supply chain and sourcing_procurement raising rev 2
TRANSCRIPT
BR MKT – DANIELE CALIXTO – Feb, 2014 © ESSILOR – Essilor Brasil – Communication – Marketing - 2014BR MKT – DANIELE CALIXTO – Feb, 2014
REV 2 ...MATURITY LEVEL OF
SUPPLY CHAIN &SOURCING & PROCUREMENT ?AND HOW TO RAISE THE BAR
At Optical SegmentBy Reinaldo Leopoldo
Supply Chain &Sourcing and Procurement
DMAIC CONCEPT
DEFINE ANALYSEIMPROVEMEASURE ANALISE IMPROVE CONTROL
Supply Chain &Sourcing and Procurement
AGENDA External x Internal Concepts
Same Segment Other Segment : Automotive, Health Care, Mixed B to B
with B to C Model Adherence Timing Proposal Center of Excelence Model Priorities on Projects Standard Improving Projects Implementation LEAN & Six Sigma
GS Sales Regions and Sales Organizations
Region NAFTA:
USACanadaMexico
Region Latam:
South- and Central America
Region Oceania:
AustraliaNew Zealand
Region Direct Export:
Africa (incl. S.Africa)Middle EastRussiaIndia
Region Asia:
PRC - Japan - Korea - Asean*
*Asean includes Malaysia, Singapore, Thailand, Vietnam, Indonesia, Philippines
Regions Europe:
See previous Slide
Generic Model for SO : Customer Operations (1)
Customer Operations Manager
Customer Care
Supply ChainLogistics Procurement
Equipment
Consumables
Spares
Forecast maintenance
MRP , Call Off and Inventory management
Order FF Equipment
Order FF Consumables
Customer, Contract and price maintenance
Goods for resale
Services
CommoditiesProduct Master data
Country level ( for consumables, when still available )
XXXXXICS HQ
GS OPERATIONS : REGION LATAM
XXXXXSCM HQ
XXXXXXProd HQ
R.LEOPOLDOLATAM OPS Dir
XXXXXX Proc HQ
XXXXXVP Global OPS
XXXXXLogistics HQ
XXXXXXOPS Mgr Brazil ZZZZZZZ
SPV SCM LATAM
XXXXXOPS Mgr Chile
XXXXXXOPS Mgr Arg
XXXXXXOPS Mgr Col
XXXXXXXOPS Mgr Ven
ZZZZZZZZSPV Proc. LATAM
ZZZZZZZZZSPV CCC LATAM
7
S.C.M. Team
May 2008
8
B.D.P.On Supply Chain
Distribution
S.C.M. B.D.P. InitiativesAmericas B.D.P. StructureB.D.P. on S.C.M. Activities
Foreign Trade Procurement Planning
9
9 work packages, each with defined owners & action plans
S.C.M. Improvement ProjectWork Packages
5.0 Supply Chain Improvements
Reinaldo Leopoldo
5.1 SOP
Processes
Glauceane Cordeiro
5.2 Demand
Forecasting:
Domestic & LA
Cris Maia & Acacio Abrunhosa
Inter companyAcacio Abrunhosa
5.3 Scheduling
& Molds
Forecasting& Supply
Luis Justen &
Marcos Morais
5.4 Inventory Health
& Finished Goods
Luis Justen&
Luciana Bade
5.5 Service Level
Acacio Abrunhosa&
Tereza Quintella
5.6 Organization
& Culture
Acacio Abrunhosa &
Sebastião Rodrigues
5.7 Procurement
Paulo Duriez&
Jose Carlos Lisboa
5.8 Freight &
Distribution
Fernando Grillo
5.9 Importation
& Exportation
Paulo Duriez
10
GENERAL HILIGHTS - STEERING TEAM UPDATING
•
RL
11
GENERAL HILIGHTS - STEERING TEAM UPDATING
•
RL
Responsible Month Fev Jan Dec Nov Oct Sept Aug
