1 welkom nek 23 september 2003. 2 •kappa packaging •kappa turnhout •is belgië anders?...
TRANSCRIPT
1
Welkom
NEK23 september 2003
2
•Kappa Packaging
•Kappa Turnhout
•Is België anders?
•Kenmerken van veranderingen
Kappa Packaging
4
Profile Kappa Packaging
Integrated producer with paper and board and packaging operations
Paper and board operations
> 15 mills producing kraftliner, testliner, fluting and solid board
Packaging operations
> 93 plants providing pan European packaging supply to customers with both corrugated and solid board packaging solutions
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Extensive pan European presence
Corrugated packaging
Solid board packaging
Kraftliner
Testliner/Recycled fluting
Semi-chemical fluting
Solid board
Canary Islands
5x
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Scope for further consolidation
Kappa PackagingJefferson Smurfit
SCA
Packaging Paper and Board
Mondi EuropeSaica
DS SmithOTOR
International Paper
ktonnes
Source: Kappa Packaging Estimates
7
Sales and EBITDA performance Kappa Packaging
232 249 270
422453 441
1.2921.313
1.657
2471
29382833
0
100
200
300
400
500
600
700
1998 1999 2000 2001 2002 20030
500
1.000
1.500
2.000
2.500
3.000
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Stable and growing markets (x mln m2)
Source: Fefco 2002
Germany
France
Italy
Great Britain
Spain
Others W-Europe
Others E-Europe(excl. Russia)
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002
Since 1990, corrugated packaging volumes have grown by 3.7% on average per annum
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Lowest cost of ownership
User chain
Supply
Production chain
Packaging
Distribution Unpacking
Disposal
Collection
Paper
Manufacturing
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Unique packaging solutions
Lowest cost in the chain
Hassle-free service
Lowest cost producer wins Customer-focused wins
Paper and Board Packaging
Commodity products
Raw material costs
Capital intensive
Asset utilisation
Two segments with different drivers
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Paper and Board
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Packaging
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Welkom bij Kappa Turnhout n.v.
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Jan GramsmaGeneral Manager
Greet Van DoninckManagement Assistant
Erik De KortSales & Marketing
Dirk Van AkelyenProduction & Logistiek &
PurchasePeter NackaertsFinance & HRM & ICT
Diane HoutmeyersSHEQ-manager
Onze organisatie
Algemene directie
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Onze markt
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eindsegmentatie
48,3
4%
11,2
8%
2,7
7%
1,4
8%
0,8
6%
29,0
8%
4,6
8%
1,5
1%
10,5
7%
3,7
0%
0,5
6%
0,6
9%
29,2
4%
5,3
7%
47,2
7%
2,5
9%
0,00%
5,00%
10,00%
15,00%
20,00%
25,00%
30,00%
35,00%
40,00%
45,00%
50,00%
ProcessedFood
Fresh Food Drinks Others Non-FoodConsumables
Industrial ConsumerDurables
Agriculture
2003 2002
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modellengamma
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Onze fabriek
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Onze diensten
Als u dat wilt kunnen wij u helpen uw verpakkings-proces door te lichten en wellicht te verbeteren:
- Process audits, monitoring van inpak, savings,
specifieke oplossingen
- Benchmark met andere klanten (na wederzijdse toestemming)
- Huur, lease of koop Kappa verpakkingslijnen
- Probleemoplossing, optimalisering van verpakkingsproces
- Logistieke analyses, pallet optimalisatie
- Performance packaging
- Business transfer, coördinatie en follow-up van
opstartorders
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Lowest cost of ownership
User chain
Supply
Production chain
Packaging
Distribution Unpacking
Disposal
Collection
Paper
Manufacturing
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Functionality Plot: Focus on the right solution area
Logistic costsLogistic costs& performance& performanceIn-store CostIn-store Cost
& performance& performance
Consumer appeal &Consumer appeal &shelf performanceshelf performance
Direct CostsDirect Costsmaterialmaterial
&&packingpacking
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Plotting packaging functionality / demand
0
1
2
3
4
5
6
Primary pack costs
Primary Process
Secondary pack costs
Secondary process
Pallet performance
Order picking
Mixed loads
Backroom selection
Opening
Decanting
