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Discussionpaper,Shanghai,December29th,2002,Challengesfacingthepan-Europeansupplychain,Executivesummary,Overview:Thepan-Europeansupplychainfacesfourmajorchallenges:Redesignofnetwork,in-versusoutsourcing,consolidationofsupplierrelationshipsandbestpracticetenderingRedesignofnetworkisdrivenbyforcesoutsideofthesupplychain.Theseexternalforcescouldbe,e.g.,consolidationofmanufacturingbaseorchangeinservicerequirementsIn-versusoutsourcing:Outsourcingprovidesstrategicadvantages,butitdoesnotsolvetheproblemConsolidationofsupplierrelationships:Trustandtransparencyarekeyforestablishinglong-termpartnershipswithsuppliersBestpracticetendering:InsightaboutkeyperformancedriversofoperationwillguaranteeasuccessfultenderingprocessBenefits:Applyingbestpracticestoresolvetheseissuescanleadtosignificantcompetitiveadvantages,Fourmajorchallengesneedtobemasteredtoestablishapan-Europeansupplychain,Overview,“QuickWin”versusstrategicadvantages,One-timebenefitversuscontinuousimprovement,Creatingapan-EuropeanSupplyChain,Maindriver,Decision-makingcriteria,Benefits,Redesignofnetwork,Type1:LeadtimedrivenMarketmanagedreplenishment(MMR),Type2:OptimalfactoryutilizationFactorymanagedreplenishment(FMR),Type3:HighproductRegionmanagedreplenishment(RMR),Threetypesofreplenishmentconceptsreflectneedsofshortleadtime,optimalfactoryutilizationandhighproductavailability,producesbasedonmarketreplenishmentplan,replenishesmarketsbasedonmutuallyagreedrules,producesbasedonregionalreplenishmentplan,coordinatesallreplenishmentactivities,definesreplenishmentplan(controltotalchaininventory),definesinventorylevelsanddevelopssalesforecast,definesinventorylevelsanddevelopssalesforecast,definessourcingandmonitorsinventories,definessourcingandmonitorsinventories,Factory.,Region.,Market.,Redesignofnetwork,Today,ShipmentforecastOrderOrderquantity,Keydriversforredesigninganetworkareservicerequirements,inventorypolicies,planningbasisandshipmentcharacteristics,Redesignofnetwork,100%mindset,MarketlevelFactorylevel,Agreedservicelevelis.,Inventorypoliciesat.,Mid-termplanningisbasedonShipmentsaretriggeredbyShipmentquantityaccordingto.,FMR,Depot/brandinventorytargetandleadtime,Chainlevel,SalesforecastMarketdemandReplenishmentneedsandfactoryoptimization,ClientExample,2-3inventorylevels,1inventorylevel,2inventorylevels,1inventorylevel,1inventorylevel,FactorywarehousewithinventoryMarketstockin1or2stocklevelsbeforePOS,Factorywarehousewithallinventory“ParcelService”fromfactorywarehouse,FactorywarehousewithinventoryStockat1stlevel“regional”warehouse,Bufferatfactory(e.g.2-5days),TheidealphysicalnetworkconsistsofonestocklevelbetweenfactoryandPOS,Redesignofnetwork,Notes:(1)Thislevelmaynotexist(2)Localwarehousesand/ortransshipmentpoint,Stockat1stlevel“central”in-marketwarehouse,Stockat1stlevel“regional”in-marketwarehouse,TypicalSituation,Scenario1“FactoryWarehouse”,Scenario2“Factoryandregionalwarehouse”,Scenario3“CentralWarehouse”,Scenario4“Regionalwarehouse”,Combinedscenarioswillbalanceinventoriesandtransportcosts,ProsLowtransportationcostsShortleadtimestoPOSConsMediumstockplanningMediumstocklevelMediumtransportationplanning2handlingstepsforpartofthevolumebetweenproductionandPOS,Scenario5“Combinations”,Redesignofnetwork,Warehouse,CentralWarehouse(s),LocalPOS,POS,POS,CentralwarehouseofA-customers,Transshipmentpoint,Directdeliveryfull-truckload,Dailyreplenishmenthalf/fullpalletsonly,Nostorage,bufferonly,Example,Theapproachistoidentifysequentialchangesbasedontheexistingmodelandasiscosts,1,2,3,4,5,1,2,3,4,AsisCosts,ModeledCosts,Redesignofnetwork,ClientExample,In-versusOutsourcing,Theeverincreasinglevelofoutsourcingreflectsconcentrationoncorecompetencies,In-versusOutsourcing,Specialists,ManufacturingCompanies,RespondentsThatHaveOutsourced,ChemicalIndustry,CoreCompetences,Source:A.T.Kearneysurvey,Companieslikethecosteffectsfromoutsourcing,butfearlosingcontrol,ReasonsforOutcourcing,ReasonsAgainstOutcourcing,Theroleofoutsourcing,Source:A.T.Kearneysurvey,Outcourcingoftransportationandlogisticsservicesprovidesinfrastructureadvantages,Theroleofoutsourcing,Infrastructure,Sharingofassets,