PUBLIC PERFORMANCE BASED CONTRACTING AS SEEN FROM THE LSP’S PERSPECTIVE ESCF Workshop Eindhoven, 11 June 2014 PUBLIC Agenda 1 DHL Introduction 2 DHL Value propositions – Contract types 3 Case study 2 PUBLIC DHL at a Glance – “A Test” 1. Do you know the mother company of DHL 2. What size is the company 3. What are the main services offered by DHL 4. DHL is market leader in contract logistics, what is the market share 3 PUBLIC DHL Supply Chain is part of the DPDHL group with a global network and an extensive logistics portfolio Employees: ~ 475,000/Revenue: EUR 55.5bn1) Employees: ~ 285,000/Revenue: EUR 42.8bn Employees: ~ 175,000/Revenue: EUR 13.9bn The postal service for Germany The logistics company for the world EXPRESS GLOBAL FORWARDING & FREIGHT SUPPLY CHAIN International Express Air and Ocean Freight Contract Logistics & Business Process Outsourcing Road Freight 4 PUBLIC DHL at a Glance DHL Revenues: 42.8 bn€ (2012) World's largest ocean freight forwarder (in both FCL & LCL1)) Global Market Share 2008 World's largest contract logistics service provider 12.9% 8.4 % DHL has a global presence within over 220 countries and territories World's largest air freight forwarder Global Market Share 2008 9.1% Global Market Leader 2.3% ~37% Global Market Share 2009 DHL’s customer base includes 50% of Forbes top 500 companies One of Europe's leading road freight forwarders European Market Share 2009 One of the world's leading courier and express service providers European International Express Market Share 2009 DHL employs approx. 285,000 people 1) Full-container load; Less-than-container load ; 2) All Market Share Data and revenue figures as per DP DHL Media Mail 2011 5 PUBLIC Agenda 1 DHL Introduction 2 DHL Value propositions – Contract types 3 Case study 6 PUBLIC Varied Value Propositions to suit our Customers Demands Customer value propositions of LSPs beyond lower freight rates Customer value proposition Direct logistics cost 1 Lower direct logistics cost (beyond lower rates) . • • • • • Mode switch Direct transportation Reduction of warehousing legs, lean warehousing SC reconfiguration (e.g., postponement) Backhaul optimization 2 Lower inventory carrying cost . • • • • • • • • • • • • • • • • Inventory optimization/stockholding location optimization SC transparency SC reconfiguration (e.g., postponement) Warehousing process optimization Customs process streamlining Mode switch (e.g., move from OFR to AFR) Direct transportation Reduction of warehousing steps Warehousing process optimization SC reconfiguration (e.g., postponement) Inventory optimization Customs process streamlining Increased delivery accuracy and quality SC reconfiguration (e.g., postponement) Inventory optimization Taking assets/resources of shipper's balance sheet/payroll, charging variable fee Reducing complexity for shipper 3 Lower obsolescence cost . Indirect logistics cost 4 Lower lost sales/additional revenues . Operating resources/ complexity Key levers 5 Reducing asset/resource intensity of shipper's business, . variablising fix cost, reducing complexity for shipper • SC risk 6 Reducing shipper's SC risk . • • Reducing SC risk (e.g., through better transparency) Transforming/carrying part of SC risk for which LSP is better owner Transparency 7 Transparency on direct and indirect logistics cost as well as on . current SC setup • Rapid SC mapping and analysis capabilities • Holistic analysis of SC setup options Integrated SC 8 optimization . Integrated optimization of direct and indirect logistics cost (also on global level) 7 PUBLIC DHL can take on different roles in customers' supply chains, offering different value propositions Potential SC roles Value proposition Contract types used The commodity service provider – • Provide high-quality executional logistics services at a competitive price A/B get a big share of wallet for (e.g., FF, EXP business, warehousing) executional services • Unit rates for standard services (fix or quoted) • Open book cost plus C The SCM consultant – get consulting fees for service • Consult customers to improve efficiency and effectiveness of their SC setup (project based) • Consulting fee D The SC Manager – get management fees for service • Manage parts of customers' SC to improve efficiency and effectiveness (for longer period of time/ongoing) • Management fee E The gain sharer – get part of the impact achieved • Take over and optimize parts of the SC • Open book gain share – Reward/penalty – Gain share – Value share • Enhanced unit rates/closed book (value/gain sharing component) • Commercial JV • Take over and guarantee service level and cost reductions for parts of customer's SC • Closed book/unit rates for integrated logistics services The end-to-end SC solution F provider – deliver an integrated/ end-to-end service and bear cost and/or performance risk Examples provided on next page 8 For reference only PUBLIC Multiple Case Studies for Each Value Proposition (1/2) D The SC Manager – get management fees for service • Management fee E • E.g., Jaguar , Erricson , Unilever, Airbus – SCM related services (e.g., transport planning, customer service, control tower management, material call off management, inventory management) – Compensation via open book plus management fee (esp. for transport related services) or variabilized in service rate (esp. for warehousing related services, e.g., per order-line) The gain sharer – get part of the impact achieved • Open book gain share – Reward/penalty • DESC Reckitt Benckiser contract – Warehousing and value added activites (e.g., co-packing) – Open book with reward/penalty scheme based on service level; significant proportion of management fee offered as incentive for ongoing improved service, no reward/penalty for average service – Gain share • DESC Ford LLP contract – Redesign the inbound flow into 12 plants from 1,500 suppliers, including return flows of packaging – Open book contract with shared savings; Each gain share was timebound so that all of the saving would be retained by Ford after 3 years. – Value share • DESC PDO contract – Managing movements of oil rig derricks for drilling – Compensation based on management fee plus value share based on equipment uptime if outperformance of uptime targets 9 PUBLIC For reference only DHL has ample experience with advanced value propositions and suitable contract types (2/2) F • Enhanced unit rates/closed book (value/gain sharing component) • DESC Intel contract – AFR shipping of semiconductors from Hong Kong with additional end-toend service to reduce damages – AFR rates plus cargo packing charge based on improvement of damage rate – Open book with reward/penalty scheme based on service level; significant proportion of management fee offered as incentive for ongoing improved service, no reward/penalty for average service • Commercial JV • DESC Goodyear SCM partnership – SC partnership including warehousing, transport management and value added activities – DHL formed a JV with Goodyear and is rewarded with a share of the entire value created through the SCM partnership The end-to-end SC solution provider – deliver an integrated/end-to-end service and bear cost and/or performance risk • Closed book/unit rates • DESC Sun SPL – E2E SC mgt for service logistics (call centre order management, for integrated logistics warehousing, transport management, forward inventory positioning , services reverse logistics incl. parts screening, testing) – Unit rate depending on service level (e.g., 2h, 24h, …) covering cost of all services 10 For reference only PUBLIC DHL is not Risk Adverse! …but the returns have to be propotionate Risk type Description Best ownership Cost risk Risk of incurring higher cost than expected to achieve an agreed service level • LSP in general best owner as higher expertise than shipper • Shipper best owner for risk of fluctuation of inputs (e.g., fuel cost) Performance risk Risk of not delivering the expected performance • LSP best owner for part under his control • Shipper best owner for aspects beyond LSPs control (e.g., force majeure) Utilization risk Risk of underutilizing logistics infrastructure • LSP best owner if assets can be utilized for other customers as well (portfolio effect) • Shipper best owner if assets are dedicated/specific to customer Shipper's business risk Risk of customer's business, e.g., declining prices/margins • Shipper best owner Compensation logic risk • To be minimized Risk of overlooking a key determinant LSP potential to take on risk not fully leveraged in most contracts today 11 PUBLIC There are suitable contract types for all value propositions, implying different levels of risk Risk by exposure* Value propositions Suitable contract types (not comprehensive) Cost risk (e.g., overshooting cost in highseason) Performance risk • Unit rates/closed book • Open book cost plus • Consulting fee • Management fee - If performance penalties agreed • Open book gain share/JV with performance penalties - • Unit rates/closed book plus performance incentives/penalties** - Not realizing gains/incurring penalties • Closed book/unit rates for integrated logistics services combined with strong bonus/malus system Commodity B service provider C D E - Utilization risk If performance penalties agreed If performance penalties agreed SCM consultant SC Manager Gain sharer End-to-end SC F solution provider * Beyond risk of losing contract/damaging other business Source: DHL SCO team - Not realizing gains/incurring penalties - - ** Performance incentives as gain share on indirect cost