Logistica Industriale 2

10/01/2006


Start


Sommario

Logistica Industriale 2

Logistics as New World

Logistics vs. Supply Chain

Supply Chain Management

SCOR Is Structured Around Five Distinct Management Processes

Model for Logistics

The Score Framework

SCOR Project Roadmap

SCOR Project Roadmap

SCOR Application

The phases of a SCOR project

SCOR Project Approach

Educate for Support

Discover the Opportunity

The analysis stage

The design phase

Develop and Implement

The Value of a SCOR Initiative

The Evangelist

The experience’s Evangelist

The Active Executive Sponsor

Educate for Support Behaviors

Discover the Opportunity: Behaviors of the Executive Sponsor

Analyse Strategy: Behaviors of the Executive Sponsor

Design Solution: Behaviors of the Executive Sponsor

Establishing Core Team Buy-In

Establishing Core Team Buy-In

Establishing Core Team Buy-In

Week one : Planning and Organizing

Week one : Planning and Organizing

Week one : Planning and Organizing

Week one : Planning and Organizing

Week one : Planning and Organizing

Week Two: Project Kickoff and SCOR Metrics

The Project Kickoff

The Project Kickoff

The Project Kickoff

Reviewing a Balanced Set of Supply Chain Metrics

Example of SCORcard Matrix

Reviewing a Balanced Set of Supply Chain Metrics

Defining Metrics and Benchmarks

Defining Metrics and Benchmarks

Week Three: Benchmarks, Competitive Requirements, and Steering Team Review Number One

Chip Exercise: Competitive Requirements Analysis

Rules for the Chip Exercise

Rules for the Chip Exercise

Preparing For Steering Team Revies Number One

Week Five: Initiating AS IS Material Flow and steering Team Review Number Two

Validating Gap Analysis and Preparing Steering Team Review Number Two

Launching Phase III: Design Material Flow

Initiating AS IS Material Flow

Source

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MAKE

Deliver

Return

Plan

Plan

Plan

Level of Detail

Geographic Maps

Location Level Two Process

Material Flow Performance

Material Flow Performance

Week Six: The AS IS Material Flow Pwrformance Summary

Reviewing the Material Flow Performance Summary and Refining Geographic Maps

The Material Flow Performance Spreadsheet

Week Seven: Material Flow Disconnect Analysis and Steering Team Review Number Three

Week Eight: The Disconnect and Opportunity Analysis

The Disconnect and Opportunity Analysis

The Disconnect and Opportunity Analysis

Week Nine: Opportunity Summaries, Initiating TO BE Material Flow, and Steering Team Review Number Four

Completing the Opportunity Analysis

Review and Refine Assumptions

Identify Further Validation Resources

Prioritizing the Opportunities

Week Ten: Identifying Changes and Initiating TO BE Models

REFINING to be Models and Initiating Quick-Hit Plans

Week Eleven: Initiating AS IS Work and Information Flow

Planning the Staple Yourself Analysis

Week Twelve: The Stable Yourself Kickoff and Analysis

Understanding the Transaction Analysis Worksheet

Understanding the Transaction Analysis Worksheet

Week Thirteen: The AS IS Swim Diagram and Steering Team Review Number Six

Assembling the Preliminary AS IS Swim Diagram

Sample purchase order swim diagram

Assembling the Preliminary AS IS Swim Diagram

Week Fourteen: The AS IS Productivity Summary

Assembling the AS IS Productivity Summary

Transaction Productivity Summary Sample

Initiating TO BE Work and Information Flow

Week Fifteen: The TO BE Work and Information Flow Blueprint and Steering Team Review Number Seven

Reviewing the SCOR Level Three Baseline Blueprint

Adjusting Sim Lanes

Identifying Transaction Examples

Business Test Scenario Template

TO BE Productivity Improvement

Week Sixteen:The TO BE Summary and Project Portfolio

Estabilish the Overall Project Portfolio and Initiatig the Return-on-Investiment Analysis

The basicformat translated each project on the list into a three-year benefits schedule,detailing a cost estimate for the first-year expenses to get the implementation pilot and roll_out plan completed.

