ism chemical group 2006 mid-winter conference
DESCRIPTION
ISM Chemical Group 2006 Mid-Winter Conference. February 24, 2006 Friday 9:45a.m. Next Stage SUPPLY CHAIN MANAGEMENT. Presenter: Marilyn Gettinger, C.P.M. New Directions Consulting Group 908-709-0656 [email protected]. Define Supply Chain Management Historical view Next Stage Here - PowerPoint PPT PresentationTRANSCRIPT
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ISM Chemical Group2006 Mid-Winter Conference
February 24, 2006Friday
9:45a.m.
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Next StageSUPPLY CHAIN MANAGEMENT
Presenter:Marilyn Gettinger, C.P.M.
New Directions Consulting Group908-709-0656
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Next StageSUPPLY CHAIN MANAGEMENT
• Define Supply Chain Management
• Historical view• Next Stage Here• New-School Supply Chains• The Four Pillars of SCM
Excellence• Supply Chain Drivers• The Resilient Supply• The New Language• The Global Supply Chain
• SCM Models• SCM Benchmarking – A
Better Way• 18 Best Practices for Risk
Management• Winning Supply Chain
Strategies• The Ten Rules of SCM
Excellence• Eight Key SCM Processes• The Top Ten Mistakes• Excellence in Procurement• SCM and the Future
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Supply Chain Management• SCM considers all interdependent functions
within an organization and all external organizations involved in the process of making a product or service available for use or consumption. It is an orchestrated network that creates value for the consumer through the streamlining of the process that purchases, stores, converts, and ships to the customer and meets required expectations of the customer
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Supply Chain Management• Identifies the processes necessary to
meet customer expectations• Engineers SCM processes as the core
of the business• Moves from silo to a team philosophy• Integrates internal processes• Integrates external processes• Defines metrics
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More Than A DecadeLean Manufacturing/JIT
Third-Party Logistics
MRP II
Exchanges
Integrated Products and Process Development
Product Data Management
Supplier Integration
ManufacturingOutsourcing ERP PLM
CRM CPC
e-Procurement
Warehouse Management e-Fulfillment
TQMAdvanced Planning and
Scheduling
Manufacturing Execution Systems Collaboration
Integrated SC
1992
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Supply Chain Staircase
Enterprise Integration
Corporate Excellence
Partner Collaboration
Value ChainCollaboration
Full Network
Connectivity
Functional/Process Unit
Intra-Enterprise
Inter-Enterprise
External
Total BusinessSystem
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Supply Chain Barrier Breakers
• Those who used the supply chain to “change the game”
• Those who partnered with the unusual
• Those who changed the cost structure to cut costs
• Supply chain initiatives – Cut costs– Improve efficiencies– Enhance customer
service and revenue generation
– Improve competitiveness
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Next Stage Here• The front end of the supply chain will
become as important as the back end in maximizing total economic yield.
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3 2 Tier 1Buying
Organization Customer Tiers
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Next Stage Here• As companies
migrate from internal-only to extended supply chains, collaboration will become the most strategic capability.
• Assets and functions not core to value delivery will be divested to specialists that can make more money on them.– Profit-sharing
2 3
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Next Stage Here• The greatest margin
potential will occur after the product ships, as service and support become as important as the product itself.– Bundling great products
with strong service offerings
– Total cost of ownership focus
– Delivery of the initial product but also an ongoing stream of products and services to the customer
• The ability to integrate new and innovative capabilities with corporate business models will drive higher levels of value creation.– Rapid and “virtual”
partnering
4 5
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Next Stage Here• Target emerging
customer and channel needs
• Integrate the front and back end of the supply chain
• Achieve real collaboration with partners
…to exploit new revenue opportunities
…to maximize long-term customer revenues
…to create many more business model options
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Next Stage Here• Deploy supply chain
assets• Tie new service
offerings to the product
• Integrate needed capabilities from multiple parties
• …to those most qualified to make money on them
• …to capture increasing revenues
• …to create the most compelling value proposition
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New-School Supply ChainsUse the Supply Chain to
Grow revenueIncrease market share
Create competitive advantage
Target opportunities forNew value-added
serviceInvest in very specific
opportunities
Create a distinctbusiness model
Use new capabilities to change
the customer relationship
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The Four Pillars of SCMExcellence
HumanResources
OrganizationalDesign
InformationTechnology
OrganizationalMeasurement
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Pillar of Excellence• Supply chain professionals
who:– View the supply chain
holistically in terms of linked processes
– Manage critical relationships– Understand the business model– Engage in statistical analysis
and fact-based decision making– Practice advanced cost
management– Understand electronic business
systems
• Organizational design includes:– Centrally coordinated supply
teams– Executive responsibility for
coordinating supply chain activities
– Co-location of supply chain personnel with internal customers
– Cross-functional teams to manage supply chain processes
– Supply chain strategy coordination session between business units
– Executive buyer-supplier council to coordinate supply chain activities
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Pillar of Excellence• Real-time and shared
information technology systems that support:– Demand planning, order
commitment, and scheduling
– Distribution and transportation planning
– Order management– Material replenishment– Production management
• Supply chain measures that:– Use data from sources
visible throughout the organization
– Quantify what creates supply chain value
– Use targets that change over time
– Rely on benchmarking to establish performance goals
– Link to business goals and objectives
– Feature efficiency and effectiveness
– Include assigned ownership and accountability
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Supply Chain Drivers• Growing by reaching new markets• Improving customer service• Differentiating from competitors• Improving cash position• Enhancing productivity
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The Resilient Supply Chain• Transportation channel management• Multiple supply bases• Strong management of trade-off areas
Awareness, Prevention, Remediation, Knowledge Management
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The New Language• Event Management
– Monitoring, notifying, simulating, controlling, measuring
• Portfolio Management• Enablers• Dashboard
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The Global Supply Chain• Travel + communication + inventory +
unit cost + inland transportation+ pier costs + documentation + inspection + ocean freight + insurance + C-TPAT+ CSI + Letter of Credit + Documentation + Customs duties + import licensing + training and developing + harbor fees + customs inspection fees + bonded warehousing
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SCM Models• DMAIC – Define, Measure, Analyze,
Improve, Control• SCPM – Supply Chain Process
Management Solutions• SCOR - Supply Chain Operations
Reference• DDSN - Demand-driven supply
network• DODSC -Dynamic On-Demand Supply Chain
Map
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SCM Models• Scor Model
– Plan – plan how to use supply chain resources over a period of time
– Source – Procurement, delivery, receipt, and transfer of raw material items, submissions, product, or services
– Make – Adding value through mixing, separating, forming, machining, and chemical processes
– Deliver – Finalizing the product prior to the receipt of a firm customer order
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SCM Models• SCOR Model
– Top Level – scope and content – Configuration level – 19 process
categories– Process Element Level – Decompose
processes, identify standards, best practices, and software suppliers, etc.