savings 12 PUBLIC A careful assessment is required before taking risks on Assess … Implement ability of scenarios • Can we build the solutions? Stability of scenarios • What if we change key parameters? • Determine im• Sensitivities plementation reg. contract complexity/viaparameters bility (consulting, (e.g., cost for logistics sercost-plus) vices) and (risk, • Sensitivities scope complexreg. scope ity, innovativeparameters ness, …) Source: DHL SCO team Sustainability of scenarios Determine payout range of possible outcomes Decide on viability of proposal • Will the solution • How high fall down a few (or low) can months/years we get? down the road? • Shipper's per- • Determine spective – maxi- payout matrix mize savings of scope/contracting options • LSPs perspective – achieve "good" margin Due diligence can be extended to a 'honeymoon' open book period to gain a better understanding of customer situation and risks 13 PUBLIC Agenda 1 DHL Introduction 2 DHL Value propositions – Contract types 3 Case study 14 PUBLIC BAT – DHL Lead Logistics Provider case study In 2010 DHL started a relation ship with BAT, in this case study we like to elaborate on the following History • What were the challenges? • How did the relationship develop? Relationship • How does the contract look like? Implementation • How can we make sure the value is actually shared? • Structure: 2 parties 1 team • Benefits BAT 15 PUBLIC Where have BAT come from? Strong relationship with procurement..! A clear focus on optimisation..! Full alignment with TM&D..! Joking aside, in short, logistics had not been a major focus for the business and there was (and still is) significant scope to improve, integrate and optimise how we plan and execute our network 16 PUBLIC How did Logistics WE BAT look like when we started? 28,000+ primary movements per year, covering 12.5 million km Significant primary cost base linked to complex route to market supply models 75+ different freight carriers, multimodal sea, road, air Total warehouse estate of over 220k sqm, All commodities from leaf to finished goods, inbound & outbound Core BAT Logistics team in partnership with DHL LLP 17 PUBLIC What were BAT’s Key Business Challenges? Key business challenges Where BAT sees these challenges… Buy Plan 1) Lack of supplier management 2009 – Gross WMS write off’s of £14m 2) Commercial integration and understanding No joint S&OP – clock speed is different (2 month lag) No formal contracts or performance SLA’s in place 5 different plan processes 4) The cost we incur to deliver our service levels Inefficient & manually intensive processes 6) The degree and speed of change SKU schedule adherence < 50% over 3 wks (Bay) Move Service Only 50% of inbound on time, plus up to 21 days early (Plo) Separate networks between primary & secondary Forecast accuracy at 62% Duplication & policing of data GOM is only a framework – we have to operationalise processes, standards, governance & controls 3) Process standardisation and maturity 5) Visibility of information and exception management Make Demand decline outstrips capacity reduction All manual processes 20% vol x regional – GOM unclear Duplication of effort across networks Commercial relationships are reactive, not responsive Running a mature thinking supply chain set up on manually intensive reporting & analysis No real scenario plan capability No EDI links for real time info Manual status & order tracking We are executing 18 regional transformation projects / Average time in G36 role (& below) is 18 months Closure of manuf. sites BAT’s business suffered from some traditionally complex supply chain challenges – “we know the problems and that the solutions require an integrated approach” Average SKU life is 9 months 18 PUBLIC Solutions Framework Customer Supply Chain Strategy DHL - Lead Logistics Provider Supply Chain Transformation DESIGN World class systems and people to optimise your supply chain MANAGE Freight Control Towers Supply Chain Visibility OPERATE DHL Managed 3rd Party Operations Continuous Improvement across all layers Presentation title | Location | xx Month 20xx 19 PUBLIC Workshop questions 1. What type of contract would you go for? 2. What KPIs to include in contract? 