scm in automotive industry

8/6/2019 SCM in Automotive Industry

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Supply Chain Management inSupply Chain Management inAutomotive IndustryAutomotive Industry

Dr. KS Bhoon

[email protected]

SJMSOM IIT MUMBAI 11 Aug 2009


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July 29, 2011July 29, 201122

AgendaAgenda

SCM in Auto Industry

Postponement in AutomotiveManufacturing

RFID in Automotive Assembly


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Overview of Performance of IndianOverview of Performance of Indian

Auto Industry Units SoldAuto Industry Units Sold

Category 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09

PassengerVehicles

707,198 902,096 1,061,572 1,143,076 1,379,979 1,549,882 1,551,880

CommercialVehicles

190,682 260,114 318,430 351,041 467,765 490,494 384,122

Three Wheelers 231,529 284,078 307,862 359,920 403,910 364,781 349,719

Two Wheelers 4,812,126 5,364,249 6,209,765 7,052,391 7,872,334 7,249,278 7,437,670

Grand Total 5,941,535 6,810,537 7,897,629 8,906,428 10,123,988 9,654,435 9,723,391


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Turnover Rs CroreTurnover Rs Crore

5 9 5 2

6 6 1 7

8 3 5 8

1 0 8 0 4

1 3 7 1 4

0

2 0 0 0 0

4 0 0 0 0

6 0 0 0 0

8 0 0 0 0

1 0 0 0 0 0

1 2 0 0 0 0

1 4 0 0 0 0

1 6 0 0 0 0

2 0 0 2 -0 3 2 0 0 3 -0 4 2 0 0 4 -0 5 2 0 0 5 -0 6 2 0 0 6 -0 7

Daily Turnover -376 Crore40 days Inventory 15000 CroreCash Flow opportunity in reduction by 10 Days ~ 4000 Crore

Recurring Savings opportunity @ 20% - 800 Cr


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Supply Chain StructureSupply Chain Structure

OEM RSO DealerTier2

Supplier

Tier 1

Supplier

Tier 3

Supplier

TypicallyAssemblies

TypicallyComponents

TypicallyRaw Material

IntegratorsStandardisersComponents SuppliersRaw Material Suppliers


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Order Fulfillment System AutoOrder Fulfillment System Auto

IndustryIndustry


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77

Order Fulfillment CycleOrder Fulfillment Cycle

0

5

10

1520

25

30

35

40

45

Orde

rEntr

y

Orde

rBank

Sched

uling

Sequ

encin

g

Manu

factu

re

Ship

toDC

DCtoDealer

Total

NumberofDays

Order Fulfillment process


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88

Supply Chain DriversSupply Chain Drivers

Efficiency Responsiveness

Inventory Transportation Facilities Information

Supply chain structure

Drivers

Supply Chain Strategy

Competitive Strategy


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Manufacturing (20)

Inventory in the AutoInventory in the Auto

Supply ChainSupply Chain

Dealers (15)Vendors (15)

Parts Warehouses (20)

L A t S l Ch iL A t


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Lean Auto Supply ChainLean Auto upp y a nStrategiesStrategies

Complexity reduction- entails reducing automobile modeloptions or combinations available to the consumer without

reducing the end consumers choices.

Reduction in the number of suppliers - more interfacestend to introduce complexity and goes against the lean supplychain.

Cluster Approach. Popularized by Japanese, first implementedby Maruti in India and now by others to varying degree

Inventory management. -reduced inventory at the line sideof the plant and throughout the supply chain (JIT).

Collaboration- OEM and suppliers cooperation in order toachieve lean supply chains.

Propagation- OEMs need to put forth their lean supply chainsystems to the Tier 1 suppliers and they in turn must do it withtheir suppliers further down the chain.
http://www.hfmgv.org/exhibits/showroom/1908/tbig.jpghttp://www.hfmgv.org/exhibits/showroom/1908/tbig.jpghttp://www.hfmgv.org/exhibits/showroom/1908/tbig.jpghttp://www.hfmgv.org/exhibits/showroom/1908/tbig.jpg


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van age ovan age oComponentComponent

