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
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Successful Supply Chain Attributes
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Why the Internet?
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Intel eBusiness Goals
Logistica Industriale
eBusiness Strategies for the Supply Chain
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Agenda
Market Evolution
Logistica Industriale
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
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Agenda
Summary: Benefits for the Value Chain
Logistica Industriale
Logistica Industriale
Logistica Industriale
Integrated System Solution - Process Emphasis
Technology Must Earn Its Way Into Airline Operations
Logistica Industriale
Web Access Part Page
Logistica Industriale
Tailored Business Streams
Logistica Industriale
Boeing’s Integrated Digital Strategy
Product Strategy Boeing On-Line Data
BOLD Network
Logistica Industriale
PMA Is a Process Support Tool
Intelligent Diagnostics
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Benchmarking - Identifying benefits
Stage 2
Project Teams
Logistica Industriale
Stage 3
Finished Goods
Stocks
Debtor days
Debtor chasing process
Logistica Industriale
Debtors
Conclusion
Enhancing Supply Chain Competitive Advantage
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
CONTENT
UNILEVER & SUPPLY CHAIN
This is Unilever
Logistica Industriale
Logistica Industriale
Logistica Industriale
SCOR ‘journey’ within UNILEVER
The SCOR ‘journey’ in Unilever
Logistica Industriale
Logistica Industriale
Unilever structure
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
Group Overview
Health Care
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
CPD Elements
CPD Statistics
CPD Challenge
Logistica Industriale
Logistica Industriale
CPD Program Costs
Mopar Lean Distribution Program
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Integrated Logistics Capability
Agenda
The Motivation
Logistica Industriale
The Business Imperative
How We Compare to Commercial Best-in-Class
What If?
ACMC Recommendations
VISION
Logistica Industriale
Tools
Categorization of Product Major Quadrant Characteristics
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Why SCOR?
SRAC
“Shared Data…Enter Once, Use Often”
Good Process + Good Data = “Happy Place”
Logistica Industriale
Product Inventories
Logistica Industriale
Current Status
Logistica Industriale
Logistica Industriale
Logistica Industriale
AUSA Supply Chain Agenda
Logistica Industriale
Alcatel Worldwide
The Business Units
Alcatel USA
A Commitment to Excellence
Alcatel in the Marketplace
Telecom Industry Projections
Logistica Industriale
Logistica Industriale
Logistica Industriale
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
Logistica Industriale
Logistica Industriale
Business Environment Changes That Challenged the Supply Chain
Logistica Industriale
Logistica Industriale
Logistica Industriale
One Year Later...
One Year Later…(cont’d)
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
Logistica Industriale
|