CG4355 GM 1927 03
SQ Sub Tier Supplier Management Statement of Requirements
Document Owner: Shelly Hlifka
Authors: Anthony Chrisopoulos
1. PURPOSE
1.1. This document is intended to be used in conjunction with the CG4338 GM 1927 03 Supplier Quality
Statement of Requirements (CG4338 GM 1927 03 SQ SOR).
1.2. Supplier requirements for management of sub-tier suppliers is defined by this SOR supplement.
These are a minimum expectation irrespective of implementation of other sub-tier supplier
management systems such as AIAG CQI-19. “Shall” in this document means mandatory; “should”
means highly recommended.
1.3. All suppliers are expected to provide product that meets General Motors requirements, including fit,
form and function associated with sub-tier purchased material.
2. REQUIREMENTS
2.1. All areas defined in this document apply to General Motors direct Tier 1 suppliers for the management
of sub-tier suppliers, including directed buy sub-tier suppliers.
3. REFERENCE DOCUMENTS
3.1. CG4338 GM 1927 03 SQ SOR.
3.2. GM 1927 07a APQP Assessment Sub tier
3.3. GM 1927 16 Process Control Plan Audit Form
3.4. GM 1927 16b Sub tier Supplier Process Audit
3.5. GM 1927 21 DFMEA PFMEA Gap Analysis Process and Transition Form
3.6. GM 1927 25 Subcontractor Status Summary
3.7. GM 1927 26 Subcontractor Status Summary Matrix
3.8. GM 1927 33 Early Production Containment Audit Form
3.9. GM 1927 43 Launch Audit
3.10. GM 1927 35 Run at Rate Procedure
3.11. GM 1927 28 Early Production Containment
3.12. GM 1927 30 Quality Management Gap Assessment (recommended tool)
3.13. CQI-9, CQI-10, CQI-11, CQI-12, CQI-15, CQI-17, CQI-27, CQI -29 and any pertinent AIAG standards
4. Supplier Management Organizational Structure
4.1. Suppliers with purchased content in their products produced for General Motors shall have a structure
in place to manage purchased part suppliers. This structure shall perform all of the functions detailed
in this SOR to assure purchased parts meet General Motors requirements.
4.2. The organization structure should include supplier quality/development engineers that are properly
trained in the various process and systems used for supplier quality management. This includes
APQP work, auditing, quality systems expertise and functional expertise for problem resolution.
These individuals should also be capable to perform assessments for sourcing of suppliers to assure
quality and production requirements can be met.
4.3. The supplier shall have a program management structure that acts as a single point for coordination
of new product launches with a high level of purchased sub-tier components. Program management
resources shall assist in tracking of sub-tier APQP compliance as well as supporting problem
resolution.
5. Supplier Selection and Development
5.1. Suppliers shall have a source selection process that comprehends sub-tier capability to meet
requirements for purchased parts. This is including, but not limited to technological capability,
manufacturing expertise, financial stability, available capacity, resource availability, etc. This process
should include an assessment of their quality system capability, preferably performed by a qualified
individual in the supplier management organization. Audits conducted for this purpose should be part
of the standardized work and the content should be consistent with automotive industry standards.
5.2. Sub-tier Suppliers shall be verified to a quality system standard like IATF 16949 or the Tier 1 supplier
defined quality system standards. All sub-tiers shall comply with a quality system standard. The
supplier management organization shall have an individual fluent in these standards who is able to
train and conduct audits at sub-tier suppliers.
5.3. The supplier management structure resources shall also be skilled in problem resolution and
continuous improvement techniques to help drive performance improvement in the sub-tier supply
base.
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GM Confidential
CG4355 GM 1927 03
SQ Sub Tier Supplier Management Statement of Requirements
Document Owner: Shelly Hlifka
Authors: Anthony Chrisopoulos
6. APQP Process Requirements
6.1. Risk Assessment:
6.1.1.Suppliers shall complete the GM 1927 07a APQP Supplier Assessment Sub tier worksheet or
equivalent document for all sub-tier suppliers and determine the risk classification for each. If a
supplier has an equivalent document for assessing risk, it shall be reviewed with the GM SQE to
be sure it comprehends similar risk categories as the GM 1927 07a Supplier APQP Assessment
Sub tier. Sub-tier suppliers shall be classified as either “Critical” or “Non-Critical” based on the
results of the risk assessment. For the GM form, a risk assessment rating of 34 is the
recommended threshold for determining which suppliers are classified as “Critical”. If the
supplier has their own risk assessment process, the criteria for selection for “Critical” suppliers
shall be established and reviewed with the GM SQE. In either case, the identification of “Critical”
suppliers shall evaluate all factors in making a final designation. As the APQP process
progresses and new information becomes available, re-assessments should be done as
applicable to be sure new risks are comprehended and communicated. Risk assessment shall be
communicated to cross functional PDT Prior to Production tooling release (TKO) and following
reassessment for any additional design or process changes implemented thru start of production.
