ISM Chemical Group 2006 Mid-Winter Conference February 24, 2006 Friday

ISM Chemical Group
2006 Mid-Winter Conference
February 24, 2006
Friday
9:45a.m.
1
Next Stage
SUPPLY CHAIN MANAGEMENT
Presenter:
Marilyn Gettinger, C.P.M.
New Directions Consulting Group
908-709-0656
[email protected]
2
Next Stage
SUPPLY CHAIN MANAGEMENT
• Define Supply Chain
Management
• Historical view
• Next Stage Here
• New-School Supply Chains
• The Four Pillars of SCM
Excellence
• Supply Chain Drivers
• The Resilient Supply
• The New Language
• The Global Supply Chain
• SCM Models
• SCM Benchmarking – A
Better Way
• 18 Best Practices for Risk
Management
• Winning Supply Chain
Strategies
• The Ten Rules of SCM
Excellence
• Eight Key SCM Processes
• The Top Ten Mistakes
• Excellence in Procurement
• SCM and the Future
3
Supply Chain Management
• SCM considers all interdependent functions
within an organization and all external
organizations involved in the process of
making a product or service available for use
or consumption. It is an orchestrated
network that creates value for the consumer
through the streamlining of the process that
purchases, stores, converts, and ships to the
customer and meets required expectations of
the customer
4
Supply Chain Management
• Identifies the processes necessary to
meet customer expectations
• Engineers SCM processes as the core
of the business
• Moves from silo to a team philosophy
• Integrates internal processes
• Integrates external processes
• Defines metrics
5
More Than A Decade
1992
Exchanges
Lean Manufacturing/JIT
Integrated Products and Process Development
Third-Party Logistics
MRP II
Product Data Management
CRM
Supplier Integration
Manufacturing
Outsourcing
ERP
PLM
CPC
e-Procurement
e-Fulfillment
Warehouse Management
TQM
Integrated SC
Advanced Planning and
Scheduling
Manufacturing Execution Systems
Collaboration
6
Supply Chain Staircase
Full Network
Value Chain
Collaboration
Partner
Collaboration
Corporate
Excellence
Enterprise
Integration
Connectivity
Total Business
System
External
Inter-Enterprise
Intra-Enterprise
Functional/Process Unit
7
Supply Chain Barrier Breakers
• Those who used the
supply chain to
“change the game”
• Those who
partnered with the
unusual
• Those who changed
the cost structure to
cut costs
• Supply chain
initiatives
– Cut costs
– Improve efficiencies
– Enhance customer
service and revenue
generation
– Improve
competitiveness
8
Next Stage Here
1
• The front end of the supply chain will
become as important as the back end
in maximizing total economic yield.
3
2
Tier 1
Buying
Organization
Customer
Tiers
9
2
Next Stage Here
• As companies
migrate from
internal-only to
extended supply
chains,
collaboration will
become the most
strategic capability.
3
• Assets and
functions not core
to value delivery will
be divested to
specialists that can
make more money
on them.
– Profit-sharing
10
4
Next Stage Here
• The greatest margin
potential will occur after
the product ships, as
service and support
become as important as
the product itself.
– Bundling great products
with strong service
offerings
– Total cost of ownership
focus
– Delivery of the initial
product but also an
ongoing stream of
products and services to
the customer
5
• The ability to integrate
new and innovative
capabilities with
corporate business
models will drive higher
levels of value creation.
– Rapid and “virtual”
partnering
11
Next Stage Here
• Target emerging
customer and
channel needs
• Integrate the front
and back end of the
supply chain
• Achieve real
collaboration with
partners
…to exploit new
revenue
opportunities
…to maximize longterm customer
revenues
…to create many more
business model
options
12
Next Stage Here
• Deploy supply chain
assets
• Tie new service
offerings to the
product
• Integrate needed
capabilities from
multiple parties
• …to those most
qualified to make
money on them
• …to capture
increasing revenues
• …to create the most
compelling value
proposition
13
New-School Supply Chains
Use the Supply Chain to
Grow revenue
Increase market share
Create competitive
advantage
Target opportunities for
New value-added
service
Invest in very specific
opportunities
Create a distinct
business model
Use new capabilities to
change
the customer relationship
14
The Four Pillars of SCM
Excellence
Human
Resources
Organizational
Design
Information
Technology
Organizational
Measurement
15
Pillar of Excellence
•
Supply chain professionals
who:
– View the supply chain
holistically in terms of linked
processes
– Manage critical relationships
– Understand the business model
– Engage in statistical analysis
and fact-based decision making
– Practice advanced cost
management
– Understand electronic business
systems
•
Organizational design includes:
– Centrally coordinated supply
teams
– Executive responsibility for
coordinating supply chain
activities
– Co-location of supply chain
personnel with internal
customers
– Cross-functional teams to
manage supply chain
processes
– Supply chain strategy
coordination session between
business units
– Executive buyer-supplier
council to coordinate supply
chain activities
16
Pillar of Excellence
• Real-time and shared
information technology
systems that support:
– Demand planning, order
commitment, and
scheduling
– Distribution and
transportation planning
– Order management
– Material replenishment
– Production management
• Supply chain measures that:
– Use data from sources
visible throughout the
organization
– Quantify what creates
supply chain value
– Use targets that change
over time
– Rely on benchmarking to
establish performance goals
– Link to business goals and
objectives
– Feature efficiency and
effectiveness
– Include assigned ownership
and accountability
17
Supply Chain Drivers
•
•
•
•
•
Growing by reaching new markets
Improving customer service
Differentiating from competitors
Improving cash position
Enhancing productivity
18
The Resilient Supply Chain
• Transportation channel management
• Multiple supply bases
• Strong management of trade-off areas
Awareness, Prevention, Remediation, Knowledge Management
19
The New Language
• Event Management
– Monitoring, notifying, simulating,
controlling, measuring
• Portfolio Management
• Enablers
• Dashboard
20
The Global Supply Chain
• Travel + communication + inventory +
unit cost + inland transportation+ pier
costs + documentation + inspection +
ocean freight + insurance + C-TPAT+
CSI + Letter of Credit + Documentation
+ Customs duties + import licensing +
training and developing + harbor fees +
customs inspection fees + bonded
warehousing
21
SCM Models
• DMAIC – Define, Measure, Analyze,
Improve, Control
• SCPM – Supply Chain Process
Management Solutions
• SCOR - Supply Chain Operations
Reference
• DDSN - Demand-driven supply
network
• DODSC -Dynamic On-Demand Supply Chain
Map
22
SCM Models
• Scor Model
– Plan – plan how to use supply chain resources
over a period of time
– Source – Procurement, delivery, receipt, and
transfer of raw material items, submissions,
product, or services
– Make – Adding value through mixing, separating,
forming, machining, and chemical processes
– Deliver – Finalizing the product prior to the receipt
of a firm customer order
23
SCM Models
• SCOR Model
– Top Level – scope and content
– Configuration level – 19 process
categories
– Process Element Level – Decompose
processes, identify standards, best
practices, and software suppliers, etc.