Result 1,0 3,0 3,0 3,0 1,0 2,0 8,0Dif. -80% -40% -40% -40% -80% -60% 60%Result 6,0 6,0 5,0 4,0 6,0 5,0 6,0Dif. 0% 0% -17% -33% 0% -17% 0%Result 9,0 6,0 6,0 8,0 7,0 6,0 7,0Dif. -10% -40% -40% -20% -30% -40% -30%Result 0,0 1,0 1,0 1,0 0,0 1,0 0,0Dif. -100% -80% -80% -80% -100% -80% -100%Result 2,0 2,0 2,0 1,0 2,0 1,0 2,0Dif. -33% -33% -33% -67% -33% -67% -33%Result 20,0 20,0 19,0 19,0 20,0 19,0 19,0Dif. 0% 0% -5% -5% 0% -5% -5%Result 35,0 36,0 33,0 36,0 37,0 30,0 37,0Dif. -13% -10% -18% -10% -8% -25% -8%Result 5,0 3,0 5,0 5,0 5,0 3,0 5,0Dif. 0% -40% 0% 0% 0% -40% 0%Result 20,0 20,0 22,0 27,0 25,0 27,0 23,0Dif. -26% -26% -19% 0% -7% 0% -15%Result 0,0 0,0 0,0 0,0 0,0 0,0 43,0Dif. -100% -100% -100% -100% -100% -100% 115%Result 34,0 25,0 37,0 28,0 38,0 34,0 32,0Dif. -24% -44% -18% -38% -16% -24% -29%Result 6,0 7,0 6,0 17,0 7,0 5,0 7,0Dif. -50% -42% -50% 42% -42% -58% -42%Result 10,0 11,0 10,0 14,0 9,0 11,0 12,0Dif. -17% -8% -17% 17% -25% -8% 0%Result 1,0 3,0 1,0 2,0 2,0 2,0 1,0Dif. -67% 0% -67% -33% -33% -33% -67%Result 5,0 5,0 7,0 6,0 6,0 5,0 4,0Dif. 0% 0% 40% 20% 20% 0% -20%Result 3,0 6,0 4,0 4,0 2,0 3,0 5,0Dif. -40% 20% -20% -20% -60% -40% 0%Result 1,0 14,0 4,0 1,0 1,0 5,0 8,0Dif. -80% 180% -20% -80% -80% 0% 60%Result 82% 68% 88% 72% 75% 75% 76%Dif. 11% 26% 5% 21% 18% 18% 17%Result 88% 87% 92% 88% 93% 93% 93%Dif. 5% 5% 0% 4% -1% -1% -1%
GERAL - J&J Consumer - 2010 PERFORMANCE - Geral
6
10
Carrier
CarrierETD x ETA - Marítimo - A, E e Merc/Santos
ETD x ETA - Marítimo - Asia / Santos
Pick-up Real x ETD - Aéreo
Pick-up Real x ETD - Marítimo
Pick-up Real x ETD - Rodoviário
5
Baseline
3
20
PHASE
ETD x ETA - Aereo
5
1
2
2
12
27
20
40
ETD x ETA - Marítimo - AMER / Itajaí
3
DI Register x Customs Clearence
ETA x DI Register - Aéreo
4
ETD x ETA - Rod - Merc/SJC
4
ETD x ETA - Marítimo -EURO / Itajaí
ETD x ETA - Marítimo - Asia / Itajaí
3
3
Broker
4 Broker
ETA x DI Register - Marítimo
ETA x DI Register - Rodoviário
3
Broker 5
Carrier
Carrier
12
3
RoadTransportation
45
Broker
56 Local Transp. / MAM
5
5
3
Carrier
Carrier
Customs Clearence x Delivery a J&J (MAM)
2
3
3
Cardo Agent
Cardo Agent
Cardo Agent
Cardo Agent
Pick-up Request x Pick-up Real
Delivery a J&J X Factory Nec JPML 92%
7 Delivery a J&J X Factory Nec (Sem Pedidos Delay + MAM + DPA) JPML 92%
6 Customs Clearence x Delivery a J&J (DPA) Local Transp. / DPA 5
7
Phases Name Target FEB/10 JAN/10 Dec Nov Oct Sept Aug-2 17 12 8 9 9 1
-166,67% 466,67% 300,00% 166,67% 200,00% 200,00% -66,67%14 12 13 13 12 7 10
366,67% 300,00% 333,33% 333,33% 300,00% 133,33% 233,33%0 0 0 0 0 0 1
-100,00% 0,00% -100,00% -100,00% -100,00% -100,00% 0,00%0 0 4 2 0 1 0
-100,00% -100,00% -20,00% -60,00% -100,00% -80,00% -100,00%1 1 0 0 1 0 0
-90,91% -100,00% -100,00% -80,00% -100,00% -100,00%0 0 0 0 0 1 0
-100,00% -100,00% -100,00% -100,00% -80,00% -100,00%5 5 2 2 3 2 2
150,00% 150,00% 0,00% 0,00% 0,00% -33,33% -33,33%2 2 3 2 - - -
-33,33% -33,33% 0,00% -33,33% - - -13 28 33 24 28 21 20