6.2. APQP Tracking:
6.2.1.All sub-tier suppliers shall require APQP tracking during their product development cycle. The
GM 1927 25 Subcontractor Status Matrix or equivalent shall be used for this purpose. Additional
or more frequent tracking shall occur for suppliers identified as “Critical”. On-site audits of APQP
activity should be conducted to assure sub-tier suppliers are complying with program timing
requirements and milestone events.
6.2.2.The GM SQE may also request on-site sub-tier supplier visits during the APQP process and
conduct audits along with reviews of program status. Control plan audits launch audits and GM
1927 33 Early Production Containment audit should be used as appropriate and at the discretion
of the GM SQE. These visits should include product engineering and other support resources as
needed and shall be coordinated through the Tier 1’s supplier management structure.
6.3. Design Reviews:
6.3.1.Design reviews shall be conducted with the General Motors design release engineer and the
sub-tier supplier to be sure that all product requirements, special characteristics, customer used
(pass thru) features, etc. are well understood and comprehended in production process planning.
The review of appropriate engineering documents (DFMEAs, drawings, etc.) will help assure that
proper controls are established in the sub-tier manufacturing process with robust PFMEAs and
control plans. This activity shall be focused on “Critical” suppliers with the intent of completed
reviews for all purchased parts. Appropriate controls shall be implemented for special
characteristics to assure capability indices are maintained and attribute quality characteristics are
100% verified.
6.4. PPAP:
6.4.1.All sub-tier suppliers shall achieve successful completion of Full PPAP before Full PPAP
approval can be issued to the Tier 1 supplier. PPAP approvals should be conducted on site at
all sub-tier suppliers identified as “Critical”. Audits of sub-tier PPAP submissions (warrants,
dimensional data, materials information, etc.) may be requested by the GM SQE at any time.
6.5. Capacity Verification GM 1927 35 Run @ Rate:
6.5.1.Capacity verification shall occur at all sub-tier suppliers. GM 1927 35 Run @ Rate Procedure
should be used for this verification. The workbook in this procedure should be completed as
early as possible in the APQP process for capacity planning and updated throughout the
program as progress is made toward full capacity installation. On-site capacity verification shall
occur for “Critical” sub-tier suppliers.
6.5.2.Sub-tier suppliers may be exempt from capacity verification (non-critical components like simple
discrete electronic components or stock fasteners), however shall confirm ample capacity is
available to meet GM requirements. Rationale for exempting capacity verification of sub-tiers
should be reviewed with the responsible GM SQE.
7. GM 1927 28 Early Production Containment (EPC):
7.1. Sub-tier suppliers shall implement a pre-launch control plan which is a significant enhancement to the
production control plan for the purpose of early production containment. All elements of GM 1927 28
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CG4355 GM 1927 03
SQ Sub Tier Supplier Management Statement of Requirements
Document Owner: Shelly Hlifka
Authors: Anthony Chrisopoulos
EPC apply to sub-tiers as they do to Tier 1 suppliers. GM supplier quality engineers may request and
participate in GM 1927 33 EPC audits of select sub-tier suppliers based on risk. EPC inspection area
evaluations should include:
7.1.1.Proper layout, including necessary workstations, benches and tables
7.1.2.Sufficient lighting
7.1.3.Proper staging areas for the parts (Green (OK), Red (NOK), Yellow (waiting for inspection))
7.1.4.Clear understandable visual standards with boundary samples
7.1.5.Gauges
7.1.6.Standardized work instructions
7.1.7.Recording sheets/data acquisition equipment
7.2. GM 1927 28 Early Production Containment exit criteria shall be made clear to sub-tiers and require
approval from the Tier 1 before doing so. Exits from GM 1927 28 Early Production Containment shall
be documented with formal request and approvals. GM 1927 28 Early Production Containment
should be extended for those sub-tier suppliers who have not demonstrated control with their
production process control plans.
8. Process Control and Audit
8.1. Sub-tier process control plan audits should be completed at appropriate times prior to launch and on
an ongoing basis for monitoring of sub-tier compliance to process controls and continuous
improvement. Individuals in the supplier management structure shall be trained to audit and follow
accepted practices for review of documentation and records. The GM SQE and other GM personnel
may periodically request to join in audits of sub-tier process controls.
