number and
the appropriate purchaser of the Volkswagen Group.
The B2B Support contact information is stored in the "Help" area of the Group Business
Platform.
39

2.1.13 Current information on development projects in the Engineering Portal

The Engineering Portal (ePortal) is a safe and secure work platform for exchanging
information and documents for Volkswagen employees and their contractors.
The ePortal
• enables access to project data worldwide via the intranet, Internet, and contractor
network;
• offers a differentiated control of authentication routes to protect data according to the
confidentiality level;
improves cooperation by means of project rooms. Volkswagen employees and their

contractors can edit content jointly. Access to individual pieces of content and documents
can be controlled via roles. Project rooms can be designed with a variety of functions
according to the needs of the project participants, such as:
Document library: Centralized access to all working files within your project with an
automated versioning system. You can sort your files in folders, as well as individually assign
them access permissions and keywords.
Blog and forum: The complete project team can be informed on current topics and/or
problems. You can use comments for topic-related discussion and exchange information.
Online table: Tables can be edited jointly online.

For example, open items lists, project lists, or similar can be created with the help of freely
definable data lists.
Milestone overview: The Product Development Process navigator (PDP Navigation)

graphically displays the milestones of a project so that all project participants always have
important deadlines in view.
Tags: Keywords on documents and reports simplify the search for content. To be informed of
changes, the user can subscribe to selected tags.
Collaboration with contractors
The path to relevant information on collaborations is presented at

https://eportal.wob.vw.vwg/jct_ep/web/zusammenarbeit-mit-partnern
in the ePortal. For the R&D divisions and the development contractors of the R&D, this path
will simplify navigation to all information that becomes necessary during cooperation.
Engineering Portal
operational services GmbH & Co. KG Phone: +49 800 5877 877 (in Germany)
Service Support Center (SSC) Phone: +49 375 60619 904 (internationally)
Fax: +49 391 58 0130760
E-mail: csn.service@o-s.de
Hotline: +49 5361 933057

e2e-Hotline E-mail: e2e.hotline@volkswagen.de
Collaboration with contractors Phone: +49 5361 922134

Ms. Silvia Giese E-mail: silvia.giese@volkswagen.de
40

Figure 32 shows the ePortal homepage.
Figure 32: ePortal homepage
41

2.2 Volkswagen Group Product Development Process

This section provides an overview of the Volkswagen Group Product Development Process.
In addition to process sections and milestones relevant to suppliers, this overview also
includes requirements for component-specific milestones as well as deadlines for sample
deliveries.
Note: The milestones described here apply specifically to development projects (Forward
Sourcing nominations), but also correspond to the milestones of vehicle and powertrain
projects.
For components that are procured via the Global Sourcing process, certain milestones apply
that are defined in the Global Sourcing RFQ package. When a supplier is nominated, these
milestones are defined in the course of a supplier readiness management commitment
meeting between the supplier and the Volkswagen Group.
2.2.1 Introduction
In the Volkswagen Group, vehicle developments are based in a standardized process
referred to as the Product Development Process (PDP). This process is divided into different
phases with corresponding milestones, although not all phases are of immediate relevance
for suppliers.
Preliminary selection and nomination by the Volkswagen Group forms the starting point for
suppliers in the PDP. Figure 33 shows the entire time span over which suppliers are involved
in the PDP.
Figure 33: PDP with milestones and phases that are relevant to suppliers
The PDP describes the phases and milestones of a vehicle project that must be used by
suppliers as the basis for defining component-specific milestones.
The supplier receives the deadlines for component-specific milestones together with the RFQ
package. These ensure the availability of all components for pre-production and for testing
and approval.
To ensure adherence to these deadlines, the supplier must create a component-specific
schedule on the basis of its own in-house PDP (see figure 34). This schedule must contain
the milestones of the vehicle project and the milestones that are specific to the supplier.
42

Figure 34: Correlation between the vehicle development process and the component supplier
When a milestone is reached, the supplier must submit specific work results, prototypes, or
samples close to production of a pre-defined quality. More information on prototypes and
sample quality at various points within the PDP schedule can be found in section 2.3.3
"Approvals within the development schedule."
2.2.2 Supplier-relevant milestones in the whole vehicle PDP

Supplier-relevant milestones are all milestones within the PDP that are characterized by
collaboration between the supplier and the Volkswagen Group. The PDP is adjusted within
the project to create a project-specific sequence. The deadlines in this sequence form the
mandatory basis for the project.
The PDP milestones are defined below for a better understanding. This will give new
suppliers an opportunity to gain an overview of the goals of the individual milestones and
their results within the context of the whole vehicle project.
 Milestone "Concept freeze" – "KF" (KE – Concept decision)
At the "concept freeze"/"concept decision" milestone, the refined styling model with
approved package and technical feasibility is decided upon. This milestone also includes
the following items relevant to suppliers:
 Start of Forward Sourcing for styling-independent priority packages
 Start of planning releases
 Milestone "Styling freeze" – "DF"
The styling process of all surfaces is finalized at this milestone. The producibility is
confirmed on the basis of virtual prototypes. This milestone also includes the following
items relevant to suppliers:
 Planning of the provisioning of parts for the Pre-Production Center
 Producibility of the product on the basis of simulations
 Production method planning
 Start of production tool, production equipment, and test equipment design
 Manufacturing layout and methods
 Nomination of suppliers with component-specific design responsibility shares.
43

 Milestone "Procurement release" – ("BF" or "B-release")

The procurement release initiates the following processes: procurement or production of
production tools, machines, production and test equipment, gages, models and systems
for purchase parts and make parts, the ordering of initial samples and material for pre-
production (pre-production approval testing vehicle (VFF) and pilot production (PVS)
parts, see below) and the start of sample testing for make parts and purchase parts.
The component-specific B-release is issued on a component or assembly-specific basis
according to target dates calculated from the stock-in-plant date minus the procurement
period.
Following procurement release, engineering changes must be made only with the
approval of the Procurement and Product Management departments of the Volkswagen
Group. A description of the change management process can be found in section 2.6
"Change management."
Note: Further information in regard to the requirements to be met for the B-release can
be found in Volkswagen Group standard VW 99000-2 "General Requirements for the
Performance of Component Development Contracts; Part 2: B-Release."
 Milestone "Launch release" – "LF"
Milestone at which the availability and quality of parts necessary for manufacturing the
product is confirmed, corresponding to the launch plan. The launch release serves to
ensure the start of production, while defining actions to be taken in the event of target
deviations.
In addition, the production strategy is verified by prototype testing at the launch release,
and Forward Sourcing process for purchase parts is finalized.
 Milestone "Pre-production approval testing vehicle" – "VFF"
The goal of this milestone is to build the vehicles using the production equipment in order
to optimize production facilities and production processes. Furthermore, the fit and
dimensional stability of the individual parts manufactured with production tools are
checked.
This process serves to increase readiness for production by identifying and eliminating
problems. All components delivered by suppliers must be manufactured with production
tools.
 Milestone "Pilot production" – "PVS"
The task of the PVS is to install individual parts manufactured with production tools from
production steps that determine the dimensions of and give shape to the parts. The PVS
also serves to test the function of any individual production equipment and assembly
facilities in order to confirm the process capability of production equipment, test
sequences, and test equipment.
 Milestone "0-series" – "0S"
The goal of the 0-series is to install individual parts and assemblies in the vehicle, with
special attention to the fit and dimensional stability, and to check that the production
equipment and systems function properly under production conditions. Furthermore, this
milestone serves to validate the production process for series production.
44

 Milestone "Start of Production" – "SOP"

Series production of the market launch volume is started.
 Milestone "Launch" – "ME"
The vehicle is put on the market for presentation to customers.
Sales begin.
2.2.3 Component-specific milestones

The following component-specific milestones are relevant for suppliers.
 Milestone "Stock-in-plant date" – "TBT"
Component-specific delivery dates must be adhered to when delivering sample parts and
pre-production parts corresponding to the vehicle milestones VFF, PVS, and 0-series.
The TBT milestone defines the target date at which the components must be available at
the point of fitment as per the respective milestone.
The correlation between these deadlines and the vehicle milestones is shown in
figure 35.
TBT
TBT VFF TBT PVS
0-series
At least 6 weeks At least 4 weeks At least 4 weeks
VFF PVS 0S
Figure 35: Correlation between the stock-in-plant date and vehicle milestones
 TBT for VFF

All components delivered by suppliers must be manufactured with production tools.
Sample parts must be available to the Pre-Production Logistics department of the
Volkswagen Group at least 6 weeks before assembly of the pre-production approval
testing vehicles. The exact date is announced at nomination.
 TBT for PVS
Sample parts for the assembly of pilot production vehicles must be available to the Pre-
Production Logistics department of the Volkswagen Group at least 4 weeks before the
assembly deadline. The exact date is announced at nomination. All delivered sample
parts must be sampled with grade 3 or better.
 TBT for 0S
Sample parts for the assembly of 0-series vehicles must be available to the Pre-
Production Logistics department of the Volkswagen Group at least 4 weeks before the
assembly deadline. The exact date is announced at nomination. All delivered sample
parts must be sampled with grade 1.
45

Note: More information on sample grades can be found in section 2.3 "Approval
processes within the Product Development Process." Figure 39 shows an example
schedule highlighting the approvals within the PDP, including the required sample
grades for sample parts.
 Milestone "Run at rate" – "2TP"
At this milestone, the production quality under future production conditions is verified
over a production period of 2 whole days. The run at rate usually takes place between
0-series and SOP to prevent capacity and quality problems. However, there are
reasonable exceptions where run at rate takes place after SOP. In this case,
however, a run at rate pre-check must be conducted to ensure production ramp-up
between 0-series and SOP. The approval of the run at rate is an important
prerequisite for issuing the production release of the product and process quality.
The goals of the run at rate are:
 Verification of process and quality performance under production conditions
 Verification of the capability to manufacture the required components in the
respective quantity with the resources available.
The run at rate is performed for components for which one or more of the following
conditions exist:
 New parts
 Capacity increase
 Significant changes to the production process or tools
 Relocation of production
 The component requires verification of the suitability of the designated packaging
material, storage capabilities, containers, and means of transport with regard to quality
requirements.
46

2.3 Approval processes within the Product Development Process

This section discusses the different types of approvals in the Volkswagen Group and
presents them in the context of the PDP.
In the course of the development process, different types of approvals are used according to
function, technology and country-specific legislation. The types of approval relevant for
vehicle development projects are shown in figure 36.
Figure 36: Types of approvals
Technical engineering approvals and initial-sample releases play a significant role in the
PDP. The issuance of a technical engineering approval or a release acts as the final
confirmation that the component meets the requirements described in the Component
Performance Specification.
47

2.3.1 Group approvals
1 a – Technical engineering approval (BMG)

In order to verify that these components are suitable for use in the vehicle, build samples are
prepared, which are checked by the appropriate Development divisions. Following successful
testing, a technical engineering approval is issued by the responsible department.
Basic conditions
 The technical engineering approval is issued by the appropriate Development
division. The decision to issue this approval is based on build samples manufactured
under production conditions using production tools. The technical engineering
approval is only issued after the appropriate department has conducted testing with
positive results, taking into consideration laboratory examinations that may be
required. If laboratory examinations are required, the departments work closely
together with the Volkswagen Group Materials Laboratory (see also section 2.8
"Materials-related processes and requirements").
 The technical engineering approval remains valid as long as none of the properties
present at the time of the approval examinations are changed. Such properties
include dimensions, material, manufacturer, markings, manufacturing processes,
place of manufacture, equipment, tools, and software.
 The supplier is responsible for complying with the approved model phase.
 The supplier must inform the appropriate departments in Procurement and
Development before making changes to the component. The primary developer then
decides, based on the indicated changes, whether a repeat of the build sample
inspection is necessary for the issuance of the technical engineering approval and, if
so, which test scopes are required.
Services to be rendered for the issuance of the technical engineering approval
The requirements as per Volkswagen Group standard VW 99000-4 "General
Requirements for the Performance of Component Development Contracts; Part 4:
Technical engineering approval" must be met for issuance of the technical engineering
approval.
Conclusion: The department issues the technical engineering approval.
Figure 37: Test specifications on drawings and in Component Performance Specifications
48

1 b – Initial-sample release
Initial sample releases are issued by the Quality Assurance department in the production
ramp-up phase. A prerequisite for this release is an initial sample inspection, concluded with
positive results, in which material properties as well as dimensional properties of the
component are evaluated. In addition, the initial sample inspection includes a fitment trial
(installation in the vehicle).
The results of the initial sample inspection can be classified as follows:
 Grade 1: Sample approved/released.
 Full compliance with specification.
 No re-sampling required
 Grade 3: Sample usable with restrictions.