-50,00% 7,69% 26,92% -7,69% 21,74% -8,70% -13,04%14 16 18 17 - - -
-46,15% -38,46% -30,77% -34,62% - - -7 7 7 7 7 7 8
0,00% 0,00% 0,00% 0,00% -12,50% -12,50% 0,00%3 3 3 3 2 3 6
0,00% 0,00% 0,00% 0,00% -33,33% 0,00% 100,00%3 9 15 5 8 7 10
-40,00% 80,00% 200,00% 0,00% 60,00% 40,00% 100,00%2 1 1 2 3 3 4
-93,10% -50,00% -50,00% 0,00% 0,00% 0,00% 33,33%3 2 1 1 2 2 2
0,00% -33,33% -66,67% -66,67% 0,00% 0,00% 0,00%2 3 4 3 4 2 2
-33,33% 0,00% 33,33% 0,00% 100,00% 0,00% 0,00%1 2 2 1 1 2 2
-66,67% -33,33% -33,33% -66,67% -50,00% 0,00% 0,00%5 3 1 1 0 1 1
400,00% 200,00% 0,00% 0,00% -100,00% 0,00% 0,00%87% 70% 80% 82% 89% 84% 88%
-5,61% -24,03% -12,62% -10,49% 2,68% 8,00% 4,00%97% 83% 96% 93% 96,00% 95,00%
5,84% -10,00% 4,43% 1,09% 4,35% 3,26%
KPI - Dasboard - Import - Argentina
Shipping x Arrived - Road
Shipping x Arrived - Air - America
LPT6(Phase 60)
LPT7(Phase 70)
LPT2(Phase 20)
LPT3(Phase 30)
LPT4(Phase 40)
LPT5(Phase 50)
Shipping x Arrived - Ocean - America
D.I. Register x Clearance - Ocean
2
92%
3
1
D.I. Register x Clearance - Road
Clearance - Factory Arrival
5
2
JJ Necessity x JPML Delivery
3
3
Estimated Pick-up x Real Pick-up Road 0
Real Pick-up x Shipping - Air
Arrived x D.I. Register - Air
Arrived x D.I. Register - Ocean
Arrived x D.I. Register - Road
7
D.I. Register x Clearance - Air
Estimated Pick-up x Real Pick-up - Ocean 3
3
Real Pick-up x Shipping - Road 0
5
Real Pick-up x Shipping - Ocean 5
26
LPT1(Phase 10)
Estimated Pick-up x Real Pick-up - Air
JJ Necessity x JPML DeliveryWithout P.O. Delay
LPT7(Phase 70) 92%
Shipping x Arrived - Air - Europe 3
Shipping x Arrived - Ocean - Europe 26
3
Governance Process Element: LATAM Assessment - Calendar
M T W T F S S M T W T F S S M T W T F S S1 1 2 3 4 5 1 2 3
2 3 4 5 6 7 8 6 7 8 9 10 11 12 4 5 6 7 8 9 109 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 1716 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 20 21 22 23 2423 24 25 26 27 28 29 27 28 29 30 25 26 27 28 29 30 3130 31
M T W T F S S M T W T F S S M T W T F S S
1 2 3 4 5 6 7 1 2 3 4 5 1 28 9 10 11 12 13 14 6 7 8 9 10 11 12 3 4 5 6 7 8 915 16 17 18 19 20 21 13 14 15 16 17 18 19 10 11 12 13 14 15 1622 23 24 25 26 27 28 20 21 22 23 24 25 26 17 18 19 20 21 22 2329 30 27 28 29 30 31 24 25 26 27 28 29 30
31
M T W T F S S M T W T F S S M T W T F S S
1 2 3 4 5 6 1 2 3 4 17 8 9 10 11 12 13 5 6 7 8 9 10 11 2 3 4 5 6 7 814 15 16 17 18 19 20 12 13 14 15 16 17 18 9 10 11 12 13 14 1521 22 23 24 25 26 27 19 20 21 22 23 24 25 16 17 18 19 20 21 2228 29 30 26 27 28 29 30 31 23 24 25 26 27 28 29
31 30
M T W T F S S1 2 3 4 5 6
7 8 9 10 11 12 1314 15 16 17 18 19 2021 22 23 24 25 26 2728 29 30 31
NOVEMBER
MAY
AUGUST
DECEMBER
JUNE JULY
SEPTEMBER OCTOBER
MARCH APRIL
T E X
T
Colombia (MS – System)• Import Operation• Export Operation
Brazil (MS – System)• Import Operation• Export Operation• Duty Drawback
Operation
Argentina (MS – System)• Import Operation• Export Operation