Estabilish the Overall Project Portfolio and Initiatig the Return-on-Investiment

Week Seventeen: Implementation Planning and Steering Team Review Number Eight

The Final Steering Team Review

The Roles of Change

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Successful Supply Chain Attributes

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Why the Internet?

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Intel eBusiness Goals

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eBusiness Strategies for the Supply Chain

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Agenda

Market Evolution

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Agenda

E-Business Context for SCM IT

Collaborative Commerce Concepts for a Trading Community

Collaborative E-Business Components

Portals, Exchanges, and Marketplaces

COTS Integration Considerations

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Agenda

Application of Enabling IT for Best Commercial Business Practices

Commercial vs. A&D Requirements & Challenges

Overview of Global Aerospace & Defense Exchange

Additional Lockheed Martin / DoD Examples

Agenda

System of Systems Concepts & Systems Integration Challenges

Enterprise Application Integration (EAI) Approaches and Solutions

A&D Leverage of Commercial Organizations / Standards Defining Interoperability

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Agenda

Summary: Benefits for the Value Chain

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Integrated System Solution - Process Emphasis

Technology Must Earn Its Way Into Airline Operations

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Web Access Part Page

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Tailored Business Streams

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Boeing’s Integrated Digital Strategy

Product Strategy Boeing On-Line Data

BOLD Network

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PMA Is a Process Support Tool

Intelligent Diagnostics

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Value of Digital Products

Adding Value While Reducing Ground Maintenance Costs

Summary

Applying SCOR to Enable Competitive Supply Networks

Agenda

The Challenge of Implementing Supply Chain Improvements

“Internet Speed” is Driving new Requirements

Supply Chain Operations Reference (SCOR) Model as an Accelerator

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AVOID the TRAIN WRECK: SCOR Provides Consistent Business Process Context for RosettaNet

Value Proposition for Mapping SCOR to RosettaNet

Joint Project Approach

Applying the ARIS Framework to Define the SCOR Process Context

Define the Business Requirement within the Same framework

Business Collaboration Model?

A Framework is Needed to Map the Business Collaboration Model to PIPs

Edifecs Metamodel

E-Collaboration Opportunities are Identified in SCOR Models

The eBiz Scenario Diagrams will be used to Define Business Collaboration Models

We will Team with Edifecs to Apply the Elaboration Methodology

Pilot Supply Chains Under Consideration....

Intel-Siemens Proof of Concept Architecture

Challenges to This Scenario

Applicable RosettaNet PIPs will be Identified for the Collaboration

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Event-based Workflow Benefits Collaboration Models in TP Hubs

Event-based Workflow Benefits Collaboration Models in TP Hubs

Next Steps

Supply Chain - Case Study

Improvement process overview

Case study

Background Information

Stage 1

SBU information flows - ERP - non ERP

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Benchmarking - Identifying benefits

Stage 2

Project Teams

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Stage 3

Finished Goods

Stocks

Debtor days

Debtor chasing process

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Debtors

Conclusion

Enhancing Supply Chain Competitive Advantage

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Objectives

Owens Global Logistics Assessment Process

Assessment Process

AEP Assessment

AEP Supply Chain Opportunity Assessment

Competitive Positioning

Current State - Planning

Current State –Enabling Processes

Current State – Supply Chain

Performance vs Practices

Visioning Workshop

Recommendations

Sales & Operations Planning

Sales & Operations Planning

SCM Business Rules

AEP Supply Chain Improvement Program

Conclusion

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CONTENT

UNILEVER & SUPPLY CHAIN

This is Unilever

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SCOR ‘journey’ within UNILEVER

The SCOR ‘journey’ in Unilever

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Unilever structure

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The SCOR ‘journey’ in Unilever

We started with this ...

We agreed on using SCOR as a basis -> our level 2 model

We linked Supply Chain to Unilever Business Process Model

Why KPIs ?