 Sample shows deviations that are not expected to lead to customer
complaints.
 Re-sampling required
 Grade 6: Sample rejected/no production release.

 Sample deviates significantly from the technical specifications and
documents, customer complaints are to be expected.
 Re-sampling required
 Note: Parts with grade 6 must not be installed in customer vehicles.
Installation is only permitted when a deviation permit allowing
installation was issued.
Technical engineering approval is a prerequisite for the issuance of the initial sample release
in the case of components subject to technical engineering approval. Figure 39 shows an
example schedule, including the TBT milestone with the required sample grade.
Further information on the initial sample release and sampling grades can be found in
section 2.8 "Materials-related processes and requirements."
49

2.3.2 Approvals at the legal level
2 a – Component type approval

Numerous components (e.g., tires, windows, light units, etc.) are subject to component type
approval in various countries (e.g., China, Europe, and Taiwan).
These components are self-contained products that must comply with specifications
independent of the whole vehicle and must be tested for their technical features (type
approval). The component manufacturer must be familiar with and comply with any
applicable laws. If the part is subject to component type approval, the supplier must submit
all applicable documents to the part-owning design engineer. Component type approval is
the basic legal requirement for installation of the part in the whole vehicle and for marketing
the component as an individual part or in installed condition in the respective countries. It is
therefore the basis for the further type approval of the vehicle manufacturer.
The requirements for these components are determined by country-specific legislation.
The component manufacturer must request the required component type approval and
extend, amend, or correct existing component type approvals in case of subsequent, legally
relevant changes.
The deadlines for presenting the component type approval to the part-owning design
engineer can be found in the Component Performance Specification.
The conformity of production requirements (CoP testing, cycles, documentation) must be
ensured.
Any changes to the component type approval (incl. relocations, relocations of individual
process steps, changes of name, technically relevant changes, etc.) must be reported to the
individual departments and presented for approval in due time. Changes to the component
type approval can lead to the loss of the whole vehicle type approval.
Component type approval – Example: CCC – China Compulsory Certification

The China Compulsory Certification (CCC) system is a certification system used in China.
It applies both to components in the whole vehicle (fully built-up unit (FBU)) and to individual
parts (parts for completely knocked down (CKD) vehicles or spare parts) which are exported
to China. Likewise, it applies to components manufactured locally in China.
Products subject to CCC may only be marketed in China after they are issued a valid
certificate and a component marking (incl. type approval name in the sense of a model
designation, taking into account the Volkswagen standard VW 10511). This certification also
includes an accreditation of each place of manufacture. Each supplier is therefore
responsible for completing the necessary steps for certifying the respective packages and
must verify compliance with the law. This due diligence is particularly important since these
certificates and verifications are a vital prerequisite for the type approval of the vehicle
manufacturer for this market.
The deadlines for submitting the certificates to the part-owning design engineer as well as
the deadlines for submitting the component marking must be agreed upon with the
respective department.
50

CCC documents must be extended/updated on a regular basis in compliance with legal

requirements.
2 b – Self-certification
Likewise, the component manufacturer must perform tests to verify compliance with the law
for components that are subject to the so-called self-certification (incl. KC-certification for
South Korea; FMVSS 302 in the USA). These verifications must be made available to the
part-owning department.
The conformity of production requirements (CoP testing, cycles, documentation) must be
ensured.
Any changes that affect the certified properties (incl. relocations, relocations of individual
process steps, changes of name, technically relevant changes, etc.) must be reported to the
individual departments and presented for approval in due time. Such changes could lead to
the loss of the vehicle type approval.
2 c – Type approval
Type approval is part of the component type approval process. If components are subject to
type approval, the supplier must perform certain component tests in the presence of a
Technical Service & Authority. To determine whether or not a component is subject to type
approval and which requirements apply for such a type approval, please refer to the
underlying legal regulations/guidelines.
Technical Service & Authority will issue an expert opinion based on the successful type
approval and a technical information document completed by the supplier. This expert
opinion and the information document are the basis for obtaining a certificate from the
respective national authorities and therefore for the approval (component type approval
and/or certificate).
51

Figure 38: Example of drawing notes for determining necessary approvals
2.3.3 Approvals within the development schedule

In the course of component development, the supplier provides sample parts for the vehicle
project at the corresponding milestones, as shown in figure 39 (the same applies to
powertrain projects).
Vehicle Milestones VFF PVS 0S SOP
min. 6 weeks to VFF min. 6 weeks to 0S

9 months to SOP 4 months to SOP
TBT Part Grade ≤ 3 TBT Part Grade 1
TBT Part at VFF min. 6 weeks to PVS at PVS (off-tool) at 0S (off-tool)
(off-tool)
7 months to SOP
SOP
Supplier
Supplier
Industrialisation, Ramp-up and Series Prod.
(Part development)
Optimisation
Dev. Documentation
B-samples C-samples
6 weeks to 0S Technical Engineering Approval -

Product 4,5 months to SOP BMG (indiv. part)
Part and Vehicle Test
Development
Validation Run (VFF, PVS, 0S-Vehicles)
(Vehicle project)
Two-Day
Quality Assessment Part Production
Quality Assurance Milestone defined by vehicle Series Monitoring

PDP schedule
Milestone individually defined by
part PDP schedule
Quality Assurance Validation
Figure 39: Example schedule regarding approvals
52

Note: Additional milestones and processes are mandatory for components and systems tied
to the electronic system and software. Particularly in the areas of testing and integration,
extended requirements and milestones are added to the process.
In addition to the general sample quality classification into sample inspection grades,
samples are also grouped into A, B, and C samples on the basis of their functional capability.
Figure 40 gives an overview of the A, B, and C sample versions.
A-sample B-sample C-sample

Basic sample
Concept sample Sample ready for production
(also: functional sample)
• Determination of basic
suitability in laboratory and
• Confirmation of suitability for
road tests
Objectives: • Confirmation of concept production
• Commissioning of tools for the
• Technical engineering approval
production of the individual
parts by Procurement
• Functional capability fully

• Fully functional
testable
• Based on prototype tooling • No faults
• All dimensions and features as
Type of • Very limited functionality • All dimensions within tolerance
per Performance Specification
component • Implementation at the range
and drawing
supplier's discretion • Build status is ready for technical
• Deviations permissible in some
engineering approval
cases
• Mechanical design, layout,

component mounting, and • All individual parts are from series
software are close to production
Type of
• No production tools necessary production (using auxiliary • Production software
tools tools) • Optimized production tools at the
• Tools may not be located in place of manufacture
final place of manufacture
Type of • No series production process • No series production process

• Series production process
process necessary necessary
Figure 40: Definition of A, B, and C sample versions
53

2.4 Project management – basic requirements

Good project management is a key factor for the success of a project and for smooth
collaboration between the Volkswagen Group and its suppliers.
The basic project management requirements on the part of the supplier are described in the
following documents:
 Volkswagen Group standard VW 99000 "General Requirements for the
Performance of Component Development Contracts"
 Component Performance Specification as part of the RFQ.
Both documents are made available to the supplier with the RFQ package. More information
on the RFQ package can be found in section 2.1.6 "Development-specific information in the
RFQ package."
2.4.1 Introduction
The supplier must ensure that its internal project management fulfills the requirements
specified in the above-mentioned documents. Proof of such fulfillment must be provided to
Volkswagen Group upon request (e.g., as part of a Development or process audit).
Note: The requirements in terms of reporting to the appropriate department in the framework
of the development phase (in general, until issuance of the technical engineering approval)
are also described in this section.
2.4.2 Requirements for the supplier's project management

As already mentioned above, component-independent requirements for project management
are described in the Volkswagen Group standard VW 99000 as well as in the respective
Component Performance Specification documents.
Based on these documents, the supplier must create an integrated project management
strategy that includes at least the following elements:
1. Project organization
2. Management of packages
3. Project schedule
4. Risk management
5. Reporting and documentation
6. Change management.
The elements of the project management strategy mentioned above are discussed in greater
detail in this section.
Note: The specific requirements for change management are described in section 2.6
"Change management."
54

1. Project organization
The supplier must set up a project team whose roles and responsibilities must be
defined and depicted in a project-specific organization chart. In addition, a
responsibility plan must be created detailing the persons responsible within the
project and their respective work packages. Sub-contractors must also be specified in
this organization chart.
Furthermore, a contact list of all persons mentioned in the responsibility plan must be
created. Any changes to the organizational chart must be communicated to the
purchaser.
The supplier is responsible for a smooth organization of the project and must ensure
that work on the project begins immediately after being contracted. This also includes
preparing and conducting an internal kick-off meeting as well as a kick-off meeting
together with the appropriate Volkswagen Group department.
The agenda of the kick-off meeting includes a list the following items, at a minimum:
 Project history and contractual situation
 Project organization and project team
 Planning of the project scope including the work breakdown structure
 Project targets derived from the purchaser's goals
 Project planning (including time, costs, and resources)
 Project risk assessment
 Definition of how to inform and report to the purchaser.
2. Management of packages
The supplier must create a detailed project package plan for the development and
realization of the component, taking into account the following:
 Work breakdown structure – WBS. The WBS must correspond to the project
specification and must include all assignment areas and development phases.
These include:
o Project management
o Development
o Test
o Quality assurance
o Industrialization process
o Production
o Logistics.
 The work packages must be of a manageable size. Material and personnel
resources must be assigned to the individual work packages
 Work packages must be traceable in the form of regular project reports and must
contain criteria that define successful completion
 Work packages must be assigned to PDP milestones. Dependencies between
work packages must be shown.
55

A typical work breakdown structure is illustrated in figure 41.
Project-specific work
breakdown structure
Project Styling Testing Quality Industrialization Production Logistics

Management assurance
Figure 41: Example of a simple work breakdown structure
3. Project schedule
The supplier prepares a detailed Gantt chart of the project schedule as per the
defined project- and part-specific PDP milestones. The project schedule must also
contain the tasks, milestones, and dependencies of the Volkswagen Group.
The project schedule must include the following milestones contained in the RFQ
documents of the Volkswagen Group Procurement division:
 3-D CAD data frame determined
 A-sample available
 B-sample available
 C-sample available
 Initial sample delivery and initial sample inspection report
 Technical engineering approval
 Run at rate
 SOP.
The project schedule must contain at least the work packages listed in the work
breakdown structure including deadlines and responsibilities. Dependencies between
work packages as well as the critical path must be shown. Each version of the
project schedule must be provided in electronic format.
The supplier must ensure that:
1. Imminent deviations from the schedule are communicated in writing to the
appropriate department of the Volkswagen Group immediately and without further
request. At the same time, reasons for the deviation and suitable actions to be
taken to return to the original schedule must be stated
56

2. The project schedule reflects the current project status at all times. The project
schedule is presented to the appropriate department of the Volkswagen Group
together with the monthly progress report
3. The commissioned project package is included both in the matrix (i.e., the
presentation of correlations between the processes) and in the schedule
4. Buffer times in addition to the critical path can be shown or provided on request
5. Individual schedules for different assignment areas (e.g., testing, quality,
logistics) can be provided on request.
4. Risk management
The supplier establishes a risk management process for the duration of the project to
ensure that risks are systematically identified and tracked. This risk management
process serves to meet the requirements as specified in section 2.2.2 "Risk
management" and section 5.3 "Preventive quality management methods and risk
protection" of the Volkswagen Group standard VW 99000.
The risk assessment must include all types of risks; in particular technical,
organizational, and commercial risks as well as risks brought about by sub-
contractors.
The supplier must analyze and prioritize the risks. The risk assessment must include
the impact of the risks on the project (particularly in regard to the technical solution),
on quality, and on the agreed schedule and costs. A root cause analysis must be
conducted for determined risks.
For technical risks, the supplier must ensure completeness as well as conformity with
the results of the product failure modes and effects analysis (FMEA) (for system and
design) and process FMEA. The supplier must take steps to prevent or minimize
detected risks and must document the steps.
In the event of changes to the component or to the process, the supplier evaluates
the situation in regard to new risks' probability of occurrence and forwards this
information to the appropriate Volkswagen Group department as part of the change
evaluation. The risk log must be updated as necessary.
The supplier proactively informs the Volkswagen Group about existing risks.
5. Reporting and documentation

The supplier must document the project status on an ongoing basis to ensure its
transparency as well as a traceable project history.
A list of all documents submitted to the appropriate Volkswagen Group department
throughout the project must be delivered to the Volkswagen Group. Documents that
do not need to be provided to the Volkswagen Group must be stored by the supplier
for 15 years. The storage period begins on December 31 of the year in which the
document was created. This also applies to data stored on electronic data storage
devices.
57

