戴勒姆-克莱斯勒集团物流展望ppt课件

1、Daimler Chrysler Logistics Rail OutlookhMarc A. BrazeauhManager, North American Logistics Integration hDaimlerChrysler Corporationh h Strictly ConfidentialC H R Y S L E R G R O U PPhilosophySupplyTechnologyQualityCostPhilosophy Quality Cost Technology SupplySuppliers adapt to delivery requirements d

2、efined by World Wide Supply, NAFTA, & GSC StrategyChrysler Group GoalsStrictly ConfidentialC H R Y S L E R G R O U PCommon Understanding Vision - “Shaping the worlds most effective supply chain Customer Focus Objectives Guiding PrinciplesSupply backbone process sets framework for interaction Within

3、DaimlerChrysler With Outside CustomersEnablers IT Performance Measurement Human ResourcesStrictly ConfidentialC H R Y S L E R G R O U PThe Supply Backbone is the common process model of DaimlerChrysler Supply.DaimlerChrysler Supply SystemProductionProgramingandSchedulingAdvanceSupplyMaterialHandling

4、EngineeringLaunch andChangeManagementInternationalSupply andCustomsOutboundLogisticsInboundLogisticsPlantsProductionMaterialControlAdvancedManufacturing/ ProductEngineeringSuppliersSales andMarketingCustomersEngineeringBill ofMaterialMaterialSupplyOperationsStrictly ConfidentialC H R Y S L E R G R O

5、 U PKey Measures in the Automotive LogisticshQualityhVehicle Damage FrequencyhCosthMaterial Cost ManagementhTechnologyhInsight Network LogisticshSupplyhVehicle Transit TimeSystem Cost & SupplyTechnology & QualityEDABCStrictly ConfidentialC H R Y S L E R G R O U PLogistics IndustryOverall Logistics a

6、nd Transportation Expenditures are down to a record low as a percentage of GDP46% DeclineStrictly ConfidentialC H R Y S L E R G R O U PCosth MCM target is an 18.8% reduction in Logistics cost through 2019h Total Supply Cost Reduction of 31% per unit 2019 through 2019Strictly ConfidentialC H R Y S L

7、E R G R O U PRail IndustryhIntermodal volumes have increased 11.1% since 2019; 5.8% last year alone.hIntermodal opportunity:h strengthening economyh truckload capacityh service improvementshThe Transportation sector represents 8% of total rail freight revenuehRail and intermodal provide a cost effec

8、tive alternative to traditional transportation for the automotive industry+5.8%Strictly ConfidentialC H R Y S L E R G R O U PDCX Parts & Materials Transportation2019 Logistics Expenditures% of Spendh70,000 part shipments per dayhDaily, we unloadh7700 truckloadsh140 rail cars+30% from 2019Strictly Co

9、nfidentialC H R Y S L E R G R O U PLaredoSalem, IL DetroitChicagoNetwork Optimization Chrysler Grouph Value-added partnerships provide strategic solutionsh Collaboration of multiple service providers (Ryder, CSX, Union Pacific, TFM) provides lower cost alternative unique to DCX.h Over 50 direct supp

10、liers plus RILC material launched on stack train.h 18% savings: $14.2 million.Collaboration of Strategic PartnersNorth and Southbound Stack TrainStrictly ConfidentialC H R Y S L E R G R O U PDCX Finished Vehicle Logistics2019 Logistics Expenditures% of SpendhShip 11,000 vehicles per day Over 2.5 mil

11、lion vehicles in 2019.h75% of all vehicles move via rail during their route from manufacturing point to dealer+6% from 2019Strictly ConfidentialC H R Y S L E R G R O U PTechnologySpeedConsistencyAdvanced Planning & IntegrationNetwork ManagementInternet-basedInformation SystemCritical Factors for Veh

12、icle Delivery ProcessOrigin Motor CarrierLoad FacilityOrigin RailroadDest RailroadUnload FacilityDest Motor CarrierPlantDealerTechnology Standardized Launch Planning Increased Carrier Base Extended Enterprise CAPS Modeling VIN Vision VIN Logic Route Optimization Asset Planning Performance Measuremen

13、tStrictly ConfidentialC H R Y S L E R G R O U PSupplyVisibilityPlanningExecutionNetwork ManagementNetwork Integration (Field Operations)Vehicle Delivery Process & Network Planning(Network Simulation) VesselsAssemblyFacilities & PortsRailroadsMotor Carriers Speed to Market & Reliability, Visibility P

14、rocess Control & Continuous Improvement Visibility, Responsiveness & Customer SatisfactionStrictly ConfidentialC H R Y S L E R G R O U PCapacity vs. Demandh Industry volumes in North America are projected to increase by 7% per year from 2019 to 2019h Introduction of trucks, SUVs and crossover vehicl

15、es will impact rail car supplyh There is a widening gap between railcar requirements and available supplyRailcar Capacity vs. DemandStrictly ConfidentialC H R Y S L E R G R O U PAsset ManagementhImprove transit time to reduce the gap between equipment capacity and demand hMake necessary capital equi

16、pment expenditures to increase capacity of bi-levels and Q2 carsRailcar Capacity vs. DemandStrictly ConfidentialC H R Y S L E R G R O U PNetwork Optimization Chrysler Grouph Ocean movement of finished vehicles from Mexico to east coast rampsh Damage frequency reducedh Transit time maintainedh Cost s

17、avings provided of $1.6 million per yearStrictly ConfidentialC H R Y S L E R G R O U PQuality - Damage Preventionh In 2019, Railroads paid $142.4 million for loss and damageh 38.8 %, or $55.2 million is attributed to transportation equipment 2019 Loss & Damage Paymentsby CommodityCoal, Ore, Minerals

18、3.3%Food Products11.6%Chemicals5.6%Misc. Mixed 18.1%Farm Products8.7%Transportation Equipment38.8%Metal Products & Machinery3.9%Lumber, Wood & Paper Products10.0%Strictly ConfidentialC H R Y S L E R G R O U PUS Auto Market ForecastMillion Units$/VehicleUnited StatesBig 3 IncentivesIndustry SAARStric

19、tly ConfidentialC H R Y S L E R G R O U PEffectively Track FundingSource: Eno Transportation Foundation Hurdle rate of 10% for rail capital programs seems conservative Automotive commodity draws on capital: Line expansion Terminal capacity Asset Management Impact on captive shippers: Subsidizing mod

20、al competitive commodities Reduced leverageStrictly ConfidentialC H R Y S L E R G R O U PInvestment Pyramid Suggests that investment is needed to satisfy volume capacity Must consider the range of commodity needs Public funding needs to be tied to: Open access Co-production Commodity parityGrade cro

21、ssings, branch & commuter linesCorridor capacity, intermodal & terminalsStrictly ConfidentialC H R Y S L E R G R O U PAutomotive Freight CorridorsAssessment of freight corridors: Report example 2: Chicago gateway connections Report example 3: Northeast congestion Report example 5: Detroit Mexico cor

22、ridorAutomotive requirements: Terminal & yard capacity Regional line capacity Dimensional clearances Plan for growthStrictly ConfidentialC H R Y S L E R G R O U PPossible Futures No Growth: Widens the gap between captive and modal competitive customers Promotes internal commodity subsidies Would force the development of lower cost alternatives Constrained Investment: Could address stop-gap capacity measures Focus would continue to be on supporting modal competitive commodities Wouldnt support asset renewal Base Case: Would maintain current rate