THE NMMI BUSINESS MODEL

In consumer driven supply chains, Corporations know that their suppliers; their supplier’s workers; and, the consumers in the communities where suppliers are located are all their customers, and that remaining globally competitive - retaining and increasing market share and avoiding market share loss - require that they strategically realign their supply base to mirror the evolving consumer base.

Corporations know too that the real competition is not one Corporation versus another, but between their supply chains - from the point of raw material production to the hands of the consumer. They know that the higher the percentage of aligned suppliers, the lower their cost, the better their customer service, and the higher their profits and, that the only meaningful criteria for supplier value in supply chains is their ability to add value to production, reduce the cost of production, and to innovate.

While the diversification of supply chains to reach its customers has become an important corporate strategic objective, the effective integration of Minority Small Manufacturing Enterprises (MSMEs) in supply chains will be challenging due to historic lack of meaningful inclusion; lack of focused programs; perceived and/or actual utilization risk; and, escalating supplier Key Performance Indicators (KPIs) and supply chain IT alignment metrics required by Corporations for all suppliers. It is not sufficient to just have manufacturing capability in today’s global manufacturing environs. Whether domestic or global, a supplier must also have capacity and IT functionality for sustained supply chain value.

The National Minority Manufacturing Institute’s (NMMI’s) approach to MSME development is centered on the MSME’s alignment with the Key Performance Indicator (KPI) and IT requirements of different Corporate Industry Groups for different types of Manufacturing Types and Order to Build Modes within the context of how global supply chains are being managed. A Corporation’s Membership in NMMI carries the responsibility to share with us supplier alignment and KPIs as a basis for our continuous improvement of (1) MSME performance benchmarking studies, (2) on-line performance assessments; (3) conduct of an in-plant assessment; (4) development of an improvement plan; (5) assembly and management of an individualized industrial engineering and process improvement team; (6) implementation of the supplier’s improvement plan; and monitoring of MSME performance and selections for sourcing opportunity via our on-line MSME Performance Dashboards.

Each of the above steps specifically addresses a suppliers operations in the following areas: areas:

• Manufacturing Information Systems
• Modeling and Simulation
• Manufacturing Processes and Equipment
• Enterprise Management and Technology Integration
• Legal and Regulatory Compliance

Our process address opportunities MSME production in Foreign Trade Zones and making global connections in China, Africa, and other global manufacturing hubs with domestic and international Corporations, Vendor Managed Inventory, Mergers and Acquisition, coordinated support through HBCUs/Minority Institutions, transitions to DoD Mentor-Protégé programs, effective use of collaborative and enterprise management software, and other process improvement initiatives. For Corporations, the results of this process provides access to value added MSMEs and, for MSMEs, exposure to Corporations committed to supply chain diversity through valued added MSMEs.

These collective actions between and Corporations are effective because they go Beyond Diversity.

Market Drivers

Market Challenge

Market Approach

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