Elements subject to mandatory documentation are, for example, samples, drawings,

documents, Performance Specifications, the Product Development Specification, and
software documentation. The data must be archived with the respective date of
revision and be clearly assigned to the exchanged configuration.
In addition to the documents mentioned above (e.g., work breakdown structure,
schedule, organizational charts), the documentation to be created by the supplier
includes an open items list (i.e., a "to-do list"), meeting minutes, and a final project
report.
 To-do list (open items list)
From the start of the project, the supplier must maintain a to-do list in which all
open and completed issues, work packages, responsibilities, and due dates are
listed in chronological order. The list must be continuously updated and used in
project status meetings to evaluate open issues.
 Minutes of meetings
The supply creates minutes of all meetings with at least the following content:
o Agenda, participants, absentees, location, date, duration, distribution list
o Summary of the meeting as well as decisions and agreements made
o Catalog of actions including responsibilities and deadlines.
The minutes of the meeting are distributed by the supplier once approved by the appropriate
Volkswagen Group department.
58

2.5 Supplier readiness management

This section describes the status tracking and reporting systems used in the Volkswagen
Group vehicle and powertrain projects to track component and tool readiness and to
exchange project information between the Volkswagen Group and suppliers.
2.5.1 Introduction
The requirements for project management and reporting during the development phase
apply at all times as described in section 2.4 "Project management – basic requirements." In
addition, as an element of the supplier readiness management, reporting also focuses on
tool readiness and tracking of sample deadlines, sample versions, and sample quality for
production.
Suppliers of key components (also referred to as key packages or "heavy items") are
required to participate in the supplier readiness management process. Supplier selection is
based on the following criteria:
 New supplier for the Volkswagen Group
 Supplier is operating a new manufacturing plant ("greenfield")
 Long lead time for tool manufacturing
 New technology and new manufacturing process for the Volkswagen Group
 Negative experiences in past projects
 Negative audit rating.
Note: The operative responsibility for key components lies with the SRM team. Project
Purchasing assumes commercial responsibility starting from supplier nomination until
3 months after SOP. Commercial responsibility shifts to Line Purchasing following SOP.
59

2.5.2 Objectives of supplier readiness management

Supplier readiness management (SRM) is a procedure which suppliers undergo, including
tool and equipment manufacturers. The goal of this process is to support suppliers of key
components at an early point in the process. This is to avoid a situation in which problems
and errors remain undetected and unsolved until shortly before SOP. This is a vital
requirement for a smooth production ramp-up.
Figure 42 illustrates the concept of supplier readiness management.

Tasks/activities
Troubleshooting
Prevention
Project
Project duration
timeline
DF BF LF PVS 0S SOP
Preventing of problem detection and troubleshooting shortly before SOP

• Planning and controlling
• Follow-up together with the supplier
Figure 42: Objectives of supplier readiness management
Through supplier readiness management, it is ensured that:

 The supplier meets the requirements of the Volkswagen Group with regard to the
supply chain, production capability, and quality
 Parts and tools are available on time and in the desired quality
 The supplier's production capacity accommodates the volume demand of the
Volkswagen Group.
60

2.5.3 Cross-functional approach of supplier readiness management

In order to achieve the goals of SRM, cooperation is necessary between the different
divisions of the supplier and the Volkswagen Group, as shown in figure 43.
Supplier Readiness Management
Supplier SRM core Support
Design Team SRM Team Product Management
Plant Engineering Quality Assurance R&D
Sub Supplier R&D Procurement
Tool Maker Logistics
cross functional approach of SRM
Figure 43: The cross-functional approach of SRM
The Volkswagen Group SRM team is responsible for planning, implementing, and carrying
out SRM processes through which it can obtain a current overview of the readiness of
samples, tools, and equipment. The organizational structure of the SRM team is shown in
figure 44.
Supplier Readiness
Management
Commodity Commodity
Commodity Commodity Commodity Schedule
Electric/ Powertrain/
Exterieur Interieur Metal Control
Electronic Chassis
Figure 44: Organizational structure of the SRM team
61

2.5.4 The standardized supplier readiness management process

The SRM team uses a process with different gates – defined points within the process similar
to the PDP milestones – at which the supplier must have performed specified services or at
which he must meet specific requirements. This process ensures that the supplier meets
Volkswagen Group requirements.
Forward Sourcing projects
The SRM process is a component-specific process that takes place parallel to the PDP and
is based on certain vehicle milestones. The process is divided into different phases. Each
phase is completed by a gate, where the SRM team checks and evaluates whether the
supplier has performed the specified services.
The individual gates and reviews – that is, the evaluations and checks of the degree of
fulfillment – take place prior to the respective vehicle milestones. This ensures that the
required documentation as well as the necessary tools and samples are available at the
corresponding PDP milestones.
Global Sourcing projects
The SRM process for Global Sourcing project follows a similar process flow, but includes
different gates to some extent. Since this process focuses on components already in
production, such projects are not based on PDP milestones for vehicle or powertrain
development. For this reason, the supplier and the SRM team define component-specific
deadlines (target dates) for the respective gates and for fulfillment of the corresponding
requirements as part of the commitment meeting.
Figure 45 illustrates the SRM process for the Forward Sourcing and Global Sourcing
projects.
Nomination by
Procurement BF VFF PVS 0S SOP
SRM Supervision and monitoring of

1.
Project planning key parts & components
(Group-internal) SRM
2.
Commitment
meeting
Procurement SRM
3.
Producibility
check
4. SRM
Start of tool
production SRM
Each change control is followed 5.
by an additional commitment Procurement order TBT VFF 1st
meeting off-tool samples
available 6. SRM
PVS
Procurement (sample quality
grade ≤ 3) 7. SRM
0-series
(sample quality
grade 1 &
guaranteed capacity)
Checking of costs and capacities and the supplier reviews in the framework of change management under
responsibility of the Procurement division
Close tracking of supplier activity to ensure the availability of status-compatible samples at SRM = area of responsibility: SRM
the defined pre-production milestones. Proc. = area of responsibility: Procurement division
Figure 45: SRM process sequence
62

Figure 46 gives an overview of the services to be rendered by suppliers at each SRM gate in
the Global or Forward Sourcing projects.
Figure 46: SRM gates and respective services to be rendered as part of Forward and Global Sourcing projects
Note: Beginning with gate 5, component qualification for grades 3 and 1 proceeds in close
cooperation with the Purchase Parts Quality Assurance department of the appropriate plant.
63

2.5.5 Status evaluation and reporting within the SRM process

The Volkswagen Group evaluates the current status of the supplier during the SRM process
in the following way:
 Regular meetings
The supplier must take part in regular SRM meetings. These take place monthly.
However, the Volkswagen Group can call additional meetings on-site or at the
supplier's facility as needed. The goal of the meetings is to evaluate the supplier's
current status in the SRM process. For this purpose, the supplier must provide
the latest version of the status report and must be able to explain in more detail
the content of this report.
 Continuous monitoring of the supplier
The supplier is monitored continuously throughout the duration of the project.
This includes on-site visits at the supplier's facility. The SRM team informs all
parties involved by means of standardized visit reports and weekly status reports.
Each supplier is required to participate in reporting during the SRM process. The supplier
must meet the following requirements:
 For reporting, the supplier must use the commitment documents for supplier
readiness management
 The supplier must report on the status of the agreed-upon objectives
 The supplier must coordinate status changes with the responsible SRM contacts
 The supplier must submit an SRM status report monthly.
Figure 47 gives an overview of the content of the commitment documentation.
VW411
VehicleNMS
project VW411
VehicleNMS
project Commitment
Co
561.945XXX
561.945XXX 561.945.XXX
Part number: Supplier: XXX Date:
561.945.XXX 561.945.XXX
Part number: 561.945.XXXSupplier: XXX Date:
561.945.XXX
Part name: Tail Lights DUNS: 151928512 31-Jul-09
561.945.XXX
Part name: Tail Lights DUNS: 151928512
Due date for vehicle assembly Due date for part delivery Status Grade
Vehicle schedule Fahrzeugmontagetermine Teilebereitstellung TBT Status Note Overall status
ZP 7 Date Week Year Date Week Year 1 3 6
Prototype TBT: VFF: XX.XX.XXXX X #VALUE! XX.XX.XXXX X #VALUE! ###
CW29 / 2009 PVS: XX.XX.XXXX X #VALUE! XX.XX.XXXX X #VALUE! ####
VW Group Contact Person #VALUE!
0S: XX.XX.XXXX X #VALUE! XX.XX.XXXX X #VALUE! ####
SOP: XX.XX.XXXX X #VALUE! XX.XX.XXXX X #VALUE! ####
Role/Function Surname First name Department Telephone Mobile Email Loc
Due Dates: Commitment Actual
Supplier Readiness X X Purchasing +1-423-755--XXXX
Date Week
+1-423-755--XXXX
Year Date Week Year
XX.XXX@XX.comRemarks
Chattanooga,
Part Design
Buyer X X
Determination of supplier
Purchasing +1-423-755--XXXX
XX.XX.XXX #VALUE!
+1-423-755--XXXX
#VALUE! XX.XX.XXX #VALUE!
XX.XXX@XX.com Chattanooga,
#VALUE!
Delivery prototypes at acceptors end XX.XX.XXX #VALUE! #VALUE!
Logistics X X
Surface Data
Logistics +1-423-755--XXXX
XX.XX.XXX #VALUE!
+1-423-755--XXXX
#VALUE!
XX.XXX@XX.com Wolfsburg, Ge
P (Planning)-Release XX.XX.XXX #VALUE! #VALUE!
Logistics X X
Color-Combination board
Logistics +1-423-755--XXXX
XX.XX.XXX #VALUE!
+1-423-755--XXXX
#VALUE!
Determination of tool maker XX.XX.XXX #VALUE! #VALUE! NMS: VW411
Quality Assurance X X Quality
Manufacturability (Simulation / Mold flow
+1-423-755--XXXX
XX.XX.XXX #VALUE!
+1-423-755--XXXX
#VALUE!
XX.XXX@XX.com Chattanooga,
561.945.093
D-FMEA (Design) XX.XX.XXX #VALUE! #VALUE! Part number: Supplier: II Stanle
Design/Engineering X X
P-FMEA (Process)
R&D +1-423-755--XXXX
XX.XX.XXX #VALUE!
+1-423-755--XXXX
#VALUE!
XX.XXX@XX.com Wolfsburg, Ge 561.945.094
Part name: Lid Lamp DUNS: 1519285

End of part design XX.XX.XXX #VALUE! #VALUE!
Prototype Planning X X
B-Release (Purchase)
R&D +1-423-755--XXXX
XX.XX.XXX #VALUE!
+1-423-755--XXXX
#VALUE!
SET Speaker X X R&D +1-423-755--XXXX +1-423-755--XXXX XX.XXX@XX.com Wolfsburg, Ge VW411 NMS Tool maker
Final Quality Check
Injection Molding
New production site

Process #3
Purchased
Assembly
Stamping
Land identified and purchased 561.945.093

Technical Center Chattanooga X X R&D
Construction buildings start
+1-423-755--XXXX +1-423-755--XXXX XX.XXX@XX.com Chattanooga, 561.945.094
Component Name
Part number: Supplier: II Stanley Co., Inc. Date:
561.945.095
Construction buildings end 561.945.096
Part name: Tail Lights DUNS: 151928512 31-Jul-09
Housing S1
Series Tool Construction Outer Lens S1
Tool design start 12.10.2009 42 2009 Side Cover S1
Lead time for tool design 4 Component Component Person Responsible for Name
Bezel 1 Address
S1 Contact Person
Supplier Contact Person Denomination Part Number Tool Tracking (Supplier)
Sub-Supplier
Toolmaker Toolmaker
S1 Toolmaker
Tool design end 12.11.2009 46 2009 Bezel 2
Covering Pane KC Barlond Inner Lens 1 North America S1 S1 S1
Steel purchasing start 06.11.2009 45 2009
Role Surname First name Department Telephone Mobile Email Loc Covering Pane-Hard Coat KC Barlond
Inner Lens 2
North America
S1
Tool fabrication start 13.11.2009 46 2009 Inner Lens (R/F) S2
Lead time for tool fabrication 18 Housing KC Barlond North America
Management Representative X X
Tool fabrication end
GM +1-269-660-XXX
19.03.2010 12
+1-269-660-XXX
2010
XX.XXX@XX.com Battle Creek, Dummy RR S2
Reflector-Low/High Beam KC Barlond Cushion-Rubber