CommonalityCommonality

0

50000

100000

150000

200000

250000

300000

350000

400000

450000

1 2 3 4 5 6 7 8 9

S

No of Finished products per component


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a orm ra eg es o apanesea orm ra eg es o apaneseand selected European carand selected European car

makersmakers1997 2007

Manufacturer AnnualvolumeModelsPlatforms Models/platfor

m

Volume/platformModelsPlatforms Models/platform

Toyota 4.89m 45 22 2.0 222,272 40 7 5.7

Nissan 2.74m 39 24 1.6 105,385 35 5 7.0

Honda 2.3m 26 15 1.7 153,333 30 5 6.0

Mitsubishi 1.98m 21 12 1.8 94,285 19 7 2.7

Mazda 1.1m 18 14 1.3 78,571 16 4 4.0

Fiat 2.7m 30 13 2.3 207,692 31+ 5 6.2

Volkswagen

3.9m 33 11 3.0 358,503 55 4 13.7

Source: FT World Automotive Marketing

h k l d SCA h k L l d SCM


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Ashok Leyland SCMAshok Leyland SCM

ImplementationImplementation

00-01 01-02 02-03 03-04 04-05

Vendor Base 1017 950 738 612 450

ISO/QS Certified 245 281 364 382 450

Self Certified 210 240 260 290 350

JIT PO Value (%) 69 72 74 77 82

LCL 5 5 6 7 9

MRP 26 23 20 16 9


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CardsGearsCards with Gears


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MotivationMotivation


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CollaborationCollaboration

0 1 2 3 4 5

Customer Service

Demand Management

Inventory ManagementOrder Processing/Fulfillment

Manufacturing

Product Development

Transportation

Distribution Management

Import Export Management

Promotion Planning

Warehousing

Criticality Score


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Business

Curve without

collaboration

Business

Curve with

collaboration

Service Levels

W

orkin

gCapi ta

l

Free Cash Flow

Leveraging CollaborationLeveraging Collaboration


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CollaborationCollaboration

AnalysedAnalysed

Opportunity

Collaboration

ChallengeLead Times

ChallengePostponement

Challenge

Make it win-win

OpportunityCollaboration

OpportunityCollaboration


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Some thoughts on SCM in AutoSome thoughts on SCM in Auto

IndustryIndustry

Forecastso The desire for meeting short term financial

targets often preempts the best forecastingalgorithms

o Forecast model and its accuracy is not measured

frequently.o Operational forecasts usually focus on

interaction between the dealers and marketing.These forecasts are not time-phased across thesupply chain.

o Significant time lag between forecast anddelivery, resulting in greater error

S h h SCM i A


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2020

Some thoughts on SCM in AutoSome thoughts on SCM in Auto

IndustryIndustry

Standardisation and Variety reduction (Customisation by

Modularisation)

Inadequate Infrastructure is leading to frequent changes inproduction schedules in India

Decision making is slow

Limited Production Flexibility

Developing long term strategic partnerships with suppliers. Moreemphasis should be on consistency, less on cost. Line side supplyby vendors in the form of kits.

Reliable logistic providers are needed

Use VMI

Use IT for decision making

Postponement need to be considered where feasible


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Postponement in AutoPostponement in Auto

IndustryIndustry


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Push and Pull SystemsPush and Pull Systems

Push-Pull BoundaryPush-Pull Boundary

PUSH STRATEGY PULL STRATEGY

Push System.Production decisions arebased on long-term forecasts.

Pull System. Production is demand driven


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DifferentiationDifferentiation

The delayed differentiation strategies can beThe delayed differentiation strategies can be

viewed as a method to combine push and pullviewed as a method to combine push and pullsystems within a single supply chainsystems within a single supply chain

CASE: BenettonCASE: Benetton

Acquire Yarn Finishing Garment Parts Join Parts

Benetton, major

supplier of knitwear

Dyeing

Push System. Uncolored

sweaters are made to

forecast.

Pull System. Dyeing, a

reaction to customer

demand

Push-Pull

Boundary

Harvard Business Review JanuaryFebruary (1997 )

Postponement Approaches (Lee and TangPostponement Approaches (Lee and Tang


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Postponement Approaches (Lee and TangPostponement Approaches (Lee and Tang

1995)1995)Basic Approach Redesign Process for Delaying

Product Differentiation

Conditions for Effectiveness

Standardization Design apart that is

common to all products.

Effective when the investment cost and

incremental processing cost required for

the standardization are low.

Modular Design Divide apart into 2 modules

the first module is a commo

part and the assembly

operation of the second

module is deferred.

