revitalization of supply chain for xyz
DESCRIPTION
Supply ChainTRANSCRIPT
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Revitalizing Supply Chain for XYZ – An Automobile Leader
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CONTENTS
Supply Chain Assessment
New Design - Overall benefit
Supply chain blueprint and process flows
Review mechanisms
Implementation requirements from stakeholders
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SUPPLY CHAIN ASSESSMENT METHODOLOGY
SCOR Level 1 Supply Chain Metrics
Customer Facing Internal Facing
Supply Chain Reliability
Flexibility and responsiveness
Cost Assets
Delivery Performance Line Order Fulfillment Perfect Order Fulfillment
Supply chain Response time
Production Flexibility Total Logistics Cost Inventory Days Inventory Turns ROI
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QUANTITATIVE PERFORMANCE ASSESSMENT
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SUPPLY CHAIN PRACTICE ASSESSMENT
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There is Need for Redesigning the Supply chain …..
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CONTENTS
Supply Chain Assessment
New Design - Overall benefit
Supply chain blueprint and process flows
Review mechanisms
Implementation requirements from stakeholders
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THE NEW DESIGN CAN REDUCE LEAD TIMES BY 30-40% AND IMPROVE THE FILL RATES BY 20-30%
13
8
3
7
2
2
Lead Times can be reduced by 30-40%…
Sourcing LT
Dispatch LT
Manf LT
69
50
95
80
Fill rates will be Improved by 20-30 %
Perfect Order Fill rate
Line Fill Rate
…resulting in improved supply chain performance• Optimal design–Customer orientation–Minimal made-to-stock
inventory points
• Best-in-class support processes–Forecasting–Sourcing–Order and dispatch
Baseline performance
New design performance
Percent
Days
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THE NEW DESIGN CAN REDUCE INVENTORIES BY 50-60% AND REDUCE POTENTIAL LOST/DEFERRED SALES BY 9-10%
27
18
51
15
10
15
Inventories can be reduced by 50-60%…
Rawmaterial
WIP
Finishedgoods
9
0
…and lost/deferred sales are not likely…
Likely lost / deferred sales in future
Lost / deferred sales at SKU levels in baseline
…resulting in improved supply chain performance• Optimal design–Customer orientation–Minimal made-to-stock
inventory points
• Best-in-class support processes–Forecasting–Sourcing–Order and dispatch
Baseline performance
New design performance
Percent
Days of inventory
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THERE WILL BE OVERALL BUSINESS IMPROVEMENTS BY REDESIGNING THE SUPPLY CHAIN
Internal Facing Improvements
Customer Facing Improvements
IMPR
OVE
D BU
SIN
ESS
15
10Increase in Sales
Customer Satisfaction
20
30Inventory Reduction
Return On Investment
Improved SalesImproved MarginsPercent Percent
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CONTENTS
Supply Chain Assessment
New Design - Overall benefit
Supply chain blueprint and process flows
Review mechanisms
Implementation requirements from stakeholders
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SUPPLY CHAIN REDESIGN APPROACH WILL ENSURE SERVICE LEVELS BY MEETING END-CUSTOMER BREAK POINTS, AND
MINIMIZING INVENTORY AND DISTRIBUTION COSTS
High level steps to redesign
• Understand customer break points for various part categories
• Establish target service levels around customer break-points
• Design supporting network structure and set inventory and lead time norms
• Design key supply chain processes – forecasting, sourcing, order processing and dispatch
• Outline KPIs organizational and IT support requirements
• Develop supply chain transition plan
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DESIGN IS BASED ON CUSTOMER BREAK-POINTS AND IS SUPPORTED BY DETAILS OF ALL 4 KEY PROCESSES
• Understand customer segments
• Identify breakpoints for each segment
Develop overall supply chain blueprint
Forecasting
Production planning
Sourcing
Begin with the customer…
… Develop the solution …
… and define the details
Ordering and Dispatch
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IN THE END-STATE, IT-ENABLED SYSTEMS WILL MANAGE INFORMATION FLOWS ACROSS THE SUPPLY CHAIN
Suppliers Production
Marketing
Dealers
Informationsystems
SupplierRelationshipManagement
Web-enabledfield input
system
Enterprise Resource Planning
• Purchase orders• Order status
• Master Demand Schedule (MDS)
• Master Production Schedule (MPS)
• Manufacturing Resource Planning (MRP)
• Field inputs for order-enquiry status
• Dispatch plan
XYZ
Key information
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THE NEWLY DESIGNED SUPPLY CHAIN PROCESSES WILL ADDRESS ROOT CAUSES OF KEY CURRENT PROBLEMS
Area Root causes How addressed in new design
• Forecast accuracy
• Weak processes• Inadequate scope• Poor measurement
• Standard tool and process • Direct linkage to sourcing plan• Clearly defined KPIs
• Sourcing accuracy
• Weak processes
• Large lead time variability
• Clearly defined process• Supplier agreements on lead times and delivery
dates
• Order processing accuracy
• Inadequate norms
• Delays in part availability
• New norms to satisfy breakpoints• Stronger sourcing process due to tighter
monitoring of supplier performance
• Dispatch accuracy • Variations in shipment processing time
• Processing delays at transporters
• Standard dispatch rules • Dispatch plan prepared• Transportation service level agreement
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NEW PERFORMANCE MANAGEMENT SYSTEM
Financial Operational
People-related
Customer- related
A balanced scorecard should include all relevant categories to measure business performance
Specific performance measures / metrics• Pick a few metrics grouped into categories
(e.g. financial, operational, etc.)• Align selection with corporate objectives• Focus measures on past, present and future• Give important metrics higher weight
• Set targets for both short and long-term• Establish realistic base targets and clearly
articulate stretch targets• Make stretch “uncomfortably” aggressive
but not “unreasonable”• Ensure targets of individual units “add-up”
to corporate aspirations / strategy
Targets
FEATURES OF GOOD SCORECARDS
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CONTENTS
Supply Chain Assessment
New Design - Overall benefit
Supply chain blueprint and process flows
Review mechanisms
Implementation requirements from stakeholders
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2 CATEGORIES OF REVIEWS TO MONITOR ONGOING PROGRESS AND TO DRIVE DESIGN IMPROVEMENT
Objectives
Category 1 Category 2
Implementation review Design review
• Review progress against targets set for Key Performance Indicators (KPIs)
• Provide support for debottlenecking implementation
• Approve minor changes in design
• Improve design elements to meet best-in-class performance
• Implement new tools
Timing• Regular frequency–Weekly with process owners–Monthly with functional
heads–Quarterly with Steering
Committee
• Significant changes in conditions (customers/competitors)
• New systems within plant (e.g., lean manufacturing)
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CONTENTS
Supply Chain Assessment
New Design - Overall benefit
Supply chain blueprint and process flows
Review mechanisms
Implementation requirements from stakeholders
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CIL WILL NEED TO UNDERTAKE SEVERAL CHANGES TO ENSURE SUCCESSFUL RESULTS FROM THE SUPPLY CHAIN INITIATIVES …
Type of change / actions
Action required by
Long-term changes
Near-term changes
• Organizational redesign (cross-functional)
• Organizational realignment• Policy development• IT actions
• Leadership Team • Dealerships• Marketing• Manufacturing
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WHY ZENSAR …
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Supply chain redesign at ABC
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Supply chain revitalization at DEF
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PROJECT ESTIMATES
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PROJECT ESTIMATES - TIMELINE
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PROJECT ESTIMATES - FINANCIALS