North America S2 S1 S1
100% Tooling, production equipment 08.03.2010 11 2010 Reflector-Low/High Beam Gasket Seal S2
Project Manager X X
100% Testing equipment
Design +1-269-660-XXXX
08.03.2010 11
+1-269-660-XXXX
2010
XX.XXX@XX.com Battle Creek, Aluminization
KC Barlond
Weld Bolt
North America
S2
Reflector-Turn Signal KC Barlond Contact Plate North America
& Bulbs S2
100% Software-Function 08.03.2010 11 2010
Sales X X Sales
Delivery B-Samples (electronics)
+1-269-660-XXXX +1-269-660-XXXX XX.XXX@XX.com Battle Creek, Reflector-Turn Signal
KC Barlond
Contact Plate/Bulb Holder
North America
S2
Aluminization
W16W Bulb S2
Lead time for running-in and assembly 3 Trim Cover Element 1 KC Barlond North America
Logistics X X Shipping
1st Parts at suppliers end
+1-269-660-XXXX
09.04.2010 15
+1-269-660-XXXX
2010
XX.XXX@XX.com Battle Creek, P21W Bulb S2
Trim Cover Element 2 KC Barlond North America

Lead time for testing/logistic/transportation 0 Trim Cover Element 2
Quality Assurance X X NPD
Delivery 1st parts at acceptors end
+1-269-660-XXXX
09.04.2010 15
+1-269-660-XXXX
2010
XX.XXX@XX.com Battle Creek, Aluminization
KC Barlond North America
Side Reflex Reflector KC Barlond NA/Thailand
1 2 3 4 5 6
S1 S2 S3 S4 S5
R&D X X Design +1-269-660-XXX +1-269-660-XXX XX.XXX@XX.com Battle Creek,
Optimisation/ QA
Organisation Milestones Schedule Capacity Tool maker Supply chain
Figure 47: Commitment documentation
A detailed view of the commitment documentation can be found in part 3 of this guide.
64

2.6 Change management

This section gives an insight into change management for supplier components.
It describes both types of engineering changes in the Volkswagen Group, explains the
change process as well as the supplier's role, and presents the requirements for the
documentation of change controls and drawing notes. Furthermore, it gives an overview of
the approval and release process for changes.
Note: The requirements for change management are set forth in section 2.10 "Change
management" of the Volkswagen Group standard VW 99000 "General Requirements for the
Performance of Component Development Contracts." The information in this guide refers to
this standard.
2.6.1 Introduction
In this guide, the term "change" refers to any modifications to a component that present a
deviation of the planned component version from the current design version and/or
component version. The change management only captures engineering changes that can
be documented by way of the bill of materials (e.g., a new release status, a changed drawing
version, or a different primary properties (PR) code assignment). Changes can be initiated
either by a Volkswagen Group division (e.g., Development, Quality Assurance, Production)
or by the supplier. This guide focuses on changes initiated by the supplier.
65

2.6.2 Types of changes

In the Volkswagen Group, changes are divided into the following categories:
 Changes initiated between the CSC award milestone (nomination) and the time
at which changes become subject to engineering change requests (usually
3 months after SOP). Internally, the corresponding change instrument is called a
pre-production change request (AEKO).
 Changes initiated between the time at which changes become subject to ECRs
(usually 3 months after SOP) and End of Production (EOP). Internally the
corresponding change request is called engineering change request (ECR).
* In this Supplier Guide, only component changes are discussed. Not considered are
software and/or hardware updates (versioning) to which specific processes apply. For
information about these processes, please contact the department with design responsibility.
Figure 48: Types of changes
Furthermore, deviation permits (AE) are used to document and control the temporary
installation of components deviating from the released design version (see section 2.6.4).
In addition, model updates are used in production, typically for changes to product contents.
Model updates can be necessary as early as of SOP. In the implementation phase, the
AEKO and AE tools are used as necessary. Starting with the SOP of the model update item,
a model update becomes subject to ECRs.
66

2.6.3 Change process

All engineering changes – including those initiated by the supplier – are managed in the
Online Engineering Change Tracking System (AVON) at Volkswagen Group.
Figure 49 shows the entire change process, beginning with the change control and
evaluation to the final approval and implementation of the change.
Figure 49: Change process
67

Phase 1 – Pre-production change request (AEKO) / engineering change request (ECR)

 The supplier must prepare and document the AEKO/ECR in its own change
management system. More information on this topic can be found in the
section 2.6.4 "Supplier's change management system."
 In addition, the AEKO/ECR must be formulated with the help of the form provided
for this purpose (see figure 50 for an example), which is available in part 3 of this
guide.
Figure 50: Form for AEKO
 The supplier must inform its contacts in the Development and Procurement
departments about any effects the changes may have on the project. The
supplier must officially evaluate the AEKO/ECR within 10 workdays after
notification of changes. This is done in writing using the form for change controls
shown in figure 50.
Note: If, in individual cases, the 10-day rule cannot be adhered to, this must be
indicated to the Volkswagen Group within 5 workdays and a binding deadline
must be specified.
The supplier's official evaluation must take into account the following items:
o Impact on the component
 Technical solution
 Weight
 Quality assurance
 Component costs
o Impact on the tool and the production process
 Technology
 Tool costs
 Cycle time
 Packaging
o Impact on the project
 Schedule and milestones
 Project risks
68

 The supplier must inform the Volkswagen Group of these items in writing. If the
supplier does not do this, it may not be entitled to a higher remuneration or
deadline extension.
Phase 2 – Evaluation and approval by the departments
 The changes must be documented in the engineering drawing. They are the
basis for the evaluation.
 All affected departments perform an internal evaluation of the AEKO/ECR using
the evaluation process in the AVON system. This evaluation is division-specific
and takes into account all items mentioned in the official evaluation of the
supplier in the AEKO/ECR form.
Figure 52 shows how a change is referenced by means of the change number.
Phase 3 – Final approval
 Issuance of the approval is based on the overall assessment of the impact of the
change on the vehicle (e.g., whole vehicle quality and costs).
Phase 4 –Commissioning of the change by Procurement
 The supplier receives a letter from the Volkswagen Group Procurement
department that informs it about the internal approval of the change
 This approval letter also contains the Group-specific change number. Within
Volkswagen, this number is referred to as the AEKO or ECR number. Figure 51
shows an example of such an approval letter.
Figure 51: Example of a change approval letter
Phase 5 – Implementation of the change

 If changes are implemented without the express approval or before receiving the
change approval letter, the release is canceled. A new release process will
ensue. In addition, the requirements in VW 01155 "Vehicle Purchase Parts;
Approval of First Delivery and Change" apply.
 The supplier:
o Must take into account the effect of the respective change in an updated
project plan (e.g., schedule, risk log);
o Must inform the Volkswagen Group of the current status in implementing the
change.
69

 The supplier must implement the change within the timeframe indicated in the
change control form and in the quality specified therein.
 The supplier must update all relevant technical documentation (e.g., drawings,
numerical simulations, product FMEA, process FMEA).
 The supplier is responsible for updating and maintaining a revision record for
these documents.
 The supplier must ensure that all affected persons and organizations are
informed of revisions to the technical documentation (this also applies to sub-
contractors).
 The changes must be sampled during quality assurance.
 The exact start date must without exception be agreed upon with the responsible
Logistics department.
Phase 6 – Finalizing the change

 The supplier is obligated to document and archive changes in its internal change
management system. The supplier must ensure that the Volkswagen change
number correlates with the internal change number used by the supplier.
Drawing
Revision record
Change number
Figure 52: Revision record on an engineering drawing
2.6.4 Supplier's change management system

As already mentioned above, the supplier must establish and maintain a change
management system to document all changes to all nominated components.
From the start of the project, the supplier must document all changes in the part history or a
sample folder.
The supply's change management system must meet at least the following requirements:
 Documentation of all changes in electronic form
 Documentation of all information relevant to the change (e.g., date of revision,
Volkswagen change number, supplier's change number, evaluation of the
AEKO/ECR, approval information)
 Ability to provide the Volkswagen Group with the system's change history upon
request.
70

2.7 Prototype-related processes and requirements
2.7.1 Introduction
This section includes regulations for prototype parts and describes, in addition, the
requirements for such components as well as their handling. In addition to a short
introduction into the topic and information on the source of the latest version of the "Supplier
manual for prototype parts," it contains references to sections of the prototype manual that
are of particular importance for the successful cooperation with the Volkswagen Group
departments in the course of the prototype assembly phase.
2.7.2 The Supplier Manual for Prototype Parts

The supplier manual for prototype parts issued by the Volkswagen Group contains all
requirements regarding the manufacture, delivery, and documentation of prototypes. It is a
binding specification for the supplier.
Figure 53: Logo of the Supplier Manual for Prototype Parts
The Supplier Manual for Prototypes applies only to deliveries of prototype packages. In
particular, these are:
 Prototype parts
 Prototype modules and assemblies
 Models
 Production equipment (tools, fixtures, gages, etc.)
 Equipment.
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The supplier manual for prototype parts has a modular structure and is divided into parts A,
B, C, and D. Of each of these parts, at least ONE part must be applied:
Figure 54: Modular structure of the Supplier Manual for Prototype Parts
2.7.3 Prototype parts and prototype tools

The definition of the model phases in terms of the release statuses is as follows:
 Model phase 1 (BS1 = A-sample): Handmade prototype samples

 Model phase 2 (BS2 = B-sample): Prototype (part), (always P-release)
 Model phase 3 (BS3 = C-sample): Production, unlinked, (always B-release)
Model phase 1 (A-sample) are "handmade prototype samples" that are produced with a
high degree of manual effort.
Model phase 2 (B-sample) are "prototype parts."
A prototype part is a sample part that is required before production parts are available to
build prototypes.
Prototype parts are required to determine their basic suitability for production in laboratory
and road tests.
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The goal is to manufacture testable prototype scopes under conditions similar to production
and using production equipment that is close to production. The specifications in the RFQ
documents regarding the function, dimensional stability, documentation, and quality must be
adhered to.
The focus is on the manufacturing method and component material. This may result in
synergy effects by which the experience gained during this process is useful in the assembly
of production tools.
Deviations from this procedure must be explicitly agreed upon with the contacts of the
Volkswagen Group companies and must be documented.
The Pre-Production Center requires prototype parts that, as a rule, are manufactured using
prototype tools with P-release status.
In model phase 3 (C-sample), the components always come from unlinked production tools
(less automation) with B-release status.
2.7.4 Contact for prototypes

The technical/logistical contact named in the order is responsible for planning all prototype
scopes. Any agreements must be confirmed and approved by this contact. Agreements with
other partners are not valid. More information on this topic can be found in section 1.5 of the
general part (part A) of the Supplier Manual for Prototypes.
2.7.5 General quality aspects

For the manufacture of functional and testable prototypes, it is absolutely necessary to first
evaluate the parts to be used from a quality standpoint. The evaluation gives information on
the degree of testability and is determined using the quality status. The aim is to provide
proof that the quality requirements agreed upon in drawings and specifications are met and
that, if necessary, any additionally required actions are fulfilled. The supplier is responsible
for this evaluation. The appropriate Quality Assurance department reserves the right to
perform a counter-check. The evaluation is documented by means of the quality status.
Q4 is assigned if the following quality requirements are fulfilled

Q4 in accordance with the order:
Quality
requirements Material/dimensional
adhered to stability/function/documentation/manufacturing process
Q5 Q5 is assigned when unavoidable deviations to the

Restrictions specifications were approved by the appropriate department
exist (1.5) and are contained in the documentation.
Q6 is assigned when deviations to the specifications exist but

Q6 these have not been approved by the appropriate department
Quality
requirements (1.5). These scopes are considered to be frozen and cannot
not adhered to flow into the development process.
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Figure 55: Definition of quality status for prototype quality
All parts must be delivered with quality status Q4. In the event of deviations from the required
quality status, the appropriate contact must be informed immediately. The contact then
decides about further use of the component and the allocation of an adapted queue status.
More information on the quality status can be found in the Supplier Manual for Prototypes,
part B ("General Q part").
2.7.6 Delivery and documentation

In addition to the product itself, the following are part of the complete scope of supply for
prototypes:
 Delivery note
 Marking of parts
 Inspection report cover sheet ("General Q part", section 4.3)
 Part history
 The scopes required for the electronic data interchange
Delivery note
The companies of the Volkswagen Group use logistical hardware and software to ensure the
availability of the delivered prototype production parts. Smooth management to deliver the
right parts at the right time to the right location requires that the supplier also provides the
necessary information on its parts through electronic data interchange (e.g., eLisa at
Volkswagen) and on the delivery note.
Three identical copies of the delivery note must be enclosed with the package. Two of them
must be fixed to the outside of the packaging in envelopes in such a way that they cannot be
lost. One must be enclosed with the delivery. In addition, a copy must be sent to the contact
person (see 1.5) via e-mail on the shipping date (not required for electronic data interchange,
e.g., eLisa at Volkswagen).
Only one order may be listed on each delivery note.
Information must be provided on the exact parts, hardware version, and software version in
each delivery. If the order consists of several deliveries, the delivered quantity must be stated
in relation to the ordered quantity (e.g., 10 of 30). One invoice must be issued for each
delivery.
In addition to generally-used information (e.g., sender, supplier code, shipping date, delivery
note number, etc.), the delivery note must always contain the following basic data for correct
delivery assignment:
 Clear delivery address with warehouse and contact person (name, department,
phone number)
 Order number
 Part number
 Contract number
 Part designation
 Drawing version, design version, and date of revision
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 Inspection report number