We developed a Supply Chain KPI structure

We linked the KPIs to Performance drivers

Supply Chain KPIs - level 0

MAKE KPIs - example of level 1

The SCOR ‘journey’ in Unilever

We’ve created a Supply Chain Strategy Development process

We apply the Supply Chain model in the strategy process

Supply Chain Improvement Methodology

The SCOR ‘journey’ in Unilever

We’ve created a structure for Supply Chain Skill Development

We are creating programmes for Skills training - example

We’ve developed a supply chain career map

Benefits and future of SCOR for Unilever

Benefits of SCOR approach for Unilever

Future of SCOR within Unilever

Supply Chain Strategy of Business Group Pharmaceuticals

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Group Overview

Health Care

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SCOR and MOPAR’s Lean Distribution Process

Material & Order Flow Team

MOPAR is the Parts and Service Division of the Chrysler Group

MOPAR’s direct customers are the dealers and distributors that service Chrysler brand vehicles throughout the world.

Annual Volumes Sales: $4 billion Lines Volumes: 56 million Customer Penetration: 40%

CPD - Controlled Parts Delivery LLP - Lead Logistics Provider EDI - Electronic Data Interchange PDC - Parts Distribution Center NPDC - National Parts Dist. Ctr. SDS - Supplier Delivery Schedule ASN - Advanced Shipment Notice ASC - Advanced Shipment Consolidation

Collaboration

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CPD Elements

CPD Statistics

CPD Challenge

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CPD Program Costs

Mopar Lean Distribution Program

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Fill Statistics Lean Distribution

Project Approach to Using SCOR - Educate - Discover - Analyze - Design - Develop - Implement

EDUCATION - Material & Order Flow Team - Lead Logistics Provider - Select Suppliers - Inventory Control - NPDC Warehouse Operations

Project Approach to Using SCOR - Educate - Discover - Analyze - Design - Develop - Implement

DISCOVER Define Project and Charter Financial Opportunity Performance Metrics

Project Charter Determine if the current Controlled Parts Delivery and Lean Distribution processes are being utilized to their fullest potential.

Business Objectives Improve Supplier Delivery Performance Reduce Delivery Cycle Time Reduce Inventory Improve Dealer Fill

Project Objectives Review Part and Supplier Selection Criteria Determine System(s) Utilization Define All Meaningful Metrics

P & L Review Verify Inventory Levels Calculate Delivery Velocity Determine Transportation and Operations Cost Alternatives

Performance Metrics Supplier Delivery Performance Dealer Order Fill Rate Supply Chain Response Time Value Added Productivity Inventory Days of Supply

Basic SCOR for MOPAR

Project Approach to Using SCOR - Educate - Discover - Analyze - Design - Develop - Implement

ANALYZE Metrics Basis of Competition Definition of Lean Parts

Level 1 Performance Metrics

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Definition of a Lean Part High Volume Supplier Packaged Pallet Quantities No PO Economics TTL Only

Project Approach to Using SCOR - Educate - Discover - Analyze - Design - Develop - Implement

DESIGN Existing Supply Chains Excluded Parts

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SCOR Level 3 Processes

P1 – Plan Lean Distribution

P2 - PLAN SOURCE Lean Distribution

P4 - PLAN DELIVER Lean Distribution

S1 - SOURCE Lean Distribution

D1 - DELIVER Lean Distribution

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Integrated Logistics Capability

Agenda

The Motivation

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The Business Imperative

How We Compare to Commercial Best-in-Class

What If?

ACMC Recommendations

VISION

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Tools

Categorization of Product Major Quadrant Characteristics

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Why SCOR?

SRAC

“Shared Data…Enter Once, Use Often”

Good Process + Good Data = “Happy Place”

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Product Inventories

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Current Status

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AUSA Supply Chain Agenda

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Alcatel Worldwide

The Business Units

Alcatel USA

A Commitment to Excellence

Alcatel in the Marketplace

Telecom Industry Projections

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Why Did We Need Supply Chain Management Improvement?

Why Did We Need Supply Chain Management Improvement?

Why Did We Need Supply Chain Management Improvement?

AUSA Supply Chain Focus

“ Realizing” that Vision

“ Realizing” that Vision (Cont’d)

Flexible and On-Time

Flexible and On-Time

AUSA Supply Chain BIC

AUSA Supply Chain BIC

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Business Environment Changes That Challenged the Supply Chain

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One Year Later...

One Year Later…(cont’d)

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Logistica Industriale

Logistica Industriale

Logistica Industriale

Logistica Industriale

Autore:Agostino G. Bruzzone

Posta elettronica: marina.massei@liophant.org

Home Page: http://www.liophant.org

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Copyright (c) 2006 Liophant