供应链研究的报告

供应链研究的报告ExecutivesummaryOverview:Thepan-Europeansupplychainfacesfourmajorchallenges:Redesignofnetwork,in-versusoutsourcing,consolidationofsupplierrelationshipsandbestpracticetenderingRedesignofnetworkisdrivenbyforcesoutsideofthesupplychain.Theseexternalforcescouldbe,e.g.,consolidationofmanufacturingbaseorchangeinservicerequirementsIn-versusoutsourcing:Outsourcingprovidesstrategicadvantages,butitdoesnotsolvetheproblemConsolidationofsupplierrelationships:Trustandtransparencyarekeyforestablishinglong-termpartnershipswithsuppliersBestpracticetendering:InsightaboutkeyperformancedriversofoperationwillguaranteeasuccessfultenderingprocessBenefits:ApplyingbestpracticestoresolvetheseissuescanleadtosignificantcompetitiveadvantagesFourmajorchallengesneedtobemasteredtoestablishapan-EuropeansupplychainOverview1.Redesignofnetwork2.In-versusoutsourcing3.Consolidationofsupplierrelationship4.BestpracticefortenderingprocessRationalizeEuropeanmanufacturinglocationsandcapacityRadicallychangeserviceleveltostrengthencompetitivenessConsolidateassetsandfreecashtofinancegrowthExpandmanagementcapacityincorebusinessareaOptimallyuseeconomiesofscaleforsupplychainReducein-houseadministrationtomanageinterfacetoserviceprovidersEnsuretransparencyandconsistencyofcostandperformanceEnsureoptimaltargetsettingandperformancecommitment“QuickWin”versusstrategicadvantagesOne-timebenefitversuscontinuousimprovementCreatingapan-EuropeanSupplyChainMaindriverDecision-makingcriteriaBenefitsRedesignofnetworkType1:LeadtimedrivenMarketmanagedreplenishment(MMR)Type2:OptimalfactoryutilizationFactorymanagedreplenishment(FMR)Type3:HighproductRegionmanagedreplenishment(RMR)Threetypesofreplenishmentconceptsreflectneedsofshortleadtime,optimalfactoryutilizationandhighproductavailability…producesbasedonmarketreplenishmentplan…replenishesmarketsbasedonmutuallyagreedrules…producesbasedonregionalreplenishmentplan…coordinatesallreplenishmentactivities…definesreplenishmentplan(controltotalchaininventory)…definesinventorylevelsanddevelopssalesforecast…definesinventorylevelsanddevelopssalesforecast…definessourcingandmonitorsinventories…definessourcingandmonitorsinventoriesFactory...Region...Market...RedesignofnetworkTodayShipmentforecastOrderOrderquantityKeydriversforredesigninganetworkareservicerequirements,inventorypolicies,planningbasisandshipmentcharacteristicsRedesignofnetwork100%mindsetMarketlevelFactorylevelAgreedservicelevelis...Inventorypoliciesat...Mid-termplanningisbasedon…Shipmentsaretriggeredby…Shipmentquantityaccordingto...FMRDepot/brandinventorytargetandleadtimeChainlevelSalesforecastMarketdemandReplenishmentneedsandfactoryoptimizationClientExle2-3inventorylevels1inventorylevel2inventorylevels1inventorylevel1inventorylevelFactorywarehousewithinventoryMarketstockin1or2stocklevelsbeforePOSFactorywarehousewithallinventory“ParcelService”fromfactorywarehouseFactorywarehousewithinventoryStockat1stlevel“regional”warehouseBufferatfactory(e.g.2-5days)TheidealphysicalnetworkconsistsofonestocklevelbetweenfactoryandPOSRedesignofnetworkNotes: (1) Thislevelmaynotexist (2) Localwarehousesand/ortransshipmentpointWarehouseFactory1stlevelWarehousesLocalWarehouses/TP1)POS/PORSWarehouseFactoryPOS/PORSWarehouseFactoryLocalWarehouses/TP2)POS/PORSBufferFactory1stlevelWarehousesPOS/PORSWarehouseFactoryLocalWarehouses/TPPOS/PORSStockat1stlevel“central”in-marketwarehouseStockat1stlevel“regional”in-marketwarehouseTypicalSituationScenario1“FactoryWarehouse”Scenario2“Factoryandregionalwarehouse”Scenario3“CentralWarehouse”Scenario4“Regionalwarehouse”Theapproachistoidentifysequentialchangesbasedontheexistingmodelandasiscosts123451234CurrentNewnetworkvolumes...+newproduction...