Strengthened by its leadership in its three core businesses – aircraft production, aircraft equipment and systems, along with logistics and services – Daher aims to continue to grow profitably by designing, manufacturing and marketing products and services that are adapted, innovative and cost-effective.

In 2018, the share of purchases accounted for nearly 50% of Group sales, the equivalent of approximately €600 million. Suppliers, therefore, actively contribute to Daher’s added value and to the satisfaction of its customers. Daher’s purchasing policy aims to build lasting relationships with them based on trust and technological leadership.

Who are we?

In search of efficient, innovative and competitive solutions, Daher’s purchasing teams bring their expertise to a very wide range of professions and projects within the Group. Their activities directly influence the economic performance of the company.

Its Purchasing organization today has 70 buyers divided into four large specialty groups .

  • Strategic purchasing (or production purchasing)

    Strategic purchasing (or production purchasing) is designed to identify and provide industrial functions with a base of efficient and reliable suppliers able to help them achieve their performance and quality objectives.
    Production purchases include all raw materials (metals, composites, plastics), components (parts, basic sub-assembiles), or work packages (complex sub-assemblies) that are required for the production process of Daher’s aviation equipment or systems. A specific entity, dedicated to Daher’s business as an airplane manufacturer, is responsible for the purchase of equipment used on its TBM very fast turboprop aircraft such as engines, avionics and seats.

  • Program purchasing

    The program purchasing’s mission – in liaison with the business teams – is to control purchases during a program’s full duration, from creation of the offer (sourcing, encryption) to the development phase (negotiation, contracting, purchases of raw materials, and components or work packages throughout this phase).

  • Factory purchasing

    The mission of factory purchases, in collaboration with strategic purchasing, is to provide answers to the needs and issues of productivity, quality, costs and deadlines for production sites. It ensures that the panel of suppliers respond to local needs and evolve if needed. Another responsibility is confirming the proper application of Group purchasing policies in operations.

  • Non-production purchasing

    • Non-production purchases involve supplies used in the day-to-day operation of the business, but which are not included in the production process. Representing approximately 50% of Daher’s global purchasing volume, they are divided into two categories:
      • General expenses: purchases of services, consumables, consolidated investments in large categories (energy, computer equipment, travel, temporary agencies, etc.), and
      • Purchases necessary to carry out logistics services or services provided to Daher’s customers (subcontracting).
  • Responsible purchasing

    A structured approach

    The issue of Responsible Purchasing is integral to one of the priorities set out in our TOGETHER strategy plan: to strengthen our responsible purchasing policy.

    The Daher Responsible Purchasing policy took a big step forward in 2020. Responsible Purchasing is one of the five priorities of the new 2020 – 2022 Group Procurement Performance strategic plan designed to offer our customers a fully responsible Daher supply chain.

    Our Responsible Purchasing policy has three major points of focus:

    • Compliance with the 10 commitments set out in the French Responsible Supplier Relations Charter labeling scheme
    • Creating value with our suppliers by building strong, long-term partnerships
    • A global initiative that involves every link in our supply chain

    The rollout of this Responsible Purchasing policy is being supervised under the terms of the Daher Supplier Code of Ethics and Responsible Purchasing Charter, and involves the inclusion of standard CSR-related clauses in all new contracts.

    In accordance with French Duty of Care legislation, we also exercise a duty of care in respect of our suppliers under a commitment set out in our official vigilance plan.

Our Purchasing policy


Daher relies on multiple factors to optimize…

Daher relies on multiple factors to optimize the competitiveness of its purchases: support of the company’s main subcontractors and suppliers in a concerted competitive approach; international sourcing and increased purchases in the “best-cost countries,” concentration of its purchasing volumes with a limited number of suppliers; and development of long-term partnerships with major suppliers.

Industrial performance

As an important competitive advantage, the…

As an important competitive advantage, the management of the performance of our suppliers (compliance with delivery deadlines, compliance and quality of delivered parts/components) allows a better control of our production processes.

Management of the supplier line-up

To drive and optimize the performance of its…

To drive and optimize the performance of its suppliers, Daher set up a specific management system – named Paseo – which enables monitoring and analysis of key indicators (quality, costs, deadlines, responsiveness, service …) and which includes the supplier relationship in a process of continuous improvement.


To maintain and increase its technological…

To maintain and increase its technological lead, Daher relies on key partners with a view toward co-development and collaborative innovation, oriented to the long term.

Use case

On the record with….

  • David Divialle-Corbière, Vice President – Purchasing

    “Daher has considerably evolved during the past few decades.  As of 2019, the Group employs nearly 10,000 people worldwide and generates a turnover of more than 1.2 billion euros. These developments are a real source of opportunities for our suppliers and partners.

    Over the past three years, Daher has focused on building strong partnerships with its strategic suppliers. Business opportunities are numerous for new sources: in fact, Daher is constantly looking for solutions to make its supply chain even more robust and thus improve its own performance”.

  • Delphine Bourdalle, Sourcing Director – Daher Airplane Business Unit

    “The Daher Airplane Business Unit’s Sourcing Department has put the emphasis in recent years on developing partnerships – and then focusing much of its business with those partners and preferred suppliers. Opportunities remain for new entrants as well.

    In our latest supplier strategy, we’ve been applying the “ACTIVE TBM Sourcing” plan (also known as ACTIVETBM) to make the TBM’s systems and equipment more competitive – taking into account recurring costs, and in particular, the overall costs associated with equipment development and utilization.

    Going forward, we will be using the framework established by ACTIVETBM in our relationships with suppliers, especially as Daher continues to invest and innovate for the evolution of its TBM very fast turboprop aircraft product line.  Evaluations of the sourcing community’s competitive landscape – and decisions related to suppliers – will be oriented toward those companies who understand and align themselves with our sourcing policies.”