supply chain process management in vestas
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Supply Chain Process Management in Vestas. Presentation done by Roxana, Christel, Beathe John and Thomas. Introduction. The study Vestas SCPM Problems 7 objectives Evaluation Recommendation / conclusion . Study question. - PowerPoint PPT PresentationTRANSCRIPT
Supply Chain Process Management in Vestas
Presentation done byRoxana, Christel, Beathe
John and Thomas
IntroductionThe studyVestasSCPM Problems7 objectivesEvaluationRecommendation / conclusion
Study questionThe study of Supply Chain Process
Management application in VestasWHYVestas changed their strategy in 2006 to
improve its market leader position in the global wind power industry
Facing problems, especially in SC process management
Supply Chain Process ManSuppliers Vestas Customers
Towers andSteel components
- Private owners- Wind turbine asso- Local power companies
Company InformationVestas is the world’s leading
producer of high-tech wind power systems
Head office in Randers Denmark.13000 employees. Production facilities in: Denmark,
Germany, India, Italy, Scotland, England, Spain, Sweden, Norway, Australia and China.
Strategy“Vestas’ strategy is to supply
customized wind power solutions… that can generate electricity of the optimal quality at the most competitive price”
Vision: Oil, Wind and GasMission: At Vestas failure is not an
option
Supply chainComplex product (over 8000 parts)
Deteriorating customer satisfaction
The stability of supplies of key components is crucial to Vestas’ ability to fulfill orders
SWOT•Goodwill from capital markets•Geographically spread (less risk)•R&D department with great knowledge•Employee development programs•Market-leader position in all product segments
Lack of production facilities in the US
Past production errors has resulted in uncertainty
Backorders
Strenghts Weaknesses
Green power is supported politically with subsidies, and preferred choice among consumers.
Deregulation of power markets
The production price per output (kWh)
Economy of scale makes Large projects with large
customers e.g. offshore wind parks
local community attitude towards turbines
Larger customers lead to more competition and bargaining power
Growth without the necessary capital for development
Dependent on high-tech components from suppliers
Opportunities Threats
SCPM objectivesEffectiveEfficientAdaptableCustomer FriendlySupplier FriendlyEnvironmentally FriendlyMistake proof
Effective SCPMUntil 2005: effectiveness internally:
growth, R&D, market share, acquisitions
Efficiency demanded by suppliers Mergerforced suppliers to lower pricesPricetag sourcingLack of common SCP improvementDefects occurred after installation loss
Source: Bang, 2005
Lack of common SC objectives
Suppliers Vestas Customers
Effectiveness
EfficiencyEfficiency
Ideal situationSuppliers Vestas Customers
Effectiveness
Efficiency
Difficult to balance effectiveness and efficiency but needed to survive in compettition
Efficiency and effectiveness in SCPM after 2005
efficiency in Vestas effectiveness in suppliers Goals:
short and long term profitability for all trading partners
asset utilllization in SCVestas’ Six Sigma consultants help suppliers for long
term commitment alliancesIncrease prices to take advantage of capacity
shortage and high demand Lesson learned:”The fundamental challenge of integrated mangement is to
redirect traditional emphasis on functionality in an effort to focus on process achievement” (Bowersox et al. 2006)
AdaptableAdapt to changes in the environment
2005 New business structureGeographically distributed business units
Closer to the customers (logistics)Local knowledge (culture)Improved relations with local suppliers
ERP system (SAP) implemented in 2006-2009(parallel integration)Full integration of the different BU’s
Customer FriendlyStudy shows a decrease in customer
satisfaction due to poor…Turbine performanceHandling of customer wishes and enquiresHandling and performance of serviceInformation/knowledge sharing with
customersDelivery of spare parts on time
2006: “Dialogue for development”
Improving customer satisfaction
Investing in testing facilitiesPolicies for quick responses to
customers Acting proactively, contacting
customers regularly to get feedback (Use of Key accounts)
Integrate customers in the ERP system, to improve knowledge sharing
Extensive reporting
Supplier Friendly
High DemandPressure on suppliers
High emphasis on Dialogue suppliers
Forecasting and Demand
Estimate safety stock and inventory pre-build
Good forcast can be made from statistical data
Supply Demand Vestas
Actual demand – Rates are the answer
Replenishment rules - Magnifies with the customers replenishment rules
Suppliers’ and own inventory – Magnifies with the Supplier inventory over or under
Supplier key suggestions Integrated product development is the key
word with strategic suppliers Due to ERP they can intergrate supplier in the
process
Never be dependent on one supplier Why = To reduce reliability and vulnerability
Recognizes the need for strategic suppliers, and give a fair margin on their products Why = satisfactory is more important in the long run
Environmentally friendly processes
Big issue: Environmental awareness is increasing throughout the world
At Vestas consideration for environmental aspects
is the foundation for the products and the basis for the business concept high priority to the environment– both globally and
locallyIncrease in external environment issues and safety
“With quality and care we use the wind to create competitive environmentally friendly energy”
Certifiable management system ISO 14001 and OHSAS 18001 (77%)
Communicating knowledge at all levels integrated enviromental policy Continuous environmental improvement
Suplliers auditing abide by Vestas’ chemical and material blacklist
Reporting system Group level environmental reporting
How are processes being made environmentally friendly?
Impact on the external environment Most significant environmental impact: CO2savings from Vestas’
turbines. Environmental pay back time: 7 months
HOW: true LCA (Life Cycle Assesment) reports and Environmental Product Declarations Suggestion: Sponsor ”green” events to increase brand awareness and attention like theFIRST LEGO League (FLL) tournaments
Occupational health & safety issues
Top priority at Vestas: Safety Integration: ’Will to win’ culture = high safety culture Changing mission: ’Failure is not an option’= zero
accidents Major challange: reducing injuries by improvement,
information and training implementation Results: decrease with 22 % from last year but still major
concern! Suggestions:- continuous improvement in in-house
processes, training and education integrate different cultures together
Mistake proofFailure in First Off Shore projectWeakness was component quality
performance Repair at sea not possible transport on
shore for repair extremely costlyLearning:
failure is not an option also apllies to supplierseducation of everyone in Vestas also suppliers:
Vestas lends Six sigma consultants to its suppliers
Stop selecting by pricetagNew Mission:Failure is not
an option
SuggestionsFocus on importance of supplier
qualification and selection by: Implementing an efficient supplier
selection process
Contract administration
Summary Emphasis should be put on some issues in
particular Improving communication throughout the supply-
chain Quality problems escalate throughout the SC
An efficient supplier management is of central importance for successfull supply chain
Questions ….Why does supplier management (or
suppliers as trading partners) – play such an important role in SCPM?
What possible risks and losses can an enterprise face due to lack of integration, collaboration to trading partners in the SCM?