科爾尼－供應(yīng)鏈研究報(bào)告PPT通用課件

1、Executive summaryOverview: The pan-European supply chain faces four major challenges: Redesign of network, in-versus outsourcing, consolidation of supplier relationships and best practice tenderingRedesign of network is driven by forces outside of the supply chain. These external forces could be, e.

2、g., consolidation of manufacturing base or change in service requirementsIn- versus outsourcing: Outsourcing provides strategic advantages, but it does not solve the problemConsolidation of supplier relationships: Trust and transparency are key for establishing long-term partnerships with suppliersB

3、est practice tendering: Insight about key performance drivers of operation will guarantee a successful tendering processBenefits: Applying best practices to resolve these issues can lead to significant competitive advantages Four major challenges need to be mastered to establish a pan-European suppl

4、y chainOverview1. Redesign of network2. In-versus outsourcing3. Consolidationof supplier relationship4. Best practice for tendering processRationalize European manufacturing locations and capacityRadically change service level to strengthen competitivenessConsolidate assets and free cash to finance

5、growthExpand management capacity in core business areaOptimally use economies of scale for supply chainReduce in-house administration to manage interface to service providersEnsure transparency and consistency of cost and performanceEnsure optimal target setting and performance commitment“Quick Win”

6、 versus strategic advantagesOne-time benefit versus continuous improvementCreating a pan-European Supply ChainMain driverDecision-making criteriaBenefitsRedesign of networkType 1: Lead time driven Market managed replenishment (MMR)Type 2: Optimal factory utilizationFactory managed replenishment (FMR

7、)Type 3: High product Region managed replenishment (RMR)Three types of replenishment concepts reflect needs of short lead time, optimal factory utilization and high product availability producesbased on market replenishment plan replenishesmarkets based on mutually agreed rules producesbased on regi

8、onal replenishment plan coordinates all replenishmentactivities defines replenishment plan (control total chain inventory) defines inventory levels and develops sales forecast defines inventory levels and develops sales forecast defines sourcingand monitors inventories defines sourcingand monitors i

9、nventoriesFactory .Region .Market .Redesign of networkTodayShipment forecastOrderOrder quantityKey drivers for redesigning a network are service requirements, inventory policies, planning basis and shipment characteristicsRedesign of network100% mindsetMarket levelFactory levelAgreed service level i

10、s .Inventory policies at .Mid-term planning is based on Shipments are triggered by Shipment quantity according to .FMRDepot/brand inventory target and lead timeChain levelSales forecastMarket demandReplenishment needs and factory optimizationClient Example2-3 inventory levels1 inventory level2 inven

11、tory levels1 inventory level1 inventory levelFactory warehouse with inventoryMarket stockin 1 or 2 stock levels before POSFactory warehouse with all inventory“Parcel Service”from factory warehouseFactory warehouse with inventoryStock at 1st level “regional” warehouseBuffer at factory (e.g. 2-5 days)

12、The ideal physical network consists of one stock level between factory and POSRedesign of networkNotes:(1)This level may not exist(2)Local warehouses and/or transshipment pointWarehouseFactory1st level WarehousesLocal Warehouses/TP1)POS/PORSWarehouseFactoryPOS/PORSWarehouseFactoryLocal Warehouses/TP

13、2)POS/PORSBufferFactory1st level WarehousesPOS/PORSWarehouseFactoryLocal Warehouses/TPPOS/PORSStock at 1st level “central” in-market warehouseStock at 1st level “regional” in-market warehouseTypicalSituationScenario 1 “Factory Warehouse”Scenario 2“Factory and regional warehouse”Scenario 3“Central Wa

14、rehouse”Scenario 4 “Regional warehouse”Combined scenarios will balance inventories and transport costsProsLow transportation costsShort lead times to POSConsMedium stock planningMedium stock levelMedium transportation planning2 handling steps for part of the volume between production and POSScenario

15、 5 “Combinations”Redesign of networkWarehouseCentral Warehouse(s)Local POSPOSPOSCentral warehouse of A-customersTransshipment pointDirect delivery full-truck loadDaily replenishment half/full pallets onlyNo storage, buffer onlyExampleWarehouseFactory1 level Warehouse(s)POS/PORSTransshipmentThe appro

16、ach is to identify sequential changes based on the existing model and as is costsCurrentNew network volumes .+ new production .+ new network .+ new procurementVolume factorProduction factorNetwork factorProcurement factorAs is CostsModeledCostsRedesign of networkClientExampleIn- versus OutsourcingTh

