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Peter Koudal Director Deloitte Research Deloitte Services LP

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Page 1: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

Peter KoudalDirectorDeloitte ResearchDeloitte Services LP

DirectorDeloitte ResearchDeloitte Services LP

Page 2: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

Synchronizing the Global Supply ChainMastering Complexity in the Automotive Industry

Peter Koudal

Director

Deloitte Research

Deloitte Services LP

May 17, 2007

Page 3: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

3Copyright © 2007 Deloitte Development LLC. All rights reserved.

Participate in global automotive benchmark research

• Benchmark against relevant peer groups and high-performing companies

• Receive a complimentary, confidential, tailored company benchmark report

• Benchmarking – Global Supply Chain and Innovation, and

Global Service and Parts Management• Strategies

• Capabilities

• Operations

• Technologies

• Operational Performance

• Business Performance

• Contact: – Peter Koudal, [email protected]– Steve Laughman, [email protected]

Page 4: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

4Copyright © 2007 Deloitte Development LLC. All rights reserved.

Paradoxes of complexity in the automotive industry

The Optimization Paradox

The Customer Collaboration Paradox

The Innovation Paradox

The Flexibility Paradox

The Risk Paradox

Source: Deloitte Research

Page 5: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

5Copyright © 2007 Deloitte Development LLC. All rights reserved.

Paradoxes of complexity in the automotive industry

The Optimization Paradox

The Customer Collaboration Paradox

The Innovation Paradox

The Flexibility Paradox

The Risk Paradox

Source: Deloitte Research

Page 6: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

6Copyright © 2007 Deloitte Development LLC. All rights reserved.

Paradoxes of complexity in the automotive industry

The Optimization Paradox

The Customer Collaboration Paradox

The Innovation Paradox

The Flexibility Paradox

The Risk Paradox

Source: Deloitte Research

Page 7: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

7Copyright © 2007 Deloitte Development LLC. All rights reserved.

Paradoxes of complexity in the automotive industry

The Optimization Paradox

The Customer Collaboration Paradox

The Innovation Paradox

The Flexibility Paradox

The Risk Paradox

Source: Deloitte Research

Page 8: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

8Copyright © 2007 Deloitte Development LLC. All rights reserved.

Paradoxes of complexity in the automotive industry

The Optimization Paradox

The Customer Collaboration Paradox

The Innovation Paradox

The Flexibility Paradox

The Risk Paradox

Source: Deloitte Research

Page 9: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

9Copyright © 2007 Deloitte Development LLC. All rights reserved.

(37%)(7%)

(7%)

$

= 73% MoreProfitable

$

= 19% More Profitable

$ = Base

(49% of Respondents)

$

= 17% More Profitable

Low

Glo

bal

Val

ue

Ch

ain

Co

mp

lexi

ty

H

igh

Low Value Chain Capabilities High

€€

Mastering complexity pays

Source: Deloitte Research

Page 10: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

10Copyright © 2007 Deloitte Development LLC. All rights reserved.

Mastering complexity through synchronization

• Synchronizing WITHIN:– Customer– Product– Supply Chain

Building a Profit Cycle

Source: Deloitte Research

• Synchronizing ACROSS:– Product Development– Supply Chain – Marketing & Sales– Customer Service– Product Transition

Customer• Market• Sell• Service

Product• Innovate• Design• Develop• Transition

Supply Chain• Plan • Source• Make• Deliver

Custom

er

Service

Product

Transitio

nProduct

Development

Marketing & Sales

Su

pp

ly

Ch

ain

Page 11: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

11Copyright © 2007 Deloitte Development LLC. All rights reserved.

Visibility

Flexibility

Collaboration

Technology

Synchronizing through excellence in …

Source: Deloitte Research

Page 12: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

12Copyright © 2007 Deloitte Development LLC. All rights reserved.

Visibility

Flexibility

Collaboration

Technology

Synchronizing through excellence in …

Source: Deloitte Research

Page 13: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

13Copyright © 2007 Deloitte Development LLC. All rights reserved.

Visibility

Flexibility

Collaboration

Technology

Synchronizing through excellence in …

Source: Deloitte Research

Page 14: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

14Copyright © 2007 Deloitte Development LLC. All rights reserved.

Visibility

Flexibility

Collaboration

Technology

Synchronizing through excellence in …

Source: Deloitte Research

Page 15: Peter Koudal Director Deloitte Research Deloitte Services LP Director Deloitte Research Deloitte Services LP

15Copyright © 2007 Deloitte Development LLC. All rights reserved.

•Thank You!For further information:Visit Us: www.deloitte.com/us/manufacturing