 Quantity (with unit)
 Quality status (Q status)
 Information if prototype part/production part
 Hardware and software versions
 If necessary, additional information such as serial numbers, batch numbers,
vehicle identification numbers, generation version, and test part numbers must be
provided if required to differentiate the parts within a delivery
 (Material) consignment note number (MKV/KV)*
 Other information required is specified in the brand-specific Volkswagen section
* Applies to material and part returns (shipping)
If the purchaser changes the order at short notice and this causes the delivery to be modified
compared to the original order without this change being documented in writing, this must be
noted in the electronic data interchange and on the delivery note.
If basic data is missing, the Volkswagen Group companies reserve the right to charge the
supplier for the costs incurred due to research, testing efforts, and other activities resulting
from the omission.
Delivery note templates can be found in the brand-specific section. If the necessary details
are not available before the part is shipped, these must be requested from the appropriate
contact.
The delivery of the parts must always be documented with a delivery note.
Marking of parts
The Marking of parts is governed by the Volkswagen Group standard VW 01067 "Use of
Vehicle ID for Unambiguous Object Marking."
A complete, filled-out parts tag/label must be attached to all prototype parts for identification
purposes and for clear assignment to the delivery batches. If direct marking on the part is not
possible, a separate agreement on the delivery and marking conditions must be made with
the appropriate contact person (see Supply Manual for Prototypes, general part (A),
section 1.5) and documented. For small parts, the marking must be affixed to the packaging.
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Test report
The test parts must be marked as per Volkswagen standard VW 01067 so they can be
correlated with a test report. In addition, all agreements that contradict the order
specifications must be documented concisely in the test report, along with the name of the
contact (see the Supplier Manual for Prototypes, general part (A), section 1.5).
A laboratory report must be added in agreement with the contact (see the Supplier Manual
for Prototypes, general part (A), section 1.5). The prototype parts supplier must store all test
reports. The associated test report number must be entered on the delivery note for this
purpose.
The test report consists of:
 Test report cover sheet
 Test report attachments, if any
 Measurement report
 Overview of individual parts of the ASSY
 All data and test results, such as:
o ASSY weight/individual parts weight
o Details on the measuring equipment, measuring fixture, and orientation type
o Agreements on production deviations from the current CAD dataset or from
drawings
o Measurement results from a target/actual value comparison, tolerance,
deviation
o Materials test results
o Evaluation of the weld spot test (ASSY)
o Visual inspection result
o Indication of the dimensional stability index and quality status
o Hardware and software versions for electronic parts must be documented in
the associated test report.
The templates for creating the delivery note, parts tag, and test report cover sheet are
available on the Group Business Platform and can be viewed by clicking the following
symbol:
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2.7.7 Delayed delivery

If the parts cannot be delivered on schedule, the appropriate contact must be informed
immediately by phone, by electronic data interchange (e.g., eLisa at Volkswagen), and in
writing (by fax or e-mail) of the items below when the delivery is expected to be delayed:
 The reasons for the delayed delivery
 Actions taken to meet the agreed deadline
 The agreement on the new delivery date
 Actions taken to meet future delivery obligations and their monitoring.
The resulting costs are borne by the supplier.
2.7.8 Production equipment

For prototype production equipment (tools, fixtures, tool elements, forms, gages, templates,
models, dies, and other means of production) that is property of the Volkswagen Group, the
conditions of the respective brand for special production equipment for prototypes apply.
Production equipment must be marked as property of the respective Group brand as per the
Volkswagen Group standard VW 34022. The central component of the marking is a
combination of the DUNS® number of the supplier contracted by the Volkswagen Group and
the "tool identification number", which stems from the tool number assigned by the supplier.
All of the required information (e.g., digital photos of the production equipment, production
equipment sheet, etc.) must be made available to the Volkswagen AG organizational unit
requesting the information as part of the production equipment documentation in the agreed
format.
2.7.9 Data transfer

The production of prototypes requires a smooth data exchange between the supplier and the
Pre-Production Center.
CAD data and documentation are transferred via direct lines, such as the Engineering Data
Management System (KVS).
In addition, hardware and software systems are required that are compatible with the
systems of the Volkswagen Group companies.
To be able to access HyperKVS, it is necessary to fill out the non-disclosure agreement
(see also section 2.1.3 "Sourcing of parts in the product development process").
General information about the IT systems used within the Volkswagen Group as well as
information for obtaining access rights to these systems can be found in section 2.9
"Requirements for IT systems in product development."
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2.7.10 Location of the Supplier Manual for Prototypes

The latest edition of the Supplier Manual for Prototypes is available together with its
appendices on the Group Business Platform and can be accessed by clicking on the
following icon:
Figure 56: Supplier Manual for Prototypes on the Group Business Platform
Note: The latest version of the Supply Manual for Prototypes is contained in the RFQ
package.
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2.8 Materials-related processes and requirements

The Volkswagen Group materials laboratories act as a division of Quality Assurance and
ensure optimal, component-oriented materials decisions along the process chain. Materials
knowledge and responsibility for materials quality must exist along the entire process chain.
Since the selection and handling of raw materials during the development phase is crucial to
the success of vehicle projects, this section summarizes the different areas of activity of
Volkswagen Materials Engineering. It also offers an overview of the organizational structure
of these laboratories as well as the different activities in connection with suppliers.
2.8.1 Introduction
Activities with regard to materials play a role in each phase of vehicle development, as
shown in figure 57.
Research Pre-development Product emergence Series
process production
Volkswagen Materials Laboratories
Development and selection of materials and operating fluids, materials testing for
build sample approval, initial sample inspection, fault analyses
Volkswagen Research
New materials, studies
Volkswagen Design Engineering

Material-suitable design, testing
Volkswagen Production
Material-suitable production technology, process technology,
reliable production processes
Suppliers
Raw material selection, material-suitable design, production, quality assurance
Research institutes/
laboratories Competitors/VDA
Fundamentals, analyses Joint projects
Figure 57: Activities related to materials in the automotive industry
The pre-development phase of a vehicle is the starting point for various processes related to
materials in which the materials laboratory, Development, and the supplier are involved from
an early stage.
Suppliers are encouraged to foster an intensive collaboration with the Development divisions
and materials laboratories of the Volkswagen Group. This will ensure a materials-suitable
design that will meet quality, cost, and production process targets.
Suppliers need to know that their materials-related design, raw material selection, parts
production, and quality assurance have a major impact on a positive outcome of the initial
sample release and technical engineering approval processes.
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2.8.2 Volkswagen materials laboratories worldwide

The central laboratory is located at the Volkswagen Group headquarter in Wolfsburg,
Germany. The central laboratory develops standards for materials, test methods, and
component quality that are in force worldwide. It provides leadership for on-site laboratories
and brand laboratories that cooperate in a group-wide laboratory network.
Within the PDP, the materials laboratories are involved in all materials-related issues arising
in design, testing, and series production.
Activities related to materials are divided into the following areas:

 Polymers with the following focuses, for example:
Chemical analyses, mechanical properties, tactile properties, appearance, odor,
fogging, aging simulation, and fault analysis
 Metals with the following focuses, for example:
Chemical and mechanical properties, wear protection, corrosion protection,
electric/electronic hardware, nondestructive testing, residual stresses, and fault
analysis
 Production equipment with the following focuses, for example:
Engine dynamometers, resistance to aging, corrosion protection, functional
characteristics, fault analysis, worldwide monitoring of fuel quality.
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2.8.3 Description of tasks

The Volkswagen Group materials laboratories are involved in vehicle projects over the entire
vehicle lifetime, that is, from initial research to EOP.
Figure 58: Tasks of the Volkswagen Group materials laboratories
The following subject areas are points of contact between the supplier and materials
laboratory:
1. Materials specifications and regulations
2. Materials specifications in drawings
3. Initial sample inspection.
These topics will be discussed in greater detail on the following pages.
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2.8.4 Materials specifications and regulations

The Volkswagen Group materials laboratories are responsible for all materials-related in-
house standards.
International standards
ISO
Compromises Regional standards

Problem- EN, SAE
based
approach Validity
National standards
DIN, DIN EN, DIN EN ISO
Level of
knowledge
In-house standards
e.g., VW, TL, PV
Drawing entries
Figure 59: Classification of in-house and external standards
The Volkswagen Group materials laboratories use in-house standards as well as

national/regional (DIN, DIN EN, DIN EN ISO) and international (ISO) standards, as shown in
figure 59. Localized components can alternatively be described using the regional standards
SAE, ASTM and/or JIS. See figure 60.
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Extract from VW 01058
Figure 60: Classification of in-house and external standards
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The main in-house standards are the Volkswagen standards (VW), Technical Supply
Specifications (TL), and Test Specifications (PV).
 Volkswagen standards – VW
describe circumstances and requirements that
must be fulfilled by suppliers, products, or
materials (e.g., guidelines for marking of parts or
development requirements)
 Technical Supply Specifications – TL

describe technical supply specifications and
contain requirements pertaining to purchase parts
and the testing of such parts. Furthermore, they
evaluate the results of the tests described in the
Test Specifications (e.g., materials requirements
for sun visors).
 Test Specifications – PV
describe how tests on parts are conducted. The
tests may be used for different parts and may
therefore be referred to in different TLs (e.g.,
environmental cycle test).
Note: More detailed information on access to Volkswagen in-house standards can be found
in section 2.1.7 "Volkswagen Group standards database."
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2.8.5 Materials specifications in drawings

The Volkswagen Group materials laboratories perform the testing on the supplier's materials
specifications in drawings.
This includes checking the information in the drawing in regard to the materials used.
A drawing may contain the following materials-related specifications (component-specific):
 Materials (e.g., chemical composition, mechanical properties, porosity of
castings)
 Materials treatment (e.g., heat treatment)
 Semi-finished product or manufacturing processes (e.g., casting, rolling, forging,
extrusion)
 Surface protection or surface treatment (e.g., coating, sandblasting)
 Joining method and possible auxiliary materials (e.g., welding, soldering,
bonding)
 Process materials (e.g., oil, lubricating grease, coolant)
 Test methods (e.g., tensile, bending, or wedge penetration test; micro sections;
hardness, residual stress or coating thickness measurements)
 Testing locations (e.g., for hardness testing, micro sections, or sampling)
 Test criteria (e.g., minimum and maximum values, specimen size)
 Test scope (e.g., 100% testing).
Materials specifications are checked in terms of the following criteria:
 Cost efficiency (e.g., cold rolling vs. hot rolling, stainless steel vs. coating)
 Manufacturing technology (e.g., feasibility, process reliability)
 Environmental factors (e.g., recycling, banned materials)
Figure 61 shows an example of drawing specifications that have been checked by the
laboratory:
 Materials specifications
 Geometry, scale, dimensions (nominal dimensions and tolerances)
 Drawing number, designation, version history
Material identification Standard
Material
treatment
Semi-finished
product standard
Sheet metal
thickness
Surface
Figure 61: Materials specifications on a drawing
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Materials specifications on drawings:

Wrong: PA (polyamide)
Correct: PA 6 - (15 ± 2)% fiber glass content, black, heat-stabilized, as per TL 52440
but deviating as follows:

Fiber glass content: 15 ± 2%, density: (1.22 ± 0.02) g/cm3
indentation hardness ≥ 120 N/mm2, bending stiffness ≥ 90 MPa
Temperature-resistant and functional from −40 to 100 °C

Emission characteristics as per VW 50180
Resistance to open-air weathering as per VW 50185: without complaint
Flammability as per TL 1010

Figure 62: Example of an incorrect and a correct materials description on an engineering drawing
The material selection influences both the quality and the properties of the final product.
Therefore, the selected materials must be clearly described in the drawing (see figures 61
and 62).
2.8.6 Initial sample inspection

