1、DELIVER in AsiaRegional Supply Chain courseOctober 3rd,2001Today.zContextzThe basicszThe opportunitiesyVisionyOutsourcing,VMI,inventory planningzDELIVER CoPzThe future?First,some pictures of a supply chainSupply ManagementIngredients&packagingsuppliersManufacturerproductionlinesManufacturerdistribut
2、ioncenterRetail store(shelf+backroom)RetailerdistributioncenterConsumersDemand ManagementPlanSourceMakeDeliverLeadership&Strategy Brand Development Channel&Customer DevelopmentSuppliersConsumers&CustomersInformationHuman ResourcesFinanceTechnologyDistributionManagementPlan Source MakeDeliverSupplyPl
3、anningDemandPlanningProcessingPackingCustomer ServiceManagementCustomer Service Managementis the satisfaction of customers requirementsof the Supply Chain.This includes ordermanagement from capture/creation throughinvoicing and collection,the implementation ofa differentiated customer service policy
4、 andcustomer integration activities that improveservice and reduce extended supply chain costs.SupplierManagementIn-boundLogisticsCustomer ServiceManagementPlan Source MakeDeliverSupplyPlanningDemandPlanningProcessingDistributionManagementPackingDistribution Managementis the movement and care of fin
5、ished productfrom manufacturing,usually through intermediatewarehousing to customers/consumers.SupplierManagementIn-boundLogisticsAdvice on DELIVERGet the basics rightyOrdering,Delivery,BillingDo the sexy stuffyIntegration and synchronisationxVMI,e-Business,CPFRThe basics have to be in placezCustome
6、r ServiceyCost:%OverdueyService:lead time,ease of orderingyQuality:#CNs due to error,invoicing accuracyzWarehousing/DistributionyCost:%NPSyService:%case fill,%order fill,IRAyQuality:%rejects,%returns,%damagesKPIs are the key0200040006000800010000120001400016000CNs 2000CNs 2001OtherCustomerErrorULT E
7、rrorDiscountKPIs are the keyCUSTOMER SERVICE KPI KEY CUSTOMER 80.082.084.086.088.090.092.094.096.098.0100.07/17/27/37/48/18/28/38/49/19/29/39/410/110/210/310/4Cycle/Week%KPI%Stock available%Despatch%DeliveryThe Opportunities in DELIVERThe SEA VCA 2000 study-LaundryCost saving(1,000)1,0002,0003,0004,
8、0005,000Deamand Strategy&CapabilitiesOptimize AssortmentsOptimize PromotionsOptimize New Product IntroductionsConsumer Value CreationSupply Strategy&CapabilitiesResponsive ReplenishmentIntegrated Demand Driven SupplyOperational ExcellenceCommon Data&Communication StandardsCost/Profit and Value Measu
9、rementCollaborative PlanningE-Business,Business to BusinessImprovement ConceptUS$ThousandsThailandMalaysiaVietnamSingaporePhilipinnesIndonesia4 M Euro4 M EuroThe SEA VCA 2000 study-LaundryInventory reduction2,0004,0006,0008,00010,00012,000Deamand Strategy&CapabilitiesOptimize AssortmentsOptimize Pro
10、motionsOptimize New Product IntroductionsConsumer Value CreationSupply Strategy&CapabilitiesResponsive ReplenishmentIntegrated Demand Driven SupplyOperational ExcellenceCommon Data&Communication StandardsCost/Profit and Value MeasurementCollaborative PlanningE-Business,Business to BusinessImprovemen
11、t ConceptUS$ThousandsThailandMalaysiaVietnamSingaporePhilipinnesIndonesia8 M Euro8 M EuroWorld Class Supply Chain INTEGRATEDNETWORK&COLLABORATIONSERVICE&INTEGRATIONFUNCTIONALEXCELLENCESOURCELOCALREGIONALGLOBALFunctional Excellencez Organisation focused on functional excellencez Information optimised
12、 to facilitate functional excellencez Many small customers and suppliersRDC=Regional Distribution CentresBlue Arrow=Information FlowKey:Red Arrow =Product FlowPlanSourceMakeDeliverFactoryConsumerRDCRDCRDCSuppliersSupplierSuppliersSupplierSuppliersSupplierSuppliersSupplierCustomerCustomerCustomerCust
13、omerSupplierSupplierSupplierSupplierCopyright2000.Corporate MaST Group,Unilever Research plc.All rights reserved.Service and Integrationz Organisation manages business through multi-functional teams,exploiting functional excellence whilst focusing on immediate upstream and downstream customersz Info
14、rmation requirements optimised for management of internal organisationz Customer base predominantly key account(60%Volume weighted)z Key supplier consolidation-relationship managementPlanSourceMakeDeliverSuppliersSupplierSuppliersSupplierSuppliersSupplierSupplierSupplierSupplierFactoryRDCRDCKeyAccou
15、ntWholesalerRetailerConsumerCopyright2000.Corporate MaST Group,Unilever Research plc.All rights reserved.Integrated Network and Collaborationz Organisation focus on extended Supply Chain(Customers and Suppliers)z Information shared with all parties in the extended Supply Chainz High percentage of bu
16、siness in a few key accountsz Supplier base consolidated-partnership managementPlanSourceMakeDeliverSuppliersSupplierSuppliersSupplierFactorySupplierSupplierKeyAccountWholesalerRetailerConsumerStockHoldingLocationCopyright2000.Corporate MaST Group,Unilever Research plc.All rights reserved.1996199820
17、00Phase III(Integrated Network and Collaboration)IFocus onInternalintegration&improvementIIFocus onOutboundimprovementIIIFocus onexternal integration andimprovementPLANDELIVERMAKESOURCEDELIVERMAKESOURCEDELIVERDELIVERMAKESOURCESOURCEECRSome quoted benefitsz Cisco,Intel,TNT,Kodak,