– Define and implement new supply chain processes
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SCM Models• DDSN – Demand-driven supply network• A system of technologies and
processes that sense and react to real-time demand across a network of customers, suppliers, and employers
• Demand forecast accuracy, perfect order fulfillment, supply chain costs, cash-to-cash cycle time
• S&OP, RFID, CRM
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SCM Benchmarking – A Better Way
• Top 20 KPI’s• Logistics• Manufacturing• Procurement• New Product Development• Customer Order Management• Supply Chain Diagnostics
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18 Best Practices for Risk Management
• Suppliers and SCM risks
• Suppliers’ disruption plan in place
• Disruption costs and resolution in cost factor
• Critical supply relationships
• Global inventory visibility
• Major disruption debriefing
• Early warning systems
• SC intelligence and supply base locations
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18 Best Practices for Risk Management
• Inventory buffers in distribution channels
• Buffer material by level of criticality
• Decision-making capabilities
• Electronic sharing of information and visibility of material flows
• Predictive analysis systems
• Damage-control plans• Cost trade-offs of risk
decisions• Near real-time
databases
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Winning Supply Chain Strategies
• Top management commitment
• Supply chains and business strategies
• Integrated operating models
• Rigorous execution and adaptation
• Innovation into operating models– Outsourcing,
internal/external integration
– Supply to Demand
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The Ten Rules ofSCM Excellence
1. Be visible - on-demand, real time data as to exactly what is happening in the supply chain
2. Let’s get leanThe lean supply chain produces just what and how much is needed, when it is needed, and where it is needed
3. The Metric ReloadedMeasure the right things
4. Metrics that MatterSCOR – Customer – order fulfillmentInternal – (warehouse costs)Shareholder – revenue and profitBalanced Scorecard – Financial – costsCustomer – fill rate, on- time deliveryInternal – Forecast errorTraining – Training hoursCertifications
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The Ten Rules ofSCM Excellence
• 5. Managing the Measure– Define, collect, create– Data collection processes
and tools• 6. Know Where You Stand
– Benchmarking• 7 Planning: Putting Strategy
Before Technology– Companies with “best in class”
planning systems have supply chains that are up to 40 percent more efficient than those with poorer planning.
• The Performance Measurement Group
• 8. Managing Risk– Long, medium, and
short-term– Decision maker roles
identified– Data decision systems– Supplier relationships– Contingency planning
• 9. Take advantage of technology– Select the correct
technology
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The Ten Rules ofSCM Excellence
• 10. Control Costs– Fewer suppliers– Collaboration with suppliers– Hidden costs– Improve velocity, visibility, and product
development cycles and reduce inventories
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Eight Key SCM Processes• 1. Customer Relationship Management• 2. Customer Service Management• 3. Demand Management• 4. Order Fulfillment• 5. Manufacturing Flow Management• 6. Supplier Relationship Management• 7. Product Development and
Commercialization• 8. Returns Management
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The Top Ten Mistakes• Managing a chain
belief• Doing business as
usual but calling it supply chain
• Having the wrong idea about “control”
• Thinking of transformation – enabling technology
• Pursuing “real time” visibility at all costs
• Failing to synchronize the supply chain
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The Top Ten Mistakes• Practicing supply chain “monotheism”• Misreading the level of employees’
skills• Confusing globalization with global
brands and cross-border trade• Thinking that supply chain
transformation is a simple process
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Excellence in Procurement• Value Creation
– Innovation and growth– Value chain optimization
• Core competencies• External partners for non-core competencies
• Risk management and supply continuity• Advanced cost management techniques
– Complexity reduction, tiered sourcing, supplier tiering, design to cost, target costing, collaborative cost reduction, best shoring, value-based sourcing
– A.T. Kearney
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SCM and the Future• Manage the supply chain flow• Paperless and “near laborless”
– Artificial Intelligence– Robotics
• The Learning Organization• Two types of carriers – line haul and
“last mile”• Transportation infrastructure
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Thank You• Best wishes for your supply chain
success• Marilyn Gettinger, C.P.M.• President,• New Directions Consulting Group• 908-709-0656• [email protected]