As already mentioned, the Volkswagen Group standard VW 99000 "General Requirements
for the Performance of Component Development Contracts" describes the basic
requirements to be met by the supplier.
One of these basic requirements is that a technical engineering approval (issued by the
appropriate Development division) as well as an initial-sample release (issued by Quality
Assurance) must be obtained for the packages to be delivered.
For the initial sample inspection, the supplier must provide samples (manufactured under
production conditions with production tools/production equipment) and the corresponding
materials test reports. A prerequisite for attaining the initial sample release is a full initial
sample inspection report, which the materials laboratory must verify with a positive outcome.
The full initial sample inspection report must contain verifications of all materials properties
specified in the drawing. The verifications must be in the form of values measured on the part
versions made available for initial sample inspection. The inspections can be conducted by
the supplier itself or by a testing institute contracted by the supplier (a list of testing institutes
that offer these services can be obtained from Volkswagen).
The following grades for the quality status/maturity of the component are assigned as part of
this verification:
 Grade 1:
The sample does not deviate from the technical documentation (drawing,
Component Performance Specification) or exhibits only slight deviations that do
not influence function, appearance, or ASSY components. The samples are
released for pre-production (PVS or 0-series) and series production and can
therefore be used in vehicles sold to customers.
 Grade 3:
The sample deviates from the technical documentation. These deviations may
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impair processing, assembly, or function. Samples are conditionally approved for

use in pilot production (PVS).
 Grade 6:
The sample deviates from the technical documentation. These deviations may
severely complicate processing and assembly or may have a significant impact
on function. No release for pre-production (PVS or 0-series) or series production.
In the course of the initial sample inspection and technical engineering approval, the
materials laboratories also evaluate suppliers in regard to their materials competence and
the completeness of their materials test reports. The results of this evaluation also provide
information about the performance of the supplier's laboratory, since this laboratory is
responsible for monitoring and maintaining the quality of materials.
The requirements placed on materials test reports for technical engineering approval and
initial sample inspection are specified in section 2.4.5 "Initial sample release" of the
Volkswagen Group standard VW 99000.
The "Online Sampling (BeOn)" online application is available to suppliers for submission of
the materials test reports in the correct format. The application can be accessed by clicking
on the following icon:
Figure 63 shows how to access the "Online Sampling (BeOn)" application and the
corresponding guidelines.
Figure 63: "Online Sampling (BeOn)" application and corresponding guidelines
Note 1: Material data sheets must be created in the IMDS (International Material Data
System) at www.mdsystem.com and sent to the appropriate Volkswagen IMDS-ID.
Note 2: If the "Online Sampling (BeOn)" application is not displayed on the Group Business
Platform, please contact B2B Support to request access. Contact details can be found in
section 2.1.4 "Group Business Platform and registration process."
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2.8.7 Localization with high local content

Localization with high local content is defined by the Volkswagen Group as the use of
materials from local markets where the vehicle is produced.
When using local materials, transport costs and import duties can be saved. In conjunction
with lower processing costs of local raw materials or semi-finished products, this results in a
considerable cost advantage.
Standards and drawing notes mentioned in the drawing are the basis of Volkswagen Group
materials requirements.
The suppliers of the Volkswagen Group are encouraged to use locally available materials.
Please note that the Volkswagen Group proceeds as per the following notes 1 and 2 for
components made of materials that have not been tested yet. Materials are considered
untested if:
 They have not yet been used in production parts of the Volkswagen Group
 They have not yet been used when checking a reference sample, where the
sample must meet all requirements specified on the drawing.
The materials laboratories have information on local materials that have already undergone
sample inspection with positive results and can provide this information upon request.
Note 1: Raw materials that are unknown to or not used by the Volkswagen Group must be
indicated by the supplier upon submission of quotation. Until proof of suitability has been
rendered, materials supply must be ensured by means of a back-up strategy (i.e., import of
raw materials). The proof of suitability as per drawing specifications must be rendered
between the PDP B-release milestone and launch release (LF).
Note 2: The supplier submits the raw materials to be used (materials manufacturer with trade
name/materials grade) to the Volkswagen Group materials laboratories at the B-release
milestone at the latest.
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2.9 Requirements for IT systems in product development

This section describes basic requirements for the IT systems used by suppliers. Specifically,
requirements for computer-aided (CAx) systems are discussed against the backdrop of data
compatibility and trouble-free data exchange.
2.9.1 Introduction
The exchange of CAx data between the Volkswagen Group and its external partners within
the PDP is subject to explicit regulations. These requirements are documented in the manual
"Framework Conditions for Volkswagen Group Partners in the Product Emergence Process –
CAx Data Exchange with the Volkswagen Group," which can be downloaded from the menu
item "Divisions"  "Research and Development"  "R&D Services" in the "Information" area
of the Group Business Platform or by clicking on the following icon.
Note: This section offers only a brief summary of the different requirements. Current
information can be accessed on the Group Business Platform.
2.9.2 Basic requirements for the exchange of CAx data

The term "CAx data exchange" is defined as the exchange of product information between
the CAx systems of the Volkswagen Group and the CAx systems of external partners. The
focus here is on the exchange of geometry and drawing information.
The responsibilities and the general principles for the exchange of CAx data must be
specified in the contract governing development and design work between Volkswagen and
its partners. The contact regarding this topic is always the department with design
responsibility.
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2.9.3 Binding basic standards

All external partners and suppliers are required to comply with the manual "Framework
Conditions for Volkswagen Group partners in the Product Emergence Process – CAx Data
Exchange with the Volkswagen Group."
This manual includes, among other things, guidelines for using the basic standards. An
excerpt of the basic standards currently in effect for CAx data exchange is displayed below.
 VW 01050 Engineering Drawings; Scales, Lines, Hatching, Break Lines
Representation of objects in engineering drawings and other technical
documentation
 VW 01052 Engineering Drawings; Representations
Representation of objects in engineering drawings and other technical
documentation
 VW 01054 Engineering Drawings; Dimensioning
Dimensioning in engineering drawings; corresponds closely to international
drawing regulations and has been expanded to incorporate particular
Volkswagen Group requirements
 VW 01055 Reference Point System, RPS;
Dimensioning/manufacturing/checking of individual parts or assemblies for clear
positioning and ensuring the same dimensional references
 VW 01057 Statistical Tolerance Simulation of Continued Dimensions
Applies to any interconnected, measurable production characteristics or variables
 VW 01058 Engineering Drawings; Lettering
Lettering design of objects in engineering drawings and other technical
documentation
 VW 01059 (and supplements) Requirements for CAx Data
Standard for the creation of CAx data using CATIA V5 and Creo.
The CAx data to be provided by the supplier must be reproducible and
processable in the CAx systems of the Volkswagen Group process chains.
Adherence to the design guidelines ensures reliable CAx process chains,
supports the Digital Mock-Up (DMU), improves internal and external data
exchange, and forms the basis for CAx working methods (e.g., drawing creation,
3-D body design) as well as for automatic post-processing of data (plotting, layer
transfer, data conversion, data management).
All Volkswagen Group suppliers are strongly encouraged to obtain the standards listed
above via the "Online Standards" download application and to follow the instructions
contained therein. More detailed information on how to access the "Online Standards" can be
found in section 2.1.7 "Volkswagen Group standards database" of this guide.
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2.9.4 Relevant CAx systems

The Volkswagen Group uses the CAx systems CATIA V5 and Creo Parametric in vehicle
projects. The former is used in the Bodywork (Exterior and Interior), Electrics/Electronics,
and Chassis departments; the latter in the Powertrain department.
As per Volkswagen Group standard VW 01059, development partners and suppliers are
required to always use the CAx systems employed in the Volkswagen Group in their
respective versions in order to ensure CAx data compatibility.
Information on the latest system implementation, guides for setting up CATIA V5 for the
Volkswagen environment, as well as other relevant documents and files are available on the
Group Business Platform and can be accessed by clicking on the following icon:
In addition, contact persons for further questions relating to CATIA V5 are listed on the
platform.
Figure 64: Latest system implementation of CATIA V5
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The "Creo" area contains information and installable configuration files for the Group-specific
Creo environment. These files can be accessed on the Group Business Platform by clicking
on the following icon:
In addition, contact persons for further Creo-related questions are also listed.
Figure 65: Creo supplier package
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2.9.5 Operational data exchange

Data can be exchanged in the following ways:
 Connect (synchronous, online) – depends on vehicle project
 HyperKVS – engineering data management system (synchronous, online)
 SimplX (asynchronous, offline)
 OFTP2 (asynchronous, offline)
Note: The exchange of CAx data via e-mail is strictly prohibited.
Information on this can be found on the Group Business Platform.
For development projects that require a frequent exchange of CAx data, the Development
divisions require the use of the synchronous applications "HyperKVS" or CONNECT.
The engineering data management system (HyperKVS) is a document hub and archive
for the worldwide exchange of all engineering data and associated descriptive documents
that are accumulated in the various process chains of the Volkswagen Group.
This includes CAx documents, as well as documents that were created by hand and made
available to a management system at a later point in time, e.g., scanned drawings.
HyperKVS has the following main features for the administration of design data:
 Research/provision of information
 Data storage (archive) with version handling
 Data exchange with internal and external partners (CAD workstation + PC)
 Provision of data (issuing access rights)
 Connection to PLOSSYS (plotting drawings) and RVS.
The interaction between the HyperKVS system, the Volkswagen Group, and external
partners is shown in figure 66.
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Figure 66: HyperKVS – the engineering data management system of the Volkswagen Group
The data connection via HyperKVS, OFTP, and SimplX is provided by the operational
services GmbH & Co. KG.
Detailed and up-to-date information on connecting to the CSN (CAx Supplier Network) for the
purpose of data exchange can be found in the "Research and Development" section on the
Group Business Platform under the following link:
The SimplX and OFTP2 applications are available for the asynchronous data exchange.
These applications are a cost-effective alternative for secondary development projects of low
complexity.
The following table provides an overview of the individual applications:
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For single or infrequent data exchange with low data For frequent data exchange
For permanent data exchange with high data volume
volume with high data volume
Art of collaboration ASYNCHRONOUS ASYNCHRONOUS SYNCHRONOUS
Application S L
CSN-contract + HyperKVS- CSN-contract + CONNECT-

Type of contract SimplX contract CSN-contract
contract contract
Provider as
X X
prescribed
Non-disclosure
X X X X X
agreement
Required level of
information self assessment submitted application existing security audit existing security audit
security
Subject to approval
X (approval by R&D) X (approval by R&D) X (approval by R&D) X (approval+costs by R&D) X (approval+costs by R&D)
by R&D
Allowed data type confidential data only confidential and secret data
60 days 365 days

Period of contract not limited not limited not limited
(2x renewable) (renewable)
Limit for data
max. 30 GB max. 200 GB none none none
volume
Time for installation approx. 1 months approx. 3 months max. 6 month max. 6 month max. 6 month
Setup fee - - 195 € (not appl. at premium) 195 € (not appl. at premium) 195 € (not appl. at premium)
50€ / 77€ / 195 € per month 50€ / 77€ / 195 € per month 50€ / 77€ / 195 € per month
CSN-Basis-fee - -
(basis / standard / premium) (basis / standard / premium) (basis / standard / premium)
Fee of CSN Appl.-
- - - 254 € per month 275 € per month
Service
Costs of security
- Additional costs arise, depending on data classification and associated necessary evaluation Method.
audit
Figure 68: Possibilities for data exchange with the Volkswagen Group, as of 2017-05
Note: If you have questions on the costs of procurement, setup, operation, and support of the
required hardware and software, please also contact operational services GmbH & Co. KG.
This also pertains to participation in training courses on systems such as HyperKVS and
CONNECT.
To be able to access Volkswagen Group applications, it is necessary to fill out the non-
disclosure agreement (see also section 2.1.3 "Sourcing of parts in the product development
process."
SSC Service Support Center
operational services GmbH & Co.KG
Phone: +49 800 5 877 877 (in Germany)
Phone: +49 375 60619 904 (internationally)
95

2.9.6 Data quality

The data creator must ensure the quality of the CAD data defining the product. For this
purpose, a data check must be conducted before CAD models are delivered to the
Volkswagen Group. In addition, the Development division responsible for the component
design is also responsible for the CAD data quality, which is systematically checked and
evaluated.
All CAD models generated by a CAx system in the PDP are checked. This is done with the
help of the VALIDAT V5 (for CATIA V5) and ModelCheck (for Creo) applications.
Development partners are encouraged to participate in the training "CATIA V5 Volkswagen
methodology for suppliers" or "Creo data quality at Volkswagen."
Contacts:
Melanie Ziembinski Phone: +49 5361 9 24381
E-mail: Melanie.Ziembinski@volkswagen.de
Dr.-Ing. Manfred Gerkens Phone: +49 5361 9 997205
E-mail: Manfed.gerkens@volkswagen.de
96

CATIA V5
CATIA V5 models are checked with the help of the VALIDAT check application when data is
stored in the HyperKVS system. The respective model then receives the check status of
"OK" or "not OK." The test report is filed as a derived document. Only CATIA V5 data with
the "OK" check status can be stored in HyperKVS.
More information on the data quality of CATIA V5 files can be found on the Group Business
Platform under the following link:
Figure 69: Group Business Platform – VALIDAT for CATIA V5
97