3. Would you include penalties and/or incentives and if so how? Break out in 3-4 groups Presentation title | Location | xx Month 20xx 20 PUBLIC Western Europe Control Tower – The Beginning • BAT European SC Steering Committee 2003 • Western Europe Control tower Implemented in 2006 (DHL) o • 5 factories Establishment of routes and look to optimise and develop network savings o Load Fill o Vehicle Reduction • Transport planning via Ethos and manual spread sheets • Lead Logistics Provider (LLP) for BAT in Western Europe o • Local Services Agreement for WE Move from a Control Tower to a Transport Service Centre (TSC) • System led operation • Continuous improvement culture • Challenging BAT ways of working 21 PUBLIC Expansion of LLP Factory Reviews Proc’men t Shared Proc’me nt Multi User Control Tower WMs Proc’me nt WMs Contract Mgmt and Handlin g Solution Design Contract Novatio n of 3PL Contract s Project Mgmt Primary Transpo rt Second ary Inventor y Mgmt Factory Reviews Factory Reviews Proc’men t Solution Design Solution Design Solution Design Contract Novation of 3PL Contracts Primary Transport Primary Transport Primary Transport Secondar y 2010 2011 2012 2013 22 PUBLIC Our Solution - 2 partners 1 team BAT Finance TLCM SC Developme nt Mgr Solution Design WE LLP Transport Service Centre WE Freight Ops Mgr Carriers & Procureme nt 23 PUBLIC How does a contract like this look like? • Open and transparent cost base • Open book • Cash neutrality • Management fee plus gain share • Gain share only paid on actual savings 24 PUBLIC Benefits to Date for BAT • 2010 – 2013 savings totalling +20% original baseline • Increased V1 security carrier base equals 20% increase in transport capacity • Average finished goods vehicle fill increase of +15% o 7.35 million (2011) – 9.11 million (2013) • Significant reduction in truck re-positioning • Visibility and control across the supply chain • One Standard Carrier Agreement for all suppliers • ISO 9001 accreditation • Short listed for CILT award 2013 25 PUBLIC KPI Dashboard • Full KPI suite available to direct operational focus and continuously improve supply chain efficiency Pallets Loads Monthly Trend 500 450 400 • Information availability is providing the backbone of operational excellence and identifying project initiatives 350 Dec Jan Feb Mar Apr May Loose Loads Monthly Trend 50 KPI Highlights • Decreased Cost per Mille • Improved vehicle Fill despite optimum stretch • Increased OTIF deliveries • Reduced cost of poor quality due to improved and ingrained process • Production volatility proactively used to plan fleet • Reduced re-positioning to zero for 3 consecutive months 40 30 20 10 0 Dec 300 Jan Feb Mar Apr May SlipSheet Loads Monthly Trend 250 200 150 100 50 0 Dec Jan Feb Mar Presentation title | Location | xx Month 20xx Apr 26 May PUBLIC Look after your Idea Pool Pipeline to Profit STOP Customer’s own Tactics Reasons Political Practical Financial Too Far Too Fast Monthly Blue Sky Meetings DHL Development Team Meetings Hold Knowing the customer’s business Back Burner Other priorities ‘Next Year’ LLP Personal experience & ideas Customer Head of Function (HoF) Customer Logistics DHL Head of LLP DHL Development GM Support as needed Customer non-Logistics Functions manufacturing, sales , planning, finance Stealing with Pride ! Go ! Produce Charter 1 Charter 1 • • • • • • Progressed thru Dragon’s Den Overview of idea Success Criteria Savings Estimate Resource indication External costs and time Data Requirements LSA Review Board • • • • • • Customer HoF Customer Procurement Customer Finance DHL Global LLP DHL Head of LLP Support as needed Go ! Produce Presentation title | Location | xx Month 2 20xx Charter 27 PUBLIC Pipeline to profit Charter 2 Complete Analysis & Business Case Timeline Implementation plan Costs Resources Benefits Measurement Criteria Base Line Gain Share Programme members include LLP and Customer owners of Operations, Finance & Development. Agree at each stage of development. DHL LLP own the process LSA Review Board Track Results to Base Line • Customer HoF • Customer Procurement • Customer Finance • Customer Country Mgrs • DHL Global LLP • DHL Head of LLP • Programme Lead • Support as required Go ! Implementation DHL Exclusivity Gainshare Approved Track Results to Baseline Implementation to plan Costs on target Resources in place Benefits Delivered Gain Share Signed off Gain Share Realised Presentation title | Location | xx Month 20xx 28 PUBLIC Summary “Performance based contracting as seen from the LSP’s perspective” DHL as an LSP can offer different value propositions, taking different roles in the supply chain and taking different types and levels of risk each having their own type of contract. The LLP model gives BAT access to world class supply chain professionals with a flexible cost effective commercial model. This has led to a true WIN-WIN relationship. DHL has developed a methodology to be sure the value is accurately recognized and shared. Today DHL is led by our customers demand for services however tomorrow we recognize our customers will look for more and more partnership to shape future solutions together 29 PUBLIC PUBLIC Contact Jeroen Martens Director of Network Design & Supply Chain Consulting DHL Supply Chain BD Europe Phone +31 611 317462 [email protected] 31
© Copyright 2024