罗兰贝格－运营战略.docx

Operations Strategy Competence CenterDecisions begin with visionsVISIO The way to excellence throughoutthe value chainThe best way to predict the future is to create it.Peter Drucker1|Operations StrategyDesigning operations strategies You cant be certainabout the future, but you do need a visionThere is no ebb to the tide of reorganization. But companies are refocusing theirattention: eliminating the mistakes of the past is not enough any more. What isneeded are plans for the future. This is the only way to achieve a sustainableincrease in sales and revenue.Future-oriented strategies have to be developed for essential elements in thevalue chain research and development, purchasing, production/maintenance,and logistics/supply chain management. And this is where the OperationsStrategy Competence Center of Roland Berger Strategy Consultants comes in.We aim to assist you in the development and realization of the business ideas oftomorrow. Achieving this requires vision, action, and methodological support.VISIO offers you an integrated approach to the strategic reorientation of yourvalue chain. Roland Berger increases company value with creativity and provenexpertise we deliver creative strategies that work.3|Operations Strategy VISIO The holistic view leads tooverall successIn the same way that the best individual players do not make the best team,single improvements in individual areas cannot guarantee overall success. Thisis why we take a holistic view in our approach: only by keeping an overallconcept in mind can you ensure the optimum design of individual operationsareas. In doing so the core operational interfaces between the rms functionscan operate effectively while ensuring that the individuals within theorganization are striving for a common strategic goal.VISIO will provide support for your company from the very conception of anidea right through to its implementation. The four parts of VISIO ACT, PEP,LIFT, and MILE form a seamless sequence leading to the desired synergyeffects.The interlinked modules of VISIOACTPEPOptimizing theStriving for purchasing excellenceresearch anddevelopmentprocessLIFTMILETaking flexible, quick, andEnsuring bestfocused action to respond topractice logisticsnew challenges in productionand supply chainand maintenancemanagement5|Operations StrategyACT Optimizing the research and development processResearch and development play a decisive role in keeping a company one stepahead of its competitors. The aim of ACT (Active Concept Transformation forR&D) is to stay abreast of changes in the market and in company capabilities.The competitive situation is constantly monitored and development processesare improved in line with the new requirements. Close involvement of staffand their high motivation ensure the success of a sustained, friction-freetransformation process.R&D improvement with ACTIssues Time to market Development costs Knowledgemanagement Speed of innovationACT approachActive: Check for competitivenessConcept: Streamline processes and resourcesTransformation: Put resources into placeTargetExcellence in R&DCase StudyIn the automotive industry, product development efficiency represents a major competitive advantage.Automakers are currently trying to drastically reduce their product development times in some casesby almost 50%. Key success factors are: increased internal and external collaboration, efficient know-how transfer, early supplier integration, and the early identification of vehicle performance and qualityproblems.With the help of ACT, one of our clients was able to significantly improve the innovation process. Thenumber of design changes after model freeze was cut by almost 90%. Overall savings amounted to aman-month reduction of 20%.7|Operations StrategyPEP Striving for purchasing excellencePurchasing has a growing inuence on a companys ability to compete intodays global marketplace. Due to decreased vertical integration, purchasingvolumes are growing constantly. The focus of purchasing shifts from buyingtoward the management of complex procurement processes.Purchasing EmPowerment (PEP) Three stages towards purchasing excellenceStage IIIEntire value chainSupplier managementPurchasingexcellenceStage IIPurchasing organization andprocess optimizationAdaptorganzation+Process costImprovedcompeti-tivenessStage ISystematic commoditymanagementShort termGenerateresultsTime frame/OrientationLong term+Unit costThe rst stage of PEP (Purchasing EmPowerment) aims to quickly reducepurchasing costs. To achieve this, all essential commercial, technical, andprocess-oriented purchasing levers are utilized.To create purchasing transparency, we use our proven methodology forsystematic commodity management: commodities are grouped according topurchasing volumes and complexity. Purchasing levers from our toolbox cannow be precisely employed and bottom-up savings potential calculated. Whereappropriate, these levers will support e-applications such as e-auctions, e-catalogs, etc. An integrated action management tool continuously monitorssavings successes.8|Operations StrategyIn the second stage of PEP, the initial reduction of purchasing costs is followedup by the development of a future-oriented organization and associatedfriction-free processes. This stabilizes the cost savings already achieved andenables the