Shelf fill & Condition
Cleaning up
Facing
Side facing
Consumer appeal
Consumer convenience
Customer demandCurrent Packaging
Direct CostsDirect Costsmaterialmaterial
&&packingpacking
logistic costlogistic cost& performance& performance
In-store costsIn-store costs& performance& performance
Consumer appeal &Consumer appeal &shelf performanceshelf performance
Kappa decision making support
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Supply Costing: Supply co-operation impacts costs
Kappa
Machine
Packing
specs
Internal
transport
Warehouse/
Inventory
Transport Customer
Internal
transport
Customer
Warehouse/
Inventory
Cost Drivers, influenced by Customer/Kappa Packaging co-operation
> Order frequency / Production batch sizes
> Minimum/Maximum stock agreements
> Packing specs
> Product variety (level of standardisation)
> Production complexity (routing, tools)
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Data input: Kappa Packaging and The Customer...
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customization of the chain, adding modules….
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Specific customer data input….
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Activity based costing of improvement scenarios....
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Cape Pack pallet optimisation
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Cape Pack output
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Horizontale samenwerking
klant
Inkoop
Opslag
Productie
Keten beheer
Financiën IT
Senior management
leverancier
Verkoop
Distributie
Customer service
Senior management
Customer support
IT Financiën
Onderzoek & ontwikkeling Onderzoek & ontwikkeling
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Waarom willen wij dit voor u kunnen doen?
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Levels of economic development
Level 1economic take-off
Level 2economic development
Level 3economic consolidation
Level 4economic re-invention
IndiaChina
IndonesiaPhilippines
BrazilRussia
MalaysiaArgentina
Centr. EuropeChili
Middle East
West EuropeSingapore
Japan
USAIndiaChina
IndonesiaPhilippines
RussiaBrazil
MalaysiaArgentina
Centr. EuropeChili
Middle East
West EuropeSingapore
Japan
USA
TODAY
2010
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Packaging industry Today - 2010
• availability• commodity• price
• price• service• mass production• value for money
• variety• value for money• convenience• segmentation• innovation• niche development
• flexibility• sophisticated distribution• customization• innovation• specialization• value
Level 1economic take-off
Level 2economic development
Level 3economic consolidation
Level 4economic re-invention
Capacityincrease
Capacitydiversification
Capacityconsolidation/decrease
Capacitylaunch
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Packaging industry Today - 2010
• availability• commodity• price
• price• service• mass production• value for money
• variety• value for money• convenience• segmentation• innovation• niche development
• flexibility• sophisticated distribution• customization• innovation• specialization• value
Level 1economic take-off
Level 2economic development
Level 3economic consolidation
Level 4economic re-invention
Capacityincrease
Capacitydiversification
Capacityconsolidation/decrease
Capacitylaunch
IndiaChina
IndonesiaPhilippines
RussiaBrazil
MalaysiaArgentina
Centr. EuropeChili
Middle East
West EuropeSingapore
Japan
USA
40
Snel & Eenvoudig, de noodzaak
Golfkarton is voor zijn gebruikers lang een veelal oninteressante commodity geweest
Low tech, low interest = stabiele marges = gevaar voor commerciële luiheid, gebrek aan innovatie in productie en routinematig managen
Dat langdurige verblijf in de “comfort zone” is voorbij en zal niet meer terugkeren
De Europese industrie heeft sinds de jaren ’50 een tweede Industriële Revolutie doorgemaakt:
> Verkoop (reclame / marketing / mass individualisation)
> Productie (lean production, zero defect)
> ICT (PC / ERP / Internet)
> Logistiek (JIT / pull logistiek)
> Inkoop (Lopez / e-auctions)
> Personeel (empowerment / career management)
> Financieel (shareholdervalue / consolidation)
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Snel & Eenvoudig, de noodzaak
De Europese markt is daardoor gewend geraakt aan continue kwaliteit in product en service, is ketengericht gaan denken en wil steeds sneller zakendoen, zonder gezeur en ballast.