Sharingofnetworks,Sharingoftechnologies,Riskandcapitalsharing,Availability,Control,ShipsTanksTerminalsPipelinesTruckfleets,TerminaldensityDistributionpointsCross-dockingpointsTransportationpartners(regions,products,sizes)Servicepartners,SchedulingTrackingandtracingNavigationElectronicdocumentexchange/processing,Benefits,Examples,Fourkeysuccessfactorsneedtobeensuredinadvance:Neveroutsourceoperationalproblemstoserviceproviders,KeySuccessFactorsforOutsourcing,Feasibility,CheckavailabilityofcompetentserviceproviderswithenoughcapacityVerifypossibilitytotransferknowledgeableoperatorsto3rdpartySetfeasibletargetsforoutsourcing,Dependency,LossofcompetenceandexperienceacquisitionLossofqualifiedemployeeslongtermConveniencetoexchangeserviceprovidersLimitedpowertoinfluenceserviceprovidersiflowvolume,Administrationcost,FinetuneinterfaceInstallinformationmanagementEliminatefunctionalredundanciesReducemultiplestagesinvaluechainLimittransformationcostendensurebenefittracking,Management/controllingprocess,ShareproductivitygainMaintainandsustainqualityandservicelevelUnderstandanddefineperformancemeasurementsEnsuretransparencyofkeycost/performancedataInstallperformancecontrollingforserviceproviders,Theroleofoutsourcing,Consolidationofsupplierrelationships,Thegoalofenhancingsupplierrelationshipsistoreducelaborcosts,ensuresharedresourcesandimproveproductivity,Consolidationofsupplierrelationships,Targetedsavingsopportunities,Productivityimprovement,Sharedresources,Laborcostreduction,Redesignhandlingprocess,implementanewincentivesystem,etc.,Sharehandlingresources(labor,forklifts,etc.)andstockingcapacitywithotherwarehouseoperationsinsurroundingareatocompensateforbusinessfluctuations,AdaptcompensationofcurrentstafftomarketlevelLimitovertimebyintroducingflex-time,Establishingmutuallybeneficialandlong-termpartnershipscallsfortrustandtransparency,OpenbookFairprofitmarginActivity-andcost-basedchargewithperformancetarget(ABC)Flexibility(sharedresources)Continuousimprovement,Consolidationofsupplierrelationships,Anuniformandconsistentmethodologyisamusttoconsolidatepan-Europeansupplierbases,Consolidationofsupplierrelationships,A,14,000,DefiningCriteria,Warehousecapacity/pallet,B,19,500,C,7,500,D,CostBreakdownofFourCategories(in%ofTotalCost),ExampleWarehousing,220,000,Palletthroughput,220,000,75,000,Manual,Manualorautomatedwarehouse,Automated,Manual,Manual,Moderate,Amountofextrahandling,Low,High,Moderate,High,Competitionforwarehousinginlocation,Low,Moderate,High,UK,Country,France,Belgium,Sweden,Bestpracticefortenderingprocess,Improvementopportunitiescanberealizedbyinitiatingaseriesofactions,Planningimprovements:Reduceovertimebymatchingstaffingwithactivities(e.g.standardweekendstaffing)RenegotiaterequirementsandchargesforadditionalactivitiesEnsurevisibilityofinboundshipmentstocontractwarehousesImprovementsinproductivitybyunbundlingvariablehandlingrates,identifyingbarrierstoefficiency,andattemptingtoreduceimpactwherepossibleReductioninoperatorprofits-marginsarehiddeninnumerouscharges-onceunbundled,afairreturncanbenegotiated,Example:warehousing,Bestpractice,Thesavingsestimateforwarehousingisbasedonareviewofeachsinglewarehouse,Bestpractice,Exampleofapan-EuropeanWarehousingNetwork:TotalCostUS$/Plt-throughput,TotalCostUS$/plt,Sizeofwarehousein000plt-throughputp.a.,“Shouldcosts”areestimatedbyconductingadetailedreviewofeachcontract,activityandinvoicepractice,Bestpractice,Exampleofapan-EuropeanWarehousingNetwork:VariableCostUS$/Plt-throughput,%ofmixedcasehandling,Benefits,Savingsofmorethan10%canberealizedbyestablishingapan-Europeansupplychain,Savingsrelativetobase0(-4%)+4-5%11-18%,79%,100%,104%,95%-96%,82%-89%,1,2,3,4,5,Networksavings4-5%,Procurementsavings7-13%,A.T.Kearneyprojectexperience,Benefits,12%-13%,12%-13%,14%-17%,18%-19%,33%-34%,Warehouseconsolidationisakeydrivertoreduceinventories,Benefits,Warehousestock(MDM),Sept.97=350,Oct.95=737July96=547Aug.96=529Sept.96=490,-34%,Shortage,Sept.97=150articles,Oct.95=2.215articlesJuly96=645articlesAug.96=443articlesSept.96=396articles,-82%,Repairtime,Sept.97=15days,July95=58daysJuly96=25daysAug.96=25daysSept.96=24days,-59%,Reordertime,Sept.97