organization to realize further savings through increased employeeproductivity, for example.Optimization of purchasing organization and processes1Aligning communicationprocessesInstalling effective decisionmaking processes4Enabling the2Achieving globale-procurement benefitsorganization torealize furtherAligning procurementprocesses5savings3Realizing commoditysynergiesEstablishing strategicsupplier management6Stage three involves extending the scope beyond the borders of ones owncompany. That means, for example, the integration of suppliers into coreprocurement processes through long-term cooperative deals and alliances.Case StudyMost mergers are motivated by potential cost savings and synergies. One of our clients, aninternational utility company in the post merger integration phase, had set itself the task of realizingsavings of EUR 216 million within four years.Following the PEP approach, the purchasing department applied systematic commodity managementboth to leverage savings and to restructure its organization accordingly. In a second step, wesupported the new purchasing department in taking over procurement responsibilities for the entiregroup. Further optimization now focuses on process efficiency. After only two years, savingsamounted to EUR 140 million, 12% of the entire procurement volume.9|Operations StrategyeProcurement Sourcing strategic and non-strategic materials via the InternetIn e-procurement, the focus often lies on MRO (maintenance, repair, andoperations) ordering to reduce process costs. Rather than leveraging purchasingpower, many companies merely optimize their order processes for ofcesupplies.To take a major leap in procurement, strategic materials have to be purchasedvia Internet platforms. Our project experience shows that companies of all sizeshave a genuine opportunity to reduce their procurement costs by as much as20%.Case StudyReverse auctions are a highly efficient tool for quickly cutting purchasing costs. With a minimum ofnegotiations, market transparency can be achieved. During the auction, the traditional relationshipbetween purchasing department and suppliers is suspended suppliers are forced to better the bidsof their competitors by lowering their offer prices within a predefined period of time.With a reverse auction one of our clients was able to reduce the cost of corrugated cardboard boxesby 30% within just 1.5 hours.Example of reverse auction processPrice EURStandard corrugated cardboard boxes60,519Bidders: All biddersBest bid: 41,766-30%56,66452,80948,95445,09941,24510:04 10:13 10:22 10:32 10:41 10:50 10:59 11:08 11:17 11:26 Time11|Operations StrategyLIFT Taking exible, quick, and focused action to respond to new challengesin production and maintenanceA lot of thought has been given to ways of improving production processes now its time to act. LIFT (Leadership, Innovation, Flexibility, Transformationfor production and maintenance) is a process that is able to boost productionand productivity. Challenges even when they are a long way off are tackledand innovative solutions are designed. Design, question, refute, redesign, andnally implement: there is no reluctance to change previous solutions.Flexibility is the required response to the ever quicker changes in todaysbusiness world. Strategic decisions on how to produce which products atwhich locations are of vital importance. Using LIFT, production divisions andstaff learn to take exible, quick, and precisely focused action to respond tothese new challenges.Denition of production strategy and production t with LIFTStarting pointProduction strategyWhat should be produced? Definition of product programQuality Definition of optimal manufacturingpenetrationWhere should it be produced?CompetitiveLIFT Definition of production segmentationand locations Design of a production networkaimsHow should it be produced? Selection and design of productionCostTimeprocesses Identification of required resourcesCase StudyThe printing industry is currently facing major structural change. Fierce competition, a rapidsuccession of technological innovations, and constantly growing price and cost pressures demandnew strategies and boost the number of mergers.With the help of the LIFT concept, we defined the optimal production strategy for our clients twonewly merged subsidiaries. Various LIFT tools backed with detailed simulations of productionscenarios led to a solution which maximized synergies by reducing excess capacities and avoidingnon-profitable orders. As a result, our client was able to cut personnel by 11% while raisingproductivity by 49% and EBITDA by 225% at the same time.13|Operations StrategyMILE Ensuring best practice logistics and supply chain managementIn logistics and supply chain management (SCM), many paths can lead you toyour goal, but only one route is the best. The measure of successful logisticsand SCM must be the extent to which it satises individual customers. MILE(Manage Innovation for Logistics and SCM Excellence) makes the customer thecenter of attention in accordance with corporate strategy. First of all, thesupply chain has to be aligned to the specic customers, which means that theow along the entire chain, from supplier to nal customer, must beguaranteed. Core expertise is the essential focus. In logistics tasks, less is oftenmore. MILE helps you to identify your