– Define and implement new supply chain
processes
24
SCM Models
• DDSN – Demand-driven supply network
• A system of technologies and
processes that sense and react to realtime demand across a network of
customers, suppliers, and employers
• Demand forecast accuracy, perfect
order fulfillment, supply chain costs,
cash-to-cash cycle time
• S&OP, RFID, CRM
25
SCM Benchmarking –
A Better Way
•
•
•
•
•
•
•
Top 20 KPI’s
Logistics
Manufacturing
Procurement
New Product Development
Customer Order Management
Supply Chain Diagnostics
26
18 Best Practices for
Risk Management
• Suppliers and SCM
risks
• Suppliers’
disruption plan in
place
• Disruption costs
and resolution in
cost factor
• Critical supply
relationships
• Global inventory
visibility
• Major disruption
debriefing
• Early warning
systems
• SC intelligence and
supply base
locations
27
18 Best Practices for
Risk Management
• Inventory buffers in
distribution channels
• Buffer material by level
of criticality
• Decision-making
capabilities
• Electronic sharing of
information and
visibility of material
flows
• Predictive analysis
systems
• Damage-control plans
• Cost trade-offs of risk
decisions
• Near real-time
databases
28
Winning Supply Chain Strategies
• Top management
commitment
• Supply chains and
business strategies
• Integrated operating
models
• Rigorous execution
and adaptation
• Innovation into
operating models
– Outsourcing,
internal/external
integration
– Supply to Demand
29
The Ten Rules of
SCM Excellence
1. Be visible on-demand, real time data as to
exactly what is happening in the
supply chain
2. Let’s get lean
The lean supply chain produces
just what and how much is
needed, when it is needed, and
where it is needed
3. The Metric Reloaded
Measure the right things
4. Metrics that Matter
SCOR –
Customer – order
fulfillment
Internal –
(warehouse costs)
Shareholder – revenue
and profit
Balanced Scorecard –
Financial – costs
Customer – fill rate, ontime delivery
Internal – Forecast error
Training – Training hours
Certifications
30
The Ten Rules of
SCM Excellence
• 5. Managing the Measure
– Define, collect, create
– Data collection processes
and tools
• 6. Know Where You Stand
– Benchmarking
• 7 Planning: Putting Strategy
Before Technology
– Companies with “best in class”
planning systems have supply
chains that are up to 40 percent
more efficient than those with
poorer planning.
• The Performance Measurement
Group
• 8. Managing Risk
– Long, medium, and
short-term
– Decision maker roles
identified
– Data decision systems
– Supplier relationships
– Contingency planning
• 9. Take advantage of
technology
– Select the correct
technology
31
The Ten Rules of
SCM Excellence
• 10. Control Costs
– Fewer suppliers
– Collaboration with suppliers
– Hidden costs
– Improve velocity, visibility, and product
development cycles and reduce
inventories
32
Eight Key SCM Processes
•
•
•
•
•
•
•
1. Customer Relationship Management
2. Customer Service Management
3. Demand Management
4. Order Fulfillment
5. Manufacturing Flow Management
6. Supplier Relationship Management
7. Product Development and
Commercialization
• 8. Returns Management
33
The Top Ten Mistakes
• Managing a chain
belief
• Doing business as
usual but calling it
supply chain
• Having the wrong
idea about “control”
• Thinking of
transformation –
enabling technology
• Pursuing “real time”
visibility at all costs
• Failing to
synchronize the
supply chain
34
The Top Ten Mistakes
• Practicing supply chain “monotheism”
• Misreading the level of employees’
skills
• Confusing globalization with global
brands and cross-border trade
• Thinking that supply chain
transformation is a simple process
35
Excellence in Procurement
• Value Creation
– Innovation and growth
– Value chain optimization
• Core competencies
• External partners for non-core competencies
• Risk management and supply continuity
• Advanced cost management techniques
– Complexity reduction, tiered sourcing, supplier
tiering, design to cost, target costing,
collaborative cost reduction, best shoring, valuebased sourcing
– A.T. Kearney
36
SCM and the Future
• Manage the supply chain flow
• Paperless and “near laborless”
– Artificial Intelligence
– Robotics
• The Learning Organization
• Two types of carriers – line haul and
“last mile”
• Transportation infrastructure
37
Thank You
• Best wishes for your supply chain
success
• Marilyn Gettinger, C.P.M.
• President,
• New Directions Consulting Group
• 908-709-0656
• [email protected]
38