Creo
Creo models are checked with the help of the ModelCheck check application from PTC when
data is stored in the HyperKVS system. The respective model then receives the check status
of "OK" or "not OK." The test report is filed as a derived document. Only Creo data with the
"OK" check status can be stored in HyperKVS.
More information on the data quality of Creo files can be found on the Group Business
Platform under the following link:
Figure 70: Group Business Platform – ModelCheck for Creo
For any further questions regarding CAx, VALIDAT, and ModelCheck, please contact:
SSC Service Support Center
operational services GmbH & Co.KG
Phone: +49 800 5 877 877 (in Germany)
Phone: +49 375 60619 904 (internationally)
98

2.9.7 Product data management in the Volkswagen Group: CONNECT

Volkswagen is developing a Group-wide product management system to prepare for future
challenges. The goal of this system is to consolidate innovation, development, and
production into one continuous information process chain, and thus to increase productivity
throughout the PDP.
One of the fundamental objectives is the consistent management and provision of complex
data and information, which are processed or updated as new products are developed or
existing products are designed. In order to maintain control of the information flow along the
process chain, CONNECT will be used Group-wide as the central development platform for
all parties involved in the Volkswagen Group PDP. CONNECT is based on a central
development product structure that all process partners can access and in which geometry
and structure data as well as bill of materials information are managed.
CONNECT is the central product data management system for the entire Group, with
interfaces to TI-Syncro, CATIA, HyperKVS, and other systems.
Geometry
Figure 67: CONNECT – the product data management system of the Volkswagen Group
Examples of the benefits of CONNECT:

 CONNECT is available as a central database. Agreed-upon methods and thus earlier
availability of data result in optimized work processes across departments and topics.
 Vehicle data (3-D CAD data) based on the modular transverse matrix (MQB) are
provided virtually via the process chain.
 Production planners find all the information they need in CONNECT (product data,
production equipment, production process) to build up the technological process
sequence in CONNECT.
 The plant process structure in CONNECT enables the visualization of work cycles
during assembly using standard production equipment, thus enabling a simulation of
production.
 The data provisioning processes are shortened.
99

 Transparency in the case of changes is enhanced through improved data flow

between the data creator and data recipient.
 Smoother communication improves the interaction and cooperation between the
parties involved in the process.
 Greater system continuity and integration lead to higher data quality.
CONNECT is based on the Teamcenter software package developed by Siemens PLM

Software.
In the first phase of introducing CONNECT, almost nothing will change in the collaboration
between Volkswagen and its partner companies. External partners (including development
service providers) can obtain data via HyperKVS and can upload their own data into the
system, regardless of whether they are working on-site at Volkswagen or externally. In the
medium-term, additional connection possibilities will be established and tested to ensure
synchronous access of partner companies to current data in CONNECT.
All external partners of the Volkswagen Group will be linked to CONNECT step by step and
in a reliable process. Whether a contractor receives a synchronous or asynchronous link to
CONNECT depends on the data volume and technical infrastructure, and will thus be
decided on a case-by-case basis.
Suppliers with appropriate authorization can find more information on CONNECT, as well as
the newest developments in regard to its introduction, on the Group Business Platform or
2.9.8 Information security

The connection to the contractor network and the access to the systems for data exchange
(SimplX, KVS, CONNECT) provide challenges in regard to information security. When
sensitive data is being exchanged, the security of such information must be verified
accordingly. The verification is based on the German Association of the Automotive Industry
(VDA) standard "Information Security Assessment."
Additional information is available at www.vwgroupsupply.com. After logging in, users can

find this information by navigating to: Information > Sustainability Compliance Security >
Security Standards.
2.9.9 Security in e-mail communication

E-mails with sensitive information must be encrypted. Volkswagen uses the S/MIME (X.509)
standard for this purpose. The corresponding user certificates, the Certificate Policy (CP),
and the Certificate Practice Statement (CPS) of the Volkswagen TrustCenter are available
http://certdist.volkswagen.de/.
100

If you have further questions or require more information, please contact:

 E-mail & Active Directory (AD) technologies: Mr. Hartmut Theil
hartmut.theil@volkswagen.de
 IT security technology: Mr. Andre Oberschachtsiek
andre.oberschachtsiek@volkswagen.de
101

2.10 Introduction to Quality Assurance documents and systems

Since the work results of the development phase have a significant impact on the quality of
components and whole vehicles in series production, the Development and Quality
Assurance departments of the Volkswagen Group cooperate closely. For this reason, an
overview of the most important Quality Assurance documents and guidelines is provided in
this guide.
2.10.1 Basic quality requirements

The basic quality requirements for suppliers of production materials for the Volkswagen
Group are described in the "Formula Q" publication series. The content of this document is
based on the latest version of the international standard series DIN EN ISO 9000ff. regarding
quality management, as well as on guidelines of the VDA and the requirements of the
Volkswagen Group.
The documents of the "Formula Q" publication series and the applicable documents are part
of the RFQ and are deemed confirmed with the submission of quotation.
In this way, the suppliers assure that they are familiar with, acknowledge, take full account of,
and comply with the requirements described in the "Formula Q" publication series, and that
they will ensure their implementation within their supply chain.
The following applicable documents must be taken into account:
• The Technical Supply Specifications and standards of the Volkswagen AG that apply
to the respective product;
• Legal regulations and provisions;
• The VDA publication series "Quality management in the automotive industry"
("Qualitätsmanagement in der Automobilindustrie") and "Joint quality management in
the supply chain" ("Das gemeinsame Qualitätsmanagement in der Lieferkette") as
amended from time to time (www.vda-qmc.de);
• ISO/TS 16949, (alternatively, VDA Volume 6.1).
• Brand- and location-specific as well as component- and process-specific regulations.
Note: The supplier's management must personally take note of the requirements described in
the "Formula Q" publication series.
102

2.10.2 Formula Q – New Parts Integral (QPNI)

QPNI is a modular and multi-divisional method for component qualification. This method
reveals potential vulnerabilities during product and process development at an early stage
and determines measures for rectification. It aims to achieve a status-based parts quality
across eight maturity stages.
The main elements of QPNI are the Quality Technical Requirements (QTR), the maturity
level validation for new parts as per VDA, the multi-stage acceptance of the run at rate, and
the sample inspection.
Collaboration with the suppliers within QPNI usually begins after contract award at maturity
level 2. If suppliers are involved in the QTR process, collaboration begins at the start of the
RFQ process.
The regulations and requirements contractually agreed upon in the Nomination Agreement
are subject to a joint maturity level evaluation during their implementation in the QPNI
process, and the supplier confirms, among other things:
1. That it has achieved the process and quality output of the entire manufacturing
process under series production conditions;
2. That it is able to produce the required quantity of items in a flawless condition and on
time with the existing personnel and machine capacity;
3. That it ensures that the packaging, the provided storage and transport containers, as
well as the means and routes of transport correspond to the quality requirements;
4. That it ensures that the product is ready for production in due time before SOP.
Any deviations must be assessed by the parties involved in the process and suitable actions
must be provided.
In the case of priority parts, this joint maturity level evaluation takes place at a round table
with the participation of multiple divisions.
2.10.3 Quality Technical Requirements (QTR)

QTR is a technical validation check for quotations that aims at improving supplier selection.
To this end, the suppliers to be nominated verify by way of a prediction that they are able to
fulfill the qualitative and quantitative requirements of the delivery packages during product
emergence and throughout the product lifecycle. The QTR questionnaire serves as the basis
for this.
Another objective is to ensure that the multi-divisional requirements in the project are known
and accounted for in the quotation.
Once the supplier has provided all documents, the involved Volkswagen Group divisions
perform an internal validation. After the validation is completed, the supplier may be invited to
a multi-divisional QTR meeting at the purchaser's location to clarify open questions and to
view supplier documentation.
103

2.10.4 Overview of documents related to quality assurance

The quality assurance area of the Group Business Platform contains the current versions of
the essential documents to be observed by the supplier regarding quality assurance. Click on
the following icon to access these documents:
An overview of these documents can be found in figure 71.
Figure 71: Overview of documents related to quality assurance
104

The following is an overview of all documents and guidelines that must be given priority.
 Formula Q – Concrete contains contractual specifications of the Volkswagen
Group companies for ensuring the quality of parts and processes in the
procurement and supply chain. For a successful collaboration between the
Volkswagen Group and its suppliers, the requirements described in this
agreement must be reliably fulfilled while maintaining open communication as
well as discipline in regards to costs and schedule.
 Formula Q – New Parts Integral describes the qualification program for new
parts (see section 2.10.2). The qualification program for new parts serves as a
Group-wide guideline with a standardized course of action. This helps simplify the
collaboration with the suppliers.
 Formula Q – Capability is the contractually binding guideline for assessing the
quality capability of suppliers to the Volkswagen Group (tier 1 suppliers) and their
supply chain (tier n suppliers). Formula Q – Capability is binding for direct
suppliers of components and materials that remain in the vehicle and for their
sub-contractors.
 Formula Q – Capability Software is a supplement to Formula Q – Capability
with process descriptions to evaluate the quality capability of suppliers of
software-related vehicle components. The basis for this document is Automotive
SPICE®, a standard derived from ISO/IEC 15504 especially for the automotive
industry.
 Quality documentation for the pre-production phase is part of the Formula Q
– New Parts Integral content. The form stored here is used as quality
documentation during the pre-production phase and supports the sample
inspection.
Note: In addition to the generally applicable documents of the Formula Q publication series,
the special guidelines and QA documents of the individual Volkswagen Group brands and
places of manufacture apply. These documents supplement the requirements for suppliers of
purchase parts from the perspective of the Quality Assurance departments of the individual
brands and manufacture locations. They are part of the RFQ. They include, for example,
documents such as the Quality Performance Specifications of the Audi, Bentley, and Škoda
brands.
All documents prioritized by the Group brands can be found in the Quality Assurance section
of the Group Business Platform, under the "Brand Specific Information" menu item.
105

Part 3
–
Appendices
106

3.1 Terms and definitions
Abbreviation Term Definition
Milestone at which individual parts and

0S 0-series assemblies are installed with regard to fit and
dimensional stability in the vehicle.
Milestone at which production quality under
2TP Run at rate (2-day production) production conditions is demonstrated by a
production time period of two whole days.
Changes initiated between the Launch (ME) and
ECR Engineering change request
End of Production (EOP) milestones.
Changes initiated between the procurement
AEKO Pre-production change request
release (B-release) and launch (ME) milestones.
Component type approval is issued following
type approval from the German Federal Motor
Transport Authority, for example. The component
ABG Component type approval type approval must be obtained for specific
vehicle parts (e.g., glazing, seat belts, mirrors,
etc.). Only approved vehicle parts may be used
in a whole vehicle.
Public limited company in which the stock is
AG German public company (Aktiengesellschaft) divided into shares that can be traded on the
stock market.
B2B Business-to-business A transaction between two companies.
Application for Group-wide standardized

BeOn Sample inspection online preparation, processing, and publishing of initial
sample inspection reports in electronic format.
Milestone at which procurement or
BF B-release manufacturing of production tools for component
is initiated.
Release for components whose properties

BMG Technical engineering approval
cannot be completely described in drawings.
Program in which third parties can develop

CAA Component Application Architecture additional applications for the CATIA, DELMIA,
ENOVIA product lines from Dassault Systèmes.
The use of computer programs and systems to
CAD Computer-aided design design detailed two- or three-dimensional models
of physical objects.
The use of specialized computer systems to
CAM Computer-aided manufacturing control and adjust manufacturing tools and
systems.
Collective term for computer-aided product

CAx Computer-aided technologies
development, analysis, and manufacturing.
107

CCC is a certification system for companies and

CCC China Compulsory Certification
components effective in China.
Module of the "LION" online application for

CoRe Commitment Review documentation of meetings and tracking of tool
schedules by the supplier.
Document in which the public key infrastructure
(PKI) describes the requirements profile for its
CP Certificate Policy own working method.
It is used by third parties for analyzing the level
of trustworthiness.
Document describing the working method and
CPS Certificate Practice Statement the guidelines that a certification authority follows
when performing certificate services.
Committee that makes award decisions for
CSC Corporate Sourcing Committee purchase parts. It is made up of representatives
of all brands, regional offices, and divisions.
CSN CAx Supplier Network Contractor network of the Volkswagen Group.

