埃森哲公司中石化erp培训资料2课件.ppt

1、2022-4-18埃森哲公司中石化erp培训资料2埃森哲公司中石化埃森哲公司中石化erp培培训资料训资料2埃森哲公司中石化erp培训资料2Analytical processes were used to determine the inventory levelsStock to cover variations in supply and demandStock belowdraw offActual oscillationsin inventoryDifference between performing to target and actualStorage TankHeelSafet

2、y StockArea ofOpportunitiesCycle StockUnleaded Gas Inventory and Days Cover by Day by the End of April 30, 1999Safety Stock Model for Unleaded GasAverage Inventory Target = Safety Stock + 1/2 cycle stock Economic parcel sizes On time deliveries Actual off takes Replenishment triggered by one grade L

3、ack of visibility of inventory Lack of data integrity Tank capacity not aligned Lack of planning & scheduling tools Legislated or contractual agreements Demand - absolute and variable Replenishment Lead time(absolute and variable) Supply service level agreementsInventory Drivers埃森哲公司中石化erp培训资料2Once

4、we identified the inventory drivers, we were able to use many different “levers” to improve overall performanceTailored to Business FunctionManageFocus, timely reporting on inventoryIntegrated Performance Measures, ObjectivesStatistical Inventory Targets based on Demand and SupplyVariabilityRigorous

5、 Sales and Operations Planning ProcessImproved Demand ForecastingPull-based demand signals - vendor managedE-enablement and collaborative planning/ managementStrategyCommonProcess ChangesAsset Optimisation “sweating theassets”Alternate Distribution ChannelsSegmentation, make to order principleDistri

6、bution Network StrategyGet the Basics RightSynchroniseOptimiseRefex and trading optimisationShort TermMedium TermILLUSTRATIVEQuick WinsOptimal Service Levels and Hustle Strategy埃森哲公司中石化erp培训资料2Wet Products KPI ReportingDeveloped an on-line inventory key performance indicatordata collection for month

7、ly reporting, using SAP and ExcelINVENTORY METRICS - MARKETINGDesired OutcomeTo minimise the cost of holding inventoryPerformance MeasurekBBL Inventory.Performance TargetX days cover in the terminals. Number of Stock OutsThis Month:0.00Year to Date:0.00Comment: This statistic measures:1. The Marketi

8、ng Inventory from refinery flange to customer.2. The days cover of product in Marketing / Distribution.Trend: Tracking towards target.Actions:1. Continue to monitor.02004006008001,0001,2001,4001,600FY19971Q982Q983Q984Q98Jan-99Feb-99Mar-99Apr-99May-99Jun-99Jul-99Aug-99Sep-99Oct-99Nov-99Dec-990.005.00

9、10.0015.0020.0025.0030.0035.0040.0045.0050.00MARKETING FP INVENTORY (kBBL)DAYS COVER FP IN MARKETINGTARGET MARKETING INVENTORY (kBBL)埃森哲公司中石化erp培训资料2Wet Products Target Inventory ManagementImplemented an approach to reduce inventory quickly through calculating statistical safety stock targetsIdentif

10、ied the “real” safety stock levels based on inventory trade off using data extracted from SAP and using separate modelling toolsInventory ComponentActual Average Inventory Vs. Target InventoryHeelSafety StockExportPipelineDomesticPotential Reduction(1 - 2 days)11.5 days9.5 10.5 days3.0 3.5 days1.7 2

11、 days0.6 0.8 day 3 days1.2 daysTargetInventoryActualAverageDays cover05001,0001,5002,0002,5003,000808994.797.098.49999.799.9 99.951000246810121416Holding CostAlternate Supply CostTotal CostOptimal SS3 days cover99.2% Service Level% Customer Service LevelInventory Holding Vs Alternate Supply CostMill

12、ion $Days Cover埃森哲公司中石化erp培训资料2Improved demand forecasting capability decreased inventory levels at the TerminalsBased on more accurate demand forecast and statistical safety stocks, daily average inventory at terminals can be reduced.JulyAugust0510152025Million LitresSeptemberDaily inventory for HS

13、D at TerminalInventory balance - ActualInventory balance - SimulatedSafety stock + critical zoneCritical zone05152535JulyAugustSeptemberDaily inventory for ULG97 at TerminalMillion LitresAverage daily inventory at TerminalProduct Actual SimulatedULG9719.0413.34ULG923.452.7814.706.90Million Litres +/

14、- %-29.93%-19.42%-53.06%HSDLegend埃森哲公司中石化erp培训资料2and improved the replenishment “Hits & Misses”Within existing operational constraints, SCP tools can plan replenishment nearer to the newly-established safety stock level via more accurate demand forecasting and improved ship scheduling. Data: Termina

15、l from Jul 1 to Sep. 30, 1999Hits & MissesULG9785%15%ULG920%100%HSD47%53%0%0%0%Product SimulatedHitsMisses Stock-outs159131721Safety StockCritical ZoneClosing Inventory - SimulatedClosing Inventory - ActualReplenishment Hits & Misses for HSD at TerminalJulyAugustSeptemberMillion LitersHit ZoneNote:

16、Hit zone is safety stock +/- 20%埃森哲公司中石化erp培训资料2resulting in sustainable inventory reduction savings of greater than US$60 million0246810121416TotalIRI 98/99HongKongThailandThePhilippinesMalaysiaSingaporeNewZealandEnd 1999Inventory0.180.600.790.420.308.6510.94182019010097.3010.9486.3621% reductionMM

17、BBL97 BaselineInventory20%43%Distn 46%Crude 24%12%Distn 16%Crude 10%To be addressed by program in 2000 / 2001.Inventory Reductionsranged from 12% to 46% aggregated to Terminal level.NZMalaysia/SingaporeThe PhilippinesThailandHong Kong埃森哲公司中石化erp培训资料2Significant supply chain improvements were realize

18、dInformation FlowProduct FlowRetailConsumerDistributorImprove forecast accuracyImprove utilization Oil Co.CarrierReduce usageTerminalReduce inventory CoasterReduce usageCharteredImprove utilization RefineryOut of scopeImprove forecast accuracyImprove forecast accuracyForecast Error reducedTruck util

19、isationincreasedInventory reducedCharter vessel utilisationincreased埃森哲公司中石化erp培训资料2Comparison of savings against other inventory projectsComparison of Inventory % Savings forOther Oil Companies inventory reduction programsOil Company (showing % Savings Achieved)%Savings010203040AmocoUSMobil USConoc

20、oUSShell EuropeExxonEuropeCaltexAustralia埃森哲公司中石化erp培训资料2Thursdays AgendaThursdays SessionCase Study Approach using Client examplesLogistics Management Moving from Push to PullAdamExcellence in Downstream RetailKenPreventative MaintenanceAmesMRO & ProcurementAdamDoreenNancyZhou TiWinnie埃森哲公司中石化erp培训

21、资料2Impact of Market Maturity on Retail ObjectivesMarketOfferFuelDominatedMultipleServicesMarketStructureFew players/RegulatedFragmented/Deregulated/Highly CompetitiveHHI% contribution of fuels10,0005,0002,5001,250100%60%20%40%675Limited competition /high regulationNational OilCo/monopolyTraditional

22、competition / de-regulationHyper-competitive marketDABCMarket EvolutionIncrease margin on gasolineIncrease sales of ancillary productsIncrease return on real estateKey Business ObjectivesGasoline Strategy Brand Grade mix PriceMerchandise Strategy Offerings/ Categories CustomersFormat Strategy C-Stor

23、e QSR/Other alliance Other offerings (e.g. car wash, TBA) Alternative formatsNetwork Strategy Regions Site location /selectionChannel Strategy Ownership OperationHow can we increase margins?How can we get more revenues from people who stop at our site?What customers do we want?How do we reach them?埃

24、森哲公司中石化erp培训资料2Downstream Retail Framework埃森哲公司中石化erp培训资料2Conceptual Retail Organization埃森哲公司中石化erp培训资料2Conceptual Retail IT InfrastructurePoint of SaleCRMCard SystemRetail OperationsForecourtPayment 埃森哲公司中石化erp培训资料2Thursdays AgendaThursdays SessionCase Study Approach using Client examplesLogistics

25、Management Moving from Push to PullAdamExcellence in Downstream RetailKenPreventative MaintenanceAmesMRO & ProcurementAdamDoreenNancyZhou TiWinnie埃森哲公司中石化erp培训资料2nResource ManagementnPlant units do not keep a backlog, only a job “tick list”nLabor estimates do not exist to create accurate schedules o

26、r backlogsnManning level cannot be determinednWork Order ManagementnNot typically assigned to specific equipmentnDescriptions are very brief and require ad-hoc researchnProblem diagnosis and solution are performed on-the-spotnParts (other that large obvious purchases) are not specified as part of th

27、e plannEquipment spare part list (Bills of Materials BOM) are not usednSpecs, drawings, and history are researched “on the job”nJobs are not documented to aid in future maintenance work!Situation: Majority of maintenance work was on a reactive basis Preventative Maintenance埃森哲公司中石化erp培训资料2nEquipment

28、 failure analysis is limited to sporadic discussions at joint scheduling meetingsnSites infrequently conduct and document root cause analysis on equipment problemsnWork history is virtually non-existent including tracking of actions performed, equipment condition, and damage and cause codesSituation

29、: Performed virtually no equipment failure analysis or work analysis Preventative Maintenance埃森哲公司中石化erp培训资料2nData collected varies from unit to unit and within a sitenSome units calculate reliability and uptime based on forecast, not “best day” productionnSome units measure production losses in $s,

30、 others in lbs., and others in hours.nOverall there is no standard of measuring reliability and uptime . . . where standards exist they preclude seeing the “forest for the trees.”nUptime and reliability management not viewed as a tool to identify opportunities to improve production and sales.Situation: No consistent approach or methodology in place for tracking either reliability or uptime Preventative Maintenance2022-4-18埃森哲公司中石化erp培训资料2