+newnetwork...+newprocurementVolumefactorProductionfactorNetworkfactorProcurementfactorAsisCostsModeledCostsRedesignofnetworkClientExleIn-versusOutsourcingTheeverincreasinglevelofoutsourcingreflectsconcentrationoncorecompetenciesIn-versusOutsourcingSpecialistsTransportationInternaldistribution/warehousingTransportationmanagementITValue-addedactivitiesOrderhandlingInvoicingInventorymanagementTotallogisticsManufacturingCompaniesRespondentsThatHaveOutsourcedChemicalIndustryCoreCompetencesSource:A.T.KearneysurveyCompanieslikethecosteffectsfromoutsourcing,butfearlosingcontrolReasonsforOutcourcingAccesstoothermarketsMakecostvisibleAccesstooutsideexpertiseIncreasecostvariabilityImproveservicequalityReducecostChemicalcompanies

72%Confidentiality/Intellectualpro-pertyprotectionMoreexpensivethanin-houseRequiredcapa-bilitiesnotavailableLossofcontrolReasonsAgainstOutcourcingTheroleofoutsourcingSource:A.T.KearneysurveyOutcourcingoftransportationandlogisticsservicesprovidesinfrastructureadvantagesTheroleofoutsourcingInfrastructureSharingofassetsSharingofnetworksSharingoftechnologiesRiskandcapitalsharingAvailabilityControlShipsTanksTerminalsPipelinesTruckfleetsTerminaldensityDistributionpointsCross-dockingpointsTransportationpartners(regions,products,sizes)ServicepartnersSchedulingTrackingandtracingNavigationElectronicdocumentexchange/processingBenefitsExlesFourkeysuccessfactorsneedtobeensuredinadvance:NeveroutsourceoperationalproblemstoserviceprovidersKeySuccessFactorsforOutsourcingFeasibilityCheckavailabilityofcompetentserviceproviderswithenoughcapacityVerifypossibilitytotransferknowledgeableoperatorsto3rdpartySetfeasibletargetsforoutsourcingDependencyLossofcompetenceandexperienceacquisitionLossofqualifiedemployeeslongtermConveniencetoexchangeserviceprovidersLimitedpowertoinfluenceserviceprovidersiflowvolumeAdministrationcostFinetuneinterfaceInstallinformationmanagementEliminatefunctionalredundanciesReducemultiplestagesinvaluechainLimittransformationcostendensurebenefittrackingManagement/controllingprocessShareproductivitygainMaintainandsustainqualityandservicelevelUnderstandanddefineperformancemeasurementsEnsuretransparencyofkeycost/performancedataInstallperformancecontrollingforserviceprovidersTheroleofoutsourcingConsolidationofsupplierrelationshipsEstablishingmutuallybeneficialandlong-termpartnershipscallsfortrustandtransparencyOpenbookFairprofitmarginActivity-andcost-basedchargewithperformancetarget(ABC)Flexibility(sharedresources)ContinuousimprovementConsolidationofsupplierrelationshipsAnuniformandconsistentmethodologyisamusttoconsolidatepan-EuropeansupplierbasesConsolidationofsupplierrelationshipsFixedstorageFixedoperatingcostsVariablehandlingManagementfeesTotalUS$mil.4.23.11.31.0A14,000DefiningCriteriaWarehousecapacity/palletB19,500C7,500DCostBreakdownofFourCategories(in%ofTotalCost)ExleWarehousing220,000Palletthroughput220,00075,000ManualManualorautomatedwarehouseAutomatedManualManualModerateAmountofextrahandlingLowHighModerateHighCompetitionforwarehousinginlocationLowModerateHighUKCountryFranceBelgiumSwedenImprovementopportunitiescanberealizedbyinitiatingaseriesofactionsPlanningimprovements:Reduceovertimebymatchingstaffingwithactivities(e.g.standardweekendstaffing)RenegotiaterequirementsandchargesforadditionalactivitiesEnsurevisibilityofinboundshipmentstocontractwarehousesImprovementsinproductivitybyunbundlingvariablehandlingrates,identifyingbarrierstoefficiency,andattemptingtoreduceimpactwherepossibleReductioninoperatorprofits-marginsarehiddeninnumerouscharges-onceunbundled,afairreturncanbenegotiatedExle:warehousingBestpracticeThesavingsestimateforwarehousingisbasedonareviewofeachsinglewarehouseBestpracticeExleof