core skills and to manage complexity.Cost and service optimization through MILEDifferentiation of supply chainsCost reductionMILEIntegration of supply chainsand serviceoptimizationComplexity managementCase StudyLike many other companies in the electronics industry, one of our clients was burdened with a complexand inflexible manufacturing and distribution network causing high logistics costs and low ser vice levels.As a global player in the connector and inter-connection industry, our client provided 100,000customers with more than 400,000 different products worldwide. In Europe, the company had grown intoa regional customer ser vice structure with often inefficient order flows.Based on MILE, a new supply chain management concept and a consistent complexity managementfocus on reducing products and delivery points were implemented. The supply chain structure was basedon direct shipments, pan-European distribution centers and a new sales channel.To successfully implement this structure, interlinked project modules dealt with sales channeldifferentiation, streamlined order processing, a virtual central warehouse, the transition toward flexibleproduction, and overhead cuts.The concept brought about overall savings of more than EUR 50 million. A new ordering call centercontributed 38% of these savings, product portfolio optimization and the new sales channel 35%, andthe virtual central warehouse 27%. A differentiated stocking policy guaranteed ship-to-request levels of95% of our clients products.15|Operations Strategy Putting thought leadership into practiceDaimlerChrysler Commercial Vehicles Establishinga global procurement organizationCommercial vehicles are highly complex products sold in ercelycompetitive markets. Operating as a major global player, DaimlerChryslersought competent advice on how to improve their procurement network.The consultants from the Operations Strategy Competence Center wereasked to dene a procurement organization able to support the optimumbalance between global advantages and local requirements.Wolfgang CzajaWe asked Roland Berger Strategy Consultants to support us because weVice President Procurementdid not want the existing procurement areas to work together only; ourCommercial Vehiclesaim was to give procurement a completely new global organization withplanning, budgeting, and controlling, explains Wolfgang Czaja, VicePresident Procurement Commercial Vehicles (PCV) at DaimlerChrysler.We therefore looked for someone who was able to truly understand ourspecic needs and our complex business. Instead of merely modifyingexisting structures, we needed creative advice on how to take everythingapart and to put it back together again in a more efcient manner.The new global procurement organization has already demonstrated itsadvantages over the previous organization. Our resources can now beutilized much more effectively. Immediately after implementation, thesmooth cooperation between individual countries and departmentsunleashed signicant synergy potential, says Wolfgang Czaja.In close cooperation with DaimlerChrysler staff, work progressedsimultaneously in different regions. After a precise analysis of the entireglobal procurement portfolio and the denition of common globalcommodities, consultants from Roland Berger dened the optimumorganizational framework for implementing the procurement strategy.The new organization required some realignment of procurement staff. Tomaster the transformation, Roland Berger not only developed a workableconcept and offered pragmatic solutions to complex problems. They alsosupported its implementation in coaching sessions to familiarize our staffwith the new structures and processes and to really get things moving.17|Operations StrategyHerbert KaufmannVienna Airport Setting the course for becoming aleading air cargo locationVienna Airport is a central player in the European passenger business. Inthe European air cargo sector it is positioned in the lower mid range: itsfreight volume amounted to 160,000 tons in 2001, after average annualgrowth of 4.4% in the past. In the future, Vienna Airport will play an evenmore important role: its catchment area for air cargo will further increaseas a number of Central and Eastern European countries become membersof the European Union.General ManagerOn the basis of this favorable position close to the up-and-comingeconomies of Eastern Europe, the management board initiated a project todevelop strategic recommendations for Vienna as an air freight location.Air freight is a very complex international logistics service. We called inRoland Berger Strategy Consultants on the merits of their outstandingknow-how in air freight, logistics, and the target industries, says HerbertKaufmann, General Manager of Vienna AirportIntensive market surveys provided the necessary backdrop for RolandBerger to forecast the future development of the air freight business. Thendings were used for developing and specifying two basic strategicoptions: Roland Berger considered the make-or-buy options for the freightbusiness with shipping agents. Continuing the business in-house wouldhave avoided the expansion of additional competition in ground handlingand improved control over service quality. Outsourcing would have meantconcentrating on providing infrastructure as a source of income, explain