Latin America Operation
Paraguay and Uruguay• Import System• Export System
Peru, Ecuador and Venezuela• Import System• Export System
Target Efective Target Efective Target Efective Target Efective Target Efective Target Efective Target Efective9,37 9,02 8,9 10,27147186 10,86 4,19952381 4,96
275% 261% 256% 311% 334% 68% 98%27 28 27 28 27 23 23
4% 4% 0% 4% 0% -15% -18%12 10 9 6 6 5 3
-25% 11% 13% -14% 0% -17% -50%38,5 38,73 37,56 39,84541126 41,99 7,537142857 8,55952381
1000% 1007% 973% 1038% 1100% 115% 145%$54.178,17 $47.598,70 $59.030,81 $67.129,32 $66.048,75 $49.237,72 $58.007,78
-36% -44% -31% -21% -22% -42% -32%$497.284,66 $397.481,43 $466.062,67 $494.966,62 $439.513,77 $381.375,94 $469.880,73
50% 20% 40% 49% 32% 15% 42%$214.056,65 $213.450,91 $213.450,91 $218.527,55 $191.065,13 $191.065,13 $191.065,13
2% 0% 0% 2% -11% -11% -11%$8.914,06 $463,34 $96,01 $0,00 $2.382,17 $0,00 $8.025,66
-7% -81% -98% -100% -41% -100% 233%$8.464,01 $18.045,12 $7.986,36 $4.999,90 $5.494,32 $2.240,94 $4.231,44
34% 185% 26% -21% -13% -65% -33%$9.043,65 $9.524,29 $10.437,74 $10.575,24 $9.293,23 $8.695,51 $6.250,59
44% 76% 99% 107% 88% 76% 23%$87.508,71 $73.596,72 $72.088,88 $97.018,01 $63.700,16 $56.443,36 $64.636,84
-3% -12% -11% 26% -17% -27% -16%$0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00
#DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
2,5 2,5
$85.159,36 $85.159,36
$331.944,41
$214.215,47
Penalties $0,00
$213.450,91
$10.623,86
$90.401,24
$0,00
$12.844,69
$6.300,00
$90.385,41
2,5 2,5
2727
2,5
27
Performance by Head 2,5
Head Counts
2,5
2826 27
AGP 15
Overtime
$192.739,65
$13.994,89
3,5Total Performance
Revenue
KPI´s 2008 Average Janeiro/09 Março/09 Julho/09Junho/09Abril/09 Maio/09
68
3,53,5
16 6
3,5
7
3,5
6
$79.815,70
27
Telefone
$326.600,75 $331.944,41
$85.159,36Revenue by Head
$5.400,00
Travel Expenses
Salary*
$6.340,00
$213.450,91
$331.944,41
$85.159,36
$0,00
$6.340,00
$209.521,39
$9.572,10
$83.416,36
$2.412,00
$6.340,00
$5.250,00
$331.944,41
Third Parties*
Fevereiro/09
27
9
3,5
$85.159,36
$81.385,20 $77.024,32
$0,00
$4.045,33
$0,00
$214.215,47
$4.045,33
$6.340,00
$5.100,00
$0,00
3,5
2,5
$85.159,36
$331.944,41
$6.340,00
$4.950,00
$77.024,32
$214.215,47
$331.944,41
$0,00
$2.412,00
$6.340,00
$4.950,00
$4.045,33
$77.024,32 $77.024,32
$0,00
$5.100,00
$331.944,41
$214.215,47
$2.412,00
$6.340,00
3,5
$85.159,36
Dashboard
Finance Review
Supply Chain &Sourcing and Procurement
DEFINE
SUPPLY CHAIN STRUCTURE..
SC ROUTINES
SOURCING & PROCUREMENTSTRUCTURE
.
.SP ROUTINES
REINALDO LEOPOLDO
Supply Chain &Sourcing and Procurement
DEFINE
SC AGENDA:.Sales
.Inventory.Services
.New Products .Deals
.etc
SP AGENDA:.Total Cost Optimization
.Working Capital Improvement.Complexity Reduction
REINALDO LEOPOLDO
Supply Chain &Sourcing and Procurement
DEFINE
SUPPLY CHAIN STRUCTURE..
SC ROUTINES
SOURCING & PROCUREMENTSTRUCTURE
.