Milestone at which the refined styling model
DE Styling decision within approved package and technical feasibility
is decided upon.
The styling process of all surfaces is finalized at
DF Styling freeze this milestone. The producibility is confirmed on
the basis of virtual prototypes.
EOP End of Production End of production of customer vehicles.
Application on the Group Business Platform for

ESL Electronic Supplier Link the exchange of information and quotation
details with suppliers.
Method from quality management to analyze and
evaluate (according to severity) potential
vulnerabilities of a system, and to determine the
FMEA Failure modes and effects analysis effects of errors.
(Note: In the future, Volkswagen Group
documents will use the term "FMEA" as a
collective term for all types of FMEAs.)
Sourcing process for new components to be
FS Forward Sourcing
developed and manufactured.
Sourcing process for already existing
GS Global Sourcing components intended to be sourced locally to
optimize quality and logistical costs.
System for the management and exchange of
HyperKVS Engineering Data Management System engineering data with partner companies (e.g.,
suppliers).
108

Collective, computer-aided material data system

used by OEMs in the automotive industry to
IMDS International Material Data System
manage environmental aspects of components
used in vehicles.
Collective term for the examination, draft,
development, implementation, maintenance, and
IT Information technology
management of computer-aided information
systems.
Application of the FMEA method on product
Design FMEA Design FMEA
design.
Document used by design engineers that defines

KR Design Guideline
how to design components.
Process that suppliers, including tool and

equipment manufacturers, run through. The
objective is to support suppliers early in the
SRM Supplier readiness management
process. This helps ensure that problems and
faults are detected and eliminated well before
SOP and thus reduces project risk.
Responsible for the organization, implementation
SRM team Supplier readiness management team and performance of the purchase part
management process.
The design responsibility share is used to define,
in a binding manner and early in the
KVV Design responsibility agreement development process, the responsibilities of the
parties involved in the development of
components, modules, and systems.
Document containing detailed information on
development requirements (e.g., component and
Component Performance Specification
LAH project boundary conditions, technology used,
(LAH or BT-LAH)
test requirements, and guidelines for project
management).
Milestone at which the availability and quality of
parts necessary for manufacturing the product is
LF Launch release confirmed for subsequent processes,
corresponding to the planned introduction into
the market by the divisions.
Laboratory Information and Management Application with which laboratory orders for
LIMS
System sample tests can be issued online.
Application for communication between suppliers

LION Supplier Parts Information Online and the Volkswagen Group during the pre-
production and ramp-up phases.
Milestone at which the new vehicle is put on the
market for presentation to customers. At the
ME Launch
same time, it marks the start of sales of the
vehicle.
Standard parts (e.g., screws, washers) are
described in drawings whose number begins with
N/SDL Standard part the letter "N." Standard part drawings are
supplemented by the master data list (MDL), if
available.
109

The standard parts management system is used

to manage information on standard parts, semi-
NVS Standard parts management system finished products, and operating fluids. In
addition, multi-use parts of the Group are also
provided.
Protocol for direct electronic transfer of data

OFTP ODETTE file transfer protocol
between two communication partners.
Product data management is the use of software

PDM Product data management system and other tools to track and control product-
related data.
Set of rules that describes all processes required
PDP Product Development Process
for the market introduction of new products.
Process FMEA: application of the FMEA

methods on the production process and the
Process FMEA potential effects of process errors
P-FMEA also: also:
Product FMEA Product FMEA: application of the FMEA methods
on system- and design-related properties and the
potential effects of errors
Project management tool used to define the work

WBS Work breakdown structure
packages and individual tasks of a project.
Document that describes how tests are
PV Test Specification
conducted on parts.
Milestone at which individual off-tool parts
PVS Pilot production created from operations that affect dimensions
and shape are installed.
Collective term for planned and systematic work
QA Quality Assurance items that are intended to ensure the suitability of
a product for the intended purpose.
Special form of the Technical Supply
QP Quality Specification Specification (TL) for process material (e.g.,
coatings, adhesives).
Procedure with which quality-related aspects of
purchase parts can be tracked in the framework
QPN Formula Q – New Parts Integral
of the PDP. The supplier must begin processing
the QPN after contract award.
The Procurement department sends requests for
RFQ Request for quotation
quotation to potential suppliers.
Offices that aim to develop new sourcing
RSO Regional sourcing office markets and to expand those already in
existence.
Tool that gives Volkswagen an initial impression

of a supplier's organizational structure, product
SSR Supplier self-registration
portfolio, current customers, capacities, and
services provided.
110

Project team established for product

development, consisting of representatives from
SET Simultaneous engineering team
the Development, Procurement, and Quality
Assurance departments.
Volkswagen AG team that maintains the Group

SIT Supplier Integration Team
Business Platform.
Milestone at which production of customer
SOP Start of Production
vehicles begins.
Date at which components must be ready for
TBT Stock-in-plant date
use.
Document that describes the technical supply
TL Technical Supply Specification specifications and contains requirements for
purchase parts and their testing.
Document that describes component properties
TLD Technical Guideline for Documentation that must be documented within the production
process.
German organization that checks the safety of a
TÜV Technischer Überwachungs-Verein wide range of products to protect humans and
the environment against hazards.
German Association of the Automotive Interest group of German automobile

VDA
Industry manufacturers and suppliers.
The goal of this milestone is to build vehicles

using series production equipment and thus
VFF Pre-production approval testing vehicles
optimize manufacturing equipment and
processes.
Standard that describes the conditions and
VW In-house standard of the Volkswagen Group requirements that must be met by suppliers,
products, or materials.
111

3.2 Forms
 Form for change control – available in electronic form from the Volkswagen
Procurement department
To be filled out by Volkswagen AG

Volkswagen AG:
AEKO Number VXXXXXX Purchasing
Program VW360 Volkswagen AG: Fax.:
Tel.:
Technical Office
To be completed by Supplier
Part No XXX XXX XXX XX (old) XXX XXX XXX XX (new)

Part Description XXX XXX
2. Tooling or other investment cost
Production location
National Currency
Tooling cost old part ( Old )
Details of technical change / Cost Breakdown :
Total Change cost

3. Material Cost
Pc Price of old part

Material Changes qty/Nos qty/pc cost/qty cost/pc
Manufacturing Changes Min/pc cost/min cost/pc
Total Change Cost
4. Launch Costs ( National Currency)

Tooling cost for soft tools Parts of soft tool Material Cost
Total amount
cost/pc
Total 0 Total costs 0,000
5. Time schedule/ Capacity status ( In weeks after placing order )

Parts of soft tool weeks Capacity Pc/Day
Parts of production tool weeks Capacity Pc/Day
Supplier Location Date/ Signature
112

# # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # # ###

VW411 NMS Commitment
Teilenummer: Lieferant: Produktionsstandort: Technischer Datenstand:

561.XXX.XXX Sample Supplier Master Builders
Part number: Supplier: Produktion site supplier: Date Technical Data:
Teilebenennung Werkzeugmacher: Standort Werkzeugmacher: Land Werkzeugmacher:
Example Part see list see list see list
Part name: Tool maker: Site tool maker: Country tool maker:
VFF PVS 0-Serie

SOP
ZP8 ZP8 ZP8
TBT TBT TBT TBT TBT TBT
VFF VFF PVS PVS 0-S. 0-S.
ZP5 ZP7 ZP5 ZP7 ZP5 ZP7
2009 2010 2011
Anfang Ende
KV/ÄKO Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
Start End
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Lieferanten-Nominierung Soll 0.1.1900 0.1.1900

Determination of supplier Ist 0.1.1900 0.1.1900
Prototypenanlieferung Soll 0.1.1900 0.1.1900
Delivery prototypes Ist 0.1.1900 0.1.1900
Herstellbarkeit / P-FMEA (Prozess) Soll 0.1.1900 0.1.1900
Manufacturability / P-FMEA (Process) Ist 0.1.1900 0.1.1900
B- Freigabe Soll 0.1.1900 0.1.1900

B-Release (Purchase) Ist 0.1.1900 0.1.1900
Serienwerkzeugplanung / Konstruktion Soll 0.1.1900 0.1.1900
Tool design Ist 0.1.1900 0.1.1900
Materialbeschaffung Stahl Soll 0.1.1900 0.1.1900
Steel purchasing Ist 0.1.1900 0.1.1900
Serienwerkzeug Erstellung Soll 0.1.1900 0.1.1900
Series Tool fabrication Ist 0.1.1900 0.1.1900
Anlieferung erste Wkzg.-fallende Teile Soll 0.1.1900 0.1.1900
Delivery 1st parts (-> VFF) Ist 0.1.1900 0.1.1900
Werkzeugkorrekturschleife bis Note 3 Soll 0.1.1900 0.1.1900
Optimization for grade 3 (->PVS) Ist 0.1.1900 0.1.1900
Teileanlieferg. für Frei- Prüfg. (BMG) Soll 0.1.1900 0.1.1900
Delivery parts for type testing Ist 0.1.1900 0.1.1900
Anlieferung Erstmuster Note 3 Soll 0.1.1900 0.1.1900

Delivery first sample for grade 3 (->PVS) Ist 0.1.1900 0.1.1900
Cubing / Narbfreigabe Soll 0.1.1900 0.1.1900
Master-jig release (grain release) Ist 0.1.1900 0.1.1900
Werkzeugnarbung Soll 0.1.1900 0.1.1900
Graining tool Ist 0.1.1900 0.1.1900
Werkzeugkorrekturschleife bis Note 1 Soll 0.1.1900 0.1.1900
Optimization for grade 1 (-> 0-Serie) Ist 0.1.1900 0.1.1900
WZ-Verlagerungsfreigabe Soll 0.1.1900 0.1.1900
Release for tool transportation Ist 14.9.2009 14.9.2009
Werkzeugverlagerung Soll 0.1.1900 0.1.1900
Tool transportation Ist 14.9.2009 0.1.1900

Erteilung BM-Freigabe (VW) Soll 0.1.1900 0.1.1900
Type release BMG Ist 0.1.1900 0.1.1900
Anlieferung Erstmuster Note 1 Soll 0.1.1900 0.1.1900
Delivery first sample for grade 1 (-> 0-S) Ist 0.1.1900 0.1.1900
2 Tages Produktion Soll 0.1.1900 0.1.1900
2 days production Ist 0.1.1900 0.1.1900
Soll
SOP
Ist 0.1.1900
Kalenderwoche / Calendar week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 23 26 27 28 29 30 31 32 33 34 35 36 36 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
21.07.2009
Date Supplier Purchasing VW R&D VW Logistics VW Quality Assurance VW
01.03.2010
Department
Phone
Commitment documentation – available in electronic form from the SRM team at
Email
Volkswagen ("Master schedule" shown below; entire document comprises seven pages)
113
3.3 Source of Supplier Guide for Product Development

This guide is available for download in the "Research and Development" section of the
Group Business Platform as a PDF document, as shown in figure 73.
Figure 73: Source of Supplier Guide for Product Development on the Group Business Platform
The web page shown in figure 73 can be accessed directly by clicking on the following icon:
Note: This guide is also part of the documentation in the RFQ package (see also
section 2.1.6 "Engineering-specific information in the RFQ package").
114

Corporate details
Edited by: Group Development Management

Brieffach 1446
38436 Wolfsburg, Germany
Version: 4
Date: September 4, 2017
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Supplier Guide For Product Development PDF

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Supplier Guide For Product Development PDF

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Supplier Guide

for Product Development

Group Development Management

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Dear Sir or Madam,

Dr. Ulrich Eichhorn Dr. Frank von Buch

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Part 1 – General information .................................................................................................................7

Part 2 – Core processes.......................................................................................................................17

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2.6.2 Types of changes .................................................................................................66

Part 3 – Appendices ...........................................................................................................................106

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This guide is divided into three parts.

Figure 1: Organization and content of the Supplier Guide

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1.1 Key figures and organizational structure of the Volkswagen Group

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Brands: Audi, Bentley, Bugatti, Ducati, Lamborghini,

Head office: Wolfsburg

Figure 2: Key figures of the Volkswagen Group (2016)

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The organizational structure of the Volkswagen AG at the board of management level is

Chairman of the Board

Functional Functional Functional

Figure 3: Board of management and organizational structure of the Volkswagen Group

For detailed information, see:

Figure 4: List of links

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1.2 Latest developments

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1.3 Organizational structure of the Development division

Figure 5: Structure of the Development division for the Volkswagen brand

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1.4 Organizational structure of vehicle projects

Figure 7: General organizational structure of the product lines

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1.5 Vehicle project nomenclature

Figure 8: Structure of the project designation for vehicles

Figure 9: Examples for the project designation for vehicles

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Front number Middle group End number Suffix

5G0 800 375 AX

Main group Running number

Figure 10: General structure of part numbers

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2.1 Procurement process

Figure 11: Overview of the various Procurement subdivisions

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Figure 12: Regional sourcing offices of the Volkswagen Group worldwide

2.1.2 Classification of procurement processes

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Global Sourcing Suppliers with lower

Figure 13: Classification of procurement processes

2.1.3 Sourcing of parts in the product development process

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Forward Sourcing process

 Supplier list  Design Engineering audit  Kick-off meeting

Figure 15: Phases of the Forward Sourcing process

Phase 1 – Supplier self-registration and quotation