Hierdoor, en versterkt door de opkomst van achtereenvolgens Oost-Europa, China, India & Viëtnam, worden we nu gedwongen te concurreren tegen kwalitatief goede aanbieders met lage prijzen.
De enige wapens daartegen zijn een grotere individuele creativiteit, een grotere collectieve effectiviteit en rigoureuze kostenbeheersing.
We moeten daarom zoeken naar doorbraken op commercieel-, product-, productie- en logistiek gebied die deze wensen beter dan vandaag beantwoorden. (gestructureerde verkoop;ABC-calculatie; Kappa verpakkingen databank; DY inlinerconcept; Machine Systems Benelux)
Snelheid, geen gezeur en “beste koop” zijn veruit de belangrijkste krachten in onze markt en vormen daarom onze koers voor een goede toekomst.
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De basisgedachte achter ons bedrijf
> Kappa Turnhout is de grootste golfkartonfabriek van de Benelux, die als all round producent er naar streeft:
> Zo efficiënt mogelijk goede dozen te produceren
> Dat te doen in een hygiënische en veilige werkomgeving
> Te voldoen aan uw uitgesproken en liefst ook onuitgesproken verwachtingen
> Vrijwel alles in eigen beheer te doen om zo onze grootte te gebruiken om voor u flexibel te zijn
> Als u dat wilt, u kan ondersteunen met Kappa verpakkingsmachines, doos- en doosgebruiksanalyses en logistieke ondersteuning & advies
> Bovenal mensen centraal plaatst en vanuit die denkwijze bijvoorbeeld diegenen waar u zaken mee doet alle informatie en beslissingsbevoegdheden geeft, zodat u makkelijk en efficiënt zaken kunt doen
> Er, alles samenvattend,naar streeft het inkopen van karton voor u als klant net even eenvoudiger en sneller te maken dan u van onze branche gewend bent
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Wat kunnen wij meer voor u doen om u tot een tevreden
klant te maken en te houden?
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Is België anders dan andere landen?
IndividualIndividual
CollectiveCollectiveby groupby group
Common to all Common to all mankindmankind
InheritedInheritedlearnedlearned
LearnedLearned
InheritedInherited
CultureCulture
““Group”: E.G. nation, profession, organization, familyGroup”: E.G. nation, profession, organization, family
Human Mind Programmed by Heredity and Experience in 3 Levels
Culture
ValuesValues
RitualsRituals
HeroesHeroes
SymbolsSymbols
Values
The culture of a group is manifested, among other things,on the distribution of values within the group
Broad preferences for one state of affairs over others to which strong emotions are attached
The 4-D Model
Value differences between countries can be explained by four “dimensions of national culture”
> Power Distance (PDI)
> Individualism (IDV)
> Masculinity (MAS)
> Uncertainty Avoidance (UAI)
Power Distance
The extent to which the lesspowerful members of institutions and
organisations accept that power is distributed unequally
BELGIUM JAPAN USA GERMANY FRANCE
Which Country Culture Scores Highest on Power Distance?
65 54 40 35 68
BELGIUM JAPAN USA GERMANY FRANCE
Which Country Culture Scores Which Country Culture Scores Highest on Power Distance?Highest on Power Distance?
SWEDEN DENMARK NETHERLANDS UK NORWAY
Which Country Culture Scores Which Country Culture Scores Lowest on Power Distance?Lowest on Power Distance?
3131 1818 3838 3535 3131
SWEDEN DENMARK NETHERLANDS UK NORWAY
Which Country Culture Scores Which Country Culture Scores Lowest on Power Distance?Lowest on Power Distance?