8.2. Tier 1 shall provide evidence that all sub tiers have risk mitigated failure modes in their Process
Control Plan prior to production tooling release (TKO) and following reassessment for any additional
design or process changes implemented thru start of production.
9. Problem Communication and Resolution
9.1. A problem communication process (Escalation Process) shall be established to provide for resolution
of issues with sub-tier suppliers. Problems communicated shall require the sub-tier to initiate
immediate containment and provide certified material to support ongoing production. Sub-tiers shall
follow an effective problem-solving process for issues brought to their attention and corrective actions
should be verified as required by the supplier management organization.
10. Performance Tracking
10.1. Suppliers shall monitor sub-tier suppliers’ performance against expectations. Performance
monitoring should be connected with the sourcing process and be used as means to prioritize
resources for audits and other continuous improvement activities. Performance monitoring may
include problem reporting, discrepant part counts, PPM, program management performance, etc. and
should be tracked over time.
10.2. Continuous improvement activities expected for sub-tier suppliers should drive reductions in the
number of problems reported, read across of corrective actions to like products / facilities and RISK
ANALYSIS with improved process controls.
11. Change Management
11.1. Suppliers shall have a process to manage sub-tier changes. Any sub-tier changes that may affect fit,
form or function of the GM purchased part requires notification to GM and approval prior to executing
the change. Suppliers shall have a process to track sub-tier changes and breakpoints. Change
management procedures should include the following in scope:
11.1.1. Change in sub-tier supplier or manufacturing location
11.1.2. Manufacturing process change
11.1.3. Change in sub-tier component design or material
11.1.4. Change in sub-tier tooling
11.1.5. Read across of new lessons learned
12. Sub-Tier Supplier Management
12.1. Suppliers to GM shall drive similar requirements as contained in this CG to their suppliers.
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CG4355 GM 1927 03
SQ Sub Tier Supplier Management Statement of Requirements
Document Owner: Shelly Hlifka
Authors: Anthony Chrisopoulos
Responsibility RASIC
Task Tier 1 Supplier General Motors
1. Risk Evaluation of Sub Suppliers R S
2. Conduct Quality System Assessment at Sub Tier Supplier R N/A
3. Conduct Sub Tier Supplier On Site Audit(s) R S
4. Sub Tier Supplier APQP Tracking R N/A
5. Provide Sub Tier Supplier Updates at Valve Reviews R N/A
6. Verify Capacity of Sub Tier Supplier R N/A
7. Approve PPQP and PPAP documentation from Sub
Suppliers (except for specific directed buy contracts) R N/A
8. Introduce Sub Tier Supplier Change Requests to GM R N/A
9. Approve Sub Tier Supplier GM 1927 28 Containment Plan R N/A
R is Responsible
S is Support
N/A is Non
Applicable
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GM Confidential
GM Confidential
CG4355 GM 1927 03
SQ Sub Tier Supplier Management Statement of Requirements
Document Owner: Shelly Hlifka
Authors: Anthony Chrisopoulos
Appendix A – Revision History
GDM Change History
Date Version Change Summary Approver Approving
Organization
Jan 4 2016 1 BIQS implementation to Global Business Supplier Quality and
replace QSB+ Process Team Development
Oct 5 2017 2 Added CQI-27 and change Global Business Supplier Quality and
RPN reduction to Risk Process Team Development
Analysis
Aug 1 2018 3 Added correct header and Global Business Supplier Quality and
formatted document per CG Process Team Development
requirements
April 9 2019 4.0 6.3.1 Changed “should” to Global Business Supplier Quality and
“shall” Process Team Development
December 5.0 3. Replaced all GP Global Business Supplier Quality and
15 2019 references with the GM1927 Process Team Development
document number
GP 9 = GM 1927 35
GP 12 = GM 1927 28
5.2 revised
9.1 Added (Escalation
Process)
January 14, 6.0 6.1.1 Added “Risk Global Business Supplier Quality and
2020 assessment shall be Process Team Development
communicated to cross
functional PDT Prior to
Production tooling release
(TKO) and following
reassessment for any
additional design or process
changes implemented thru
start of production.”
8.2 NEW
10.1.5 NEW “Read across of
new lessons learned”
March 30, 7.0 Updated referenced Global Business Supplier Quality and
2022 documents file names. Process Team Development
Deleted 3.13 which was
duplicate to 3.5. Added CQI-
29 to 3. Referenced
documents.
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