17、e ever increasing level of outsourcing reflects concentration on core competenciesIn- versus OutsourcingSpecialistsTransportationInternal distribution/warehousingTransportation managementITValue-added activitiesOrder handlingInvoicingInventory managementTotal logisticsManufacturing CompaniesResponde

18、nts That Have OutsourcedChemicalIndustrySource: A.T. Kearney surveyCompanies like the cost effects from outsourcing, but fear losing controlReasons for OutcourcingAccess to other marketsMake cost visibleAccess to outside expertiseIncrease cost variabilityImprove service qualityReduce costChemical co

19、mpanies 72%Confidentiality/Intellectual pro-perty protectionMore expensive than in-houseRequired capa-bilities not availableLoss of controlReasons Against OutcourcingThe role of outsourcingSource: A.T. Kearney surveyOutcourcing of transportation and logistics services provides infrastructure advanta

20、gesThe role of outsourcingInfrastructureSharing of assetsSharing of networksSharing of technologiesRisk and capitalsharingAvailabilityControlShipsTanksTerminalsPipelinesTruck fleetsTerminal densityDistribution pointsCross-docking pointsTransportation partners (regions, products, sizes)Service partne

21、rsSchedulingTracking and tracingNavigationElectronic document exchange/processingBenefitsExamplesFour key success factors need to be ensured in advance: Never outsource operational problems to service providersKey Success Factors for OutsourcingFeasibilityCheck availability of competent service prov

22、iders with enough capacityVerify possibility to transfer knowledgeable operators to 3rd partySet feasible targets for outsourcingDependencyLoss of competence and experience acquisition Loss of qualified employees long termConvenience to exchange service providersLimited power to influence service pr

23、oviders if low volumeAdministration costFine tune interfaceInstall information managementEliminate functional redundanciesReduce multiple stages in value chainLimit transformation cost end ensure benefit trackingManagement/controlling processShare productivity gainMaintain and sustain quality and se

24、rvice levelUnderstand and define performance measurementsEnsure transparency of key cost/performance dataInstall performance controlling for service providersThe role of outsourcingConsolidation of supplier relationshipsThe goal of enhancing supplier relationships is to reduce labor costs, ensure sh

25、ared resources and improve productivityConsolidation of supplier relationshipsTargeted savings opportunitiesProductivity improvementShared resourcesLabor cost reductionRedesign handling process, implement a new incentive system, etc.Share handling resources (labor, forklifts, etc.) and stocking capa

26、city with other warehouse operations in surrounding area to compensate for business fluctuationsAdapt compensation of current staff to market levelLimit overtime by introducing flex-timeEstablishing mutually beneficial and long-term partnerships calls for trust and transparencyOpen bookFair profit m

27、arginActivity- and cost-based charge with performance target (ABC)Flexibility (shared resources)Continuous improvement Consolidation of supplier relationshipsAn uniform and consistent methodology is a must to consolidate pan-European supplier basesConsolidation of supplier relationshipsFixed storage

28、Fixed operating costsVariable handlingManagement feesTotal US$ mil.4.23.11.31.0A14,000Defining CriteriaWarehouse capacity/palletB19,500C7,500DCost Breakdown of Four Categories (in % of Total Cost)ExampleWarehousing220,000Pallet throughput220,00075,000ManualManual or automated warehouseAutomatedManua

29、lManualModerateAmount of extra handlingLowHighModerateHighCompetition for warehousing in locationLowModerateHighUKCountryFranceBelgiumSwedenBest practice for tendering processImprovement opportunities can be realized by initiating a series of actionsPlanning improvements:Reduce overtime by matching

30、staffing with activities (e.g. standard weekend staffing)Renegotiate requirements and charges for additional activitiesEnsure visibility of inbound shipments to contract warehousesImprovements in productivity by unbundling variable handling rates, identifying barriers to efficiency, and attempting t

31、o reduce impact where possibleReduction in operator profits - margins are hidden in numerous charges - once unbundled, a fair return can be negotiated Example: warehousingBest practiceThe savings estimate for warehousing is based on a review of each single warehouseBest practiceExample of a pan-Euro

32、pean Warehousing Network: Total Cost US$/ Plt-throughputFinlandSpainN. IrlandIrelandBelgiumItalyUK1UK 2SwedenDenmarkFranceUK 3UK 4Total Cost US$/pltSize of warehouse in 000 plt-throughput p.a.“Should costs” are estimated by conducting a detailed review of each contract, activity and invoice practiceBest practiceExample of a pan-European Warehousing Network: Variable Cost US$/ Plt-throughput% of mixed ca