.SP ROUTINES
REINALDO LEOPOLDO
Inside / Outside Analisys: January 2015
Inside or Outside To give more visibility for the SC and SP
Routines Standard Improving Projects ImplementationRaise the bar concept Fast Improvements with Sustainable Routines LEAN & Six Sigma Implementation To create knowledge Centers : CE Crucial Partnership with FI and IT To identify Non Compliant Practices and
Implement a Compliant Enviroment SC and SP Routines Outside Brazil Region wise to incentive convertion project Implementation of Fast Line with WW To use Group sinergy. Ex : MX
Unite BR with Latam
Manage IT
Lean concept at LatAm Labs
BR LAPAS
DEFINE
BRAZIL
Productivity at BR Labs
It is not an Operations Area
Wide Supply Chain Management Concept & Its Pillars A
PlanningStrategy
1 - NORTH
2 - MEXICO
3 - SOUTHER CONE
4 - BRAZIL
DProcurement
BForeign Trade
Supply Chain andSourcing & Procurement
ZStandardization
CTransport Wareh
W1 6 Sigma 2 LEAN
Wide Supply Chain Management Concept & Its Pillars A
PlanningStrategy
1 – NORTH
2 - MEXICO
3 - SOUTH
4 - BRAZIL
DProcurement
BForeign Trade
Supply Chain &Sourcing and Procurement
ZStandardization
CTransport Wareh
W1 6 Sigma 2 LEAN X X
Routines, Agendas & Objectives and StrategiesA
PlanningStrategy
1 - NOCCA
2 -MEXICO
3 - SOUTHERN CONE
4 - BRAZIL
DProcurement
BForeign Trade
Supply Chain &Sourcing and Procurement
ZStandardization
CTransport Wareh
W1 6 Sigma 2 LEAN
1.To Name the Forecasts and exception Releases2. Volume Consensus2.Forecast Accy3. Fast Lane Process4. Safety Stock Concept revision 5. SOP Agenda well Known and conected
Objectives and Strategy TBD
Objectives and Strategy TBD
3 Pillars Concept
Regional Structure - Latam
242424
ELAC office
LATAM Headquarters
* NOCCA: North Cone of South America, Caribbean and Central America
SC and S&P LATAM : RL
S&OP LATAM CYCLE Regional
1 - MEXICO CYCLE
2 - NOCCA
3 - SOUTHERN CONE
4 - BRAZIL
APlanningStrategy
DProcurement
CTransport Wareh
BForeign Trade
SC Centers of EXCELLENCE
Regional Structure - Latam
252525
* NOCCA: North Cone of South America, Caribbean and Central America
SC and S&P LATAM : RL
CONNECTING REGION SC INTO WW SUPPLY CHAINLA
TAM
SC
Regional Structure - Latam
262626
ELAC office
LATAM Headquarters
* NOCCA: North Cone of South America, Caribbean and Central America
SC & PROCUREMENT LATAM : RL
1 - MEXICO CYCLE
2 - NOOCA
3 - SOUTHER CONE
4 - BRAZIL
APlanningStrategy
DProcurement
CTransport Wareho
BForeign Trade
SC Centers of EXCELLENCE
Supply Chain &Sourcing and Procurement
DEFINE
SUPPLY CHAIN STRUCTURE..
SC ROUTINES
SOURCING & PROCUREMENT STRUCTURE
.
.SP ROUTINES
REINALDO LEOPOLDO
PROJECTS PRIORITIES
PROFILES :
28
<>
PROJECT II HQ SCM CONECTIVITY & SOP - A PROFILE : SC
29
<
PROJECT III LUPAS PARA LEITURA – A PROFILE : MIXED
30
<>
PROJECT IV….C RETAIL DEVELOPMENT
PROFILE : MIXED
31
<>
PROJECT V MORE PROFESSIONAL PROFILES - APROFILE : NETWORKINGVIE + MANAGERS
32
<>
PROJECT XI US DC FOR ASIA PRODUCTS MIA OR TAMPA PROFILE : SC
33
<
34
SC – S&P LATAM : TEAM & RLJan Fev Mar Abr Mai Jun Jul Ago Set Out Nov Dez Jan Fev Mar Abr Mai Jun
20162015
GENERAL PLAN
EP 1 st
SC & SP
Better utilization of ASIA Platform SP Structure Disclosure, Hiring,Trainig Plan or the SP team
SCWW SC ROUTINES Better Connectivty
Strategics Lupas Project
OG SC
EP1st
BRAZIL TEMPORARYDRP >
Freelog> EDAM
KEY REGIONAL BID SUPPORT With HQ and RCA evaluation
Thank You very much