Uncertainty Avoidance
The extent to which people feel threatened by ambiguous situations
and have created beliefs and institutions that
try to avoid these
UK DENMARK NORWAY NETHERLANDS USA
Which Country Culture Scores Which Country Culture Scores Lowest on Uncertainty Avoidance?Lowest on Uncertainty Avoidance?
3535 2323 5050 5353 4646
UK DENMARK NORWAY NETHERLANDS USA
Which Country Culture Scores Which Country Culture Scores Lowest on Uncertainty Avoidance?Lowest on Uncertainty Avoidance?
GERMANY BELGIUM FRANCE SPAIN SWEDEN
Which Country Culture Scores Which Country Culture Scores Highest on Uncertainty Avoidance?Highest on Uncertainty Avoidance?
6565 9494 8686 8686 2929
GERMANY BELGIUM FRANCE SPAIN SWEDEN
Which Country Culture Scores Which Country Culture Scores Highest on Uncertainty Avoidance?Highest on Uncertainty Avoidance?
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De kenmerken van veranderingsprocessen
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THE CHANGE HOUSEWith Additional Rooms
TheSun
lounge
Wrongdirection
door
The contentment room
The denial room
The renewal room
The confusion room
Dungeon of denial Paralysis pit
We are the bestLet’s postpone itWhy should we do itarrogance
They are responsibleCircumstances are responsibleFingerpointingDefensive behaviour
Which way is the best?Hire and fire!A new strategy every dayLots of uncoordinated initiativesConsultants
Let’s do it togetherLet’s make it happen!High motivation and energyTaking responsibility
61
Signs of contentment
TheSun
lounge
Wrongdirection
door
Dungeon of denial Paralysis pit
What they say How they act
•Let’s postpone it•We know what we’re doing•We achieve our targets•It it isn’t broke, don’t fix it•It will get better next month•Management have decided•We don’t have any major problems
•Ignore the outside world•Arrogant•Justify bad results•Don’t listen to customers•Don’t listen to own staff•No sense of urgency•Unaware of new threats•Want more money
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Signs of denial
TheSun
lounge
Wrongdirection
door
Dungeon of denial Paralysis pit
What they say How they act
•It’s a general industry trend•What problem?•It’s not our fault•The budget was too ambitious•It’s a short time issue•It’s the recession•Corporate doesn’t understand•It will be ok next month•It can’t happen here•We’ve always done it this way•Our business is different•If it isn’t broken, don’t fix it
•Defend the past•Defend the present•Agressive•Miss the message, but kill the messenger•Blame everything else•Blame everybode else•Minimise or trivialise the change•Not listening to own staff•Not listening to customers•Try to find competitors who’re doing worse
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Signs of confusion
TheSun
lounge
Wrongdirection
door
Dungeon of denial Paralysis pit
What they say How they act
•What are we doing?•What should we do?•How did we get into this mess?•Let’s hire some consultants•What are our competitors doing?•What have I done wrong?•We must do something now•I’ve been saying that for years•We’re trying to do too many things at once
•Frustration•Anger•Insecurity, self-doubt•No sense of direction•Dependency on others (internal, external)•Slogan of the month•Set up numerous committees, task forces•Hire people from outside•Never complete anything
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Signs of renewal
TheSun
lounge
Wrongdirection
door
Dungeon of denial Paralysis pit
What they say How they act
•Let’s make it happen•Let’s do it together•This is a good place to work•Let’s tell everybode about this•This is our plan•It’s been tough, but we’ve made it•We’re doing well, but we could do better•We have to trust each other•We won’t do it if it doesn’t fit our strategy
•Learning•Trust, delegation•Independence•Accepting risk•Flexibility, creativity•Trying new approaches•Enjoying themselves•Continually improve•Stay focussed•Set new targets•Don’t believe all their own publicity•Regularly review progress and process
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Vriendelijk bedankt voor uw aandacht