The number of modules increases.

However, this approach is effec tive whe

the incremental lead time, incremental

processing cost and unit inventory holdin

cost are low.

Process

Restructuring:

Postponement

of Operation

Divide anoperation into 2

steps- the first step is

common to all products and

the execution of the sec on

step is postponed

Effective when the lead time of the

common step is significantly longer than

the second step that is being delayed. I

addition, this approach is effec tive when

the second step is a high value added

Process

Restructuring:

Reversal of

Operations

Reverse the order of 2

operations. As a result, the

first operation is common to

all products.

Effective when deferring the high value-

added operation by reversing the

operations

Diff ti ti P i t i


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ProductDifferentiationPoint

FamilyDifferentiation

Point

T1 T2T3

Differentiation Points inManufacture

P t t i A t A bl


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Alternator

Rotor

Stator

Mounting Brackets

Postponement in Auto Assembly-Alternator Example


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ExampleExampleModel No. Mean

Demand

Sigma 95% Assurance

QuantityA1 20 4 32

A2 20 4 32

A3 20 4 32

A4 20 4 32

Total Stock 128

ith Postponement: Brackets set 128 (same)Stators and Rotors 104 ( Mean 80 SigmaSaving 20% in Stators and Rotors

Postponement in Automotive IndustryPostponement in Automotive Industry


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Postponement in Automotive Industry-Postponement in Automotive Industry-

A PerspectiveA Perspective

(a) Postponement usually occurs on the down streamside of supply chain, i.e. close to the customer. In AutoIndustry major supply chain problems crop on the inwardsupply chain. In some literature it is mentioned as earlypostponement (a contradiction in terms)

(b) Most of the OEM have stopped making components in

house. There is thus a problem in postponing unlesssupplier is brought into picture

(c) There is very little awareness of postponementamong the supply chain managers of Auto OEM. Since most

examples come from PC industry, they feel it is not relevantto them

(d) Just in time practices have shifted some inventoriesfrom OEM premises upstream, to the supplier. Thus, they

feel they have already achieved postponement


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Postponement- A CasePostponement- A Case

StudyStudy


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Slitting

&Cambering

HR Coil

Stage 1Steel Mill

Forming

&Drilling

Slits FrameSideMembers

Stage 2Auto Factory

Slits

Postponement throughCollaboration- Case Study


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Calculation of VOPCalculation of VOP

Overstock Cost. Since calculations cover a period of one year,it can be assumed that over stock will result in scrap. Pastexperience confirmed that. Therefore overstocking cost is equalto the value of HR coil (Rs 25 per kg) minus scrap value

Under stock. Although postponement will result in lower understock, we have ignored this cost in both cases, for want ofreliable yardstick. In the postponed scenario, productionflexibility will ensure larger overall benefit. Therefore, ignoringthis cost adds to the robustness of this strategy.Calculations under Postponement.On postponement, all HRCoils are treated as one product. Thus mean is thealgebraic sum and standard deviation is calculated by theLittles Formula i.e. aggregated sigma is equal to squareroot of number of models multiplied by individual sigma.


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COST BENEFIT ANALYSIS OF

POSTPONEMENT ON RANGES OF MODELS

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00

1 3 5 7 9 11 13 15 17 19

COEFFICIENT OF VARIATION

VO

P

IN

RS

LAK 2

8

20

40

80

Postponement through


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CustomerRequirementCustomer

RequirementCurrentModels

CurrentModels

RationalisedModels

RationalisedModels

Design for

postponementthrough

customisation bymodularisation

Design for

postponementthrough

customisation bymodularisation

Development ofCustomised

Models

Development ofCustomised

Models

New Modelsbased on

Modular Design

New Modelsbased on

Modular Design

Redesignbusiness process

for modulardesign

incorporatingpostponement

strategy

Redesignbusiness process

for modulardesign

incorporatingpostponement

strategy


collaboration


collaboration

Customised Vehicles

Customised Vehicles

CustomerDemand

CustomerDemand

Postponement throughCollaboration- Broad Framework for

Auto Industry

i d


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RFID in Auto IndustryRFID in Auto Industry

OpportunitiesOpportunitiesChallengesChallenges

Case StudyCase StudyWhere are we?Where are we?

ConclusionConclusion

i i i


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RFID Opportunities in AutoRFID Opportunities in Auto

ManufacturingManufacturing

Inventory Visibility Reduction of Inventory in the supplyInventory Visibility Reduction of Inventory in the supplychain and better customer servicechain and better customer service

Speed of movementSpeed of movement

Mistake ProofingMistake Proofing

Data Capture Errors Wrong RecordsData Capture Errors Wrong Records

Mistakes in Assembly ReworkMistakes in Assembly Rework

Early discovery of mistakesEarly discovery of mistakes

After Sales ServiceAfter Sales Service

Reduction of CounterfeitsReduction of Counterfeits

Pilferage reductionPilferage reduction

Vi ibilit Ch ll IVisibility Challenge I


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Visibility Challenge- IVisibility Challenge- I

Average time spent in searching

inventory, tools, people etc per dayTotal time in a year in hours(30x300/60)Total cost per employee -@ Rs 75

per hourTotal Loss per year in anorganisation having 10,000

employees

30 minutes

150 hours

Rs 11250

Rs. 11.25 Cr

No of items involved = 60 Lakhs

Cost of RFIDing @ Rs 100 60*100 = 60 Crores


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Visibility Challenge - IIVisibility Challenge - II

ERP already throws up huge amount of data which is difficultto manage

RFID will throw out more data, leading to data deluge. Weneed to find ways to manage and use the mounds of data thatwill come from RFID tags.

While storekeepers may be reduced, we will need costly datamanagers with advanced statistical knowledge.

Errors usually multiply with more data. Companies must

design IT systems based on the assumption that reading 100percent of the RFID tags today isn't possible. We are habitualof concealing something in short supply. If we want to cheat,RFID will allow us to cheat

Speed of Movementpee o ovement


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Speed of Movementpee o ovementChallengeChallenge

Speed increases because of faster reads

Scanning/reading/counting account for just 10% of non valueadded activities

Major wastes (Muda) in supply chain in India are:

Variance Inventory can go up by 60% if COV is 20% for99% assurance level

Highway movement A truck in USA covers 1200 Km perday as against 400 km in India. That is the mean. It canvary as much as 250 to 500. A truck takes 6 days fromNorth to South with a standard deviation of 2 days(exponential distribution). What will real time information do

for me? Can RFID move the truck faster? Can it grease thepalm of five agencies at each check post faster? Asks a COOof a manufacturing company

Quality

Etc.

C titiC titi


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CompetitivenessCompetitiveness

ChallengeChallenge

India USA

Cost of Labour per Hour Rs 30 Rs 300

Possible bar code scanning in one hour 150 150

Labour cost per scan Rs .20

(20 Paisa)

Rs 2.0

Cost per tag including reader and otheroverheads

Rs 100 Rs 100

No of repeated scans required in thesupply chain to recover labour cost

500 50

Viable Tag price with 10 reads perproduct

Rs 2 Rs 20

Labour cost savings- India v/s USA


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Error/ Mistake ProofingError/ Mistake Proofing

ChallengeChallengeAlthough RFID scanners can read tagged product at speeds in

excess of 600 ft/minute (Wal-Mart expectation!), the need toisolate and fix bad tags by slowing down the conveyordramatically reduces the average performance of the scanningequipment. Even things as basic as tag placement on acomponent/ pallet can dramatically impact the functionality

and accuracy level of the RFID equipment.

Scanning RFID signals off a book is not the same as scanningoff a Self Starter. Imagine what a curved surface can do to anRFID transmission, with signals being deflected and bouncedoff ad infinitum.Water and Metals are mistake dens for RFID trouble spotsElectrical Appliances can distort reads unless taken care ofWho dunnit??

Counterfeits/ PilferageCounterfeits/ Pilferage


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Counterfeits/ PilferageCounterfeits/ Pilferage

ChallengeChallenge

Most technology solutions to Counterfeiting inIndia tend to fail because:

Even when people know it is duplicate, they still buy:

Cheap

Readily availablePersonalized after sales service

Life cycle cost is low

RFID cannot change the culture

Counterfeits always have a counter-counterfeit solutionPilferage? Remember GPS Tracker in The Da Vinci Code

T h i l Ch llT h i l Ch ll


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Technical ChallengesTechnical Challenges

Problems with RFID StandardsProblems with RFID Standards RFID systems can be easily disruptedRFID systems can be easily disrupted RFID reader CollisionsRFID reader Collisions RFID Tag CollisionsRFID Tag Collisions Security, privacy and ethics problems with RFIDSecurity, privacy and ethics problems with RFID The following problems with RFID tags and readers haveThe following problems with RFID tags and readers have

been reported.been reported. An RFID tag cannot tell the difference between oneAn RFID tag cannot tell the difference between onereader and another.reader and another.

RFID readings are not 100% accurate. It is not even six-RFID readings are not 100% accurate. It is not even six-sigmasigma

RFID tags are difficult to removeRFID tags are difficult to remove

RFID tags can be read without your knowledgeRFID tags can be read without your knowledge RFID tags can be read at greater distances with a high-RFID tags can be read at greater distances with a high-

gain antennagain antenna RFID tags with unique serial numbers can be linked toRFID tags with unique serial numbers can be linked to

your companyyour company

Cost Benefit Sharing AcrossCost Benefit Sharing Across


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Cost Benefit Sharing AcrossCost Benefit Sharing Across

Extended EnterpriseExtended Enterprise

HistoricData

Ease of

Maintenance

BrandAuthentication

Distribution

Theft

ControlBrandAuthentication

Inventory Mgt

Theft Control

BrandIdentification

Assembly

Distribution

Support for Recall

Recycling

Distribution

Theft

Control

ReaderInfrastructure

ReaderInfrastructure

Readerinfrastructure

Integration intoexisting ITinfrastructure

Tagging

Changes inproductionprocess

Reader

infrastructure

Post SalesDealerOEMSupplier

Benefits

Cost

Supplier End Customer End

BenefitsCosts

ROI Ch ll


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ROI ChallengeROI Challenge

The Biggest Challenge!The Biggest Challenge!


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CaseCase

StudiesStudies

I- Asset tracking -I- Asset tracking -


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I Asset tracking I Asset tracking InstrumentsInstruments

Track locationTrack CalibrationTrack utilisationTrack Availability

Reduce search timeReduce wait time of critical equipment to

Departments

Streamline preventive maintenance (PM)Enhance security

Store

User Dept 1

User Dept III

User Dept II

Alarm!

252666135 Compression Tester out

II Mistake Proofing Case StudyII-Mistake Proofing Case Study


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II-Mistake Proofing Case StudyII-Mistake Proofing Case Study

RFID in AssemblyRFID in Assembly

ERP

Reader Reader

Components

C St d ICase Study Issues


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Case Study - IssuesCase Study - IssuesTag placement is critical, and requires empirical testing to find theoptimal location. Properly placed tags offered more accurate reads.Tags had to be isolated from metal components. Until tags aremanufactured with an insulating material, there will be restrictions aboutwhere they can be placed.Factory workers need to be thoroughly trained in use of this technology.In unionized environment, it is extremely difficult to implement such

initiativesTags could be too big for some of the valuable components used inproduction, such as sensors in engine. Micro tags tends to be costlier Full data which is generated cannot be used due to existing constraints.For example, existing MIS applications may not be able to accept thisdata, and processing it may require more IT resources. During the

planning phase, it will be necessary to understand how much of this datais useful and how it can be integrated with existing MIS applications.

Note: The Project did not take off because of ROI (Payback Period:15 Years

Proposed Approach to RFIDProposed Approach to RFID


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p ppp ppImplementation in AutoImplementation in Auto

ManufacturingManufacturing

Establish an RFID Cross Functional Team from Engineering,Establish an RFID Cross Functional Team from Engineering,Manufacturing and Supply chainManufacturing and Supply chain

Identify a pilot. Assembly line of a costly item is ideal. Use activeIdentify a pilot. Assembly line of a costly item is ideal. Use activetags and circulate within manufacturing by reusing. Do not promisetags and circulate within manufacturing by reusing. Do not promisepositive NPV at this stagepositive NPV at this stage

Encourage major vendors supplying assemblies costing more thanEncourage major vendors supplying assemblies costing more than

Rs. 10,000 per piece to start similar pilots so that the benefits areRs. 10,000 per piece to start similar pilots so that the benefits areshared across the supply chainshared across the supply chain

Once the pilot is successful in establishing positive NPV, duplicateOnce the pilot is successful in establishing positive NPV, duplicateon all A items (costing Rs 5000 or more), down the value chain,on all A items (costing Rs 5000 or more), down the value chain,costly assembly first- all in manufacturingcostly assembly first- all in manufacturing

Do not go for the parts warehouse immediately. Let the partsDo not go for the parts warehouse immediately. Let the parts

warehouse follow manufacturing. Costs will be minimal, if done inwarehouse follow manufacturing. Costs will be minimal, if done inthis fashion.this fashion.

Expand beyond the supply chain on both ends byExpand beyond the supply chain on both ends by Bar code B and C components, simultaneously and integrate theBar code B and C components, simultaneously and integrate the

two technologiestwo technologies



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RFID is not a technology solution to supply chain complexityRFID is not a technology solution to supply chain complexity

in manufacturing. It can only fit in properly if it is embeddedin manufacturing. It can only fit in properly if it is embedded

into processes, not the other way round. Its value, as withinto processes, not the other way round. Its value, as with

any technology, lies in providing solutions to particularany technology, lies in providing solutions to particular

business challenges. While doing so, one should be aware ofbusiness challenges. While doing so, one should be aware of

its advantages and its pitfalls.its advantages and its pitfalls.

I also refer to aI also refer to a FortuneFortune interview in which the Federalinterview in which the Federal

Express CIO, when asked about RFID, quoted Bill Gates'Express CIO, when asked about RFID, quoted Bill Gates'

definition of a "two-ten technology," i.e., for the first twodefinition of a "two-ten technology," i.e., for the first two

years, it's all about hype, then disappointment, until 10years, it's all about hype, then disappointment, until 10

years later when people realize the technology has becomeyears later when people realize the technology has becomeembedded in daily life.embedded in daily life.


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??

S f R ltS f R lt


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Summary of ResultsSummary of ResultsThere is a linear increase in value of postponement with COV.This is expected due to COV and mean demand being uniformly

distributed and calculation of standard deviation (SD) fromthese two leads SD to be uniformly distributed. VOP will thushave linear relation ship with change in COV or mean demandat given No. of models.

Value of postponement increases sharply as the number ofmodels goes up from 2 to 8. However, as the number of modelsis increased further towards 80, relative increase is muchlower. This leads us to an interesting observation postponement strategies yield comparatively high value ofpostponement when number of products to be differentiated is

small. As the number of models is increased, marginal benefitis not as high.

Change in business process to effect postponement will costthe company Rs. 5 Crore approximately. Assuming COV to be a

moderate 10%, we get a VOP of Rs. 5.46 Crore for 80 models.This ields a a back eriod of less than one ear.

IMPACT OF CYCLE SERVICE LEVEL ON VOP- 80


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IMPACT OF CYCLE SERVICE LEVEL ON VOP- 80

MODELS

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00

1 3 5 7 9 11 13 15 17 19

COEFFICIENT OF VARIATION (COV)

V

OP

0.65

0.70

0.75

0.80

0.850.90

0.95

RFID A M f t i MNC 2007


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RFID Across a Manufacturing MNC 2007of interest

under investigation

in development

in shop trial

being implemented

implemented

Part/Assembly Tooling

Calibrated Tools / Gages (Certified)

Computing Assets & Security

Cranes (Overhead) Utilization-Scheduling

Consumables

Documents

Fleet Maintenance (flight hardware)

Foreign Object Detection

HazMat / Time&Temp SensMaterials

Hardware Health Monitoring

Material "out-life" (e.g. composites)

Panstock(Standards)

Parts / Assemblies - Work-in-Progress

Parts / Assembly Shipments

Personnel / Security (Boeing external)

Personnel / Security (Boeing internal)Portable / Hand Tools @ tool crib level

Portable / Hand Tools @ toolbox level

Ramp / Flight Test Equipment

Raw material / Parts Receiving

Stores Inventory

Rotables

Transport Equip (Slings, Dollies, etc)

Serialized Parts (flight hardware)

IDS,HLSS

7E7,dataTBD

Airbus

SSGU

SCustoms,

BCA,C

AS

SSGSecurity

Long

Beach

Macon

Evere

tt

Rento

n

PugetSound

Anaheim

Auburn

Tulsa

SanA

ntonio

Anaheim/ElPas

Application St.Lo

uis

Philadelphia

Wichita(Militar

Wichi

ta(Comm

Decatur

Hunts

ville

HuntingtonBea

SealB

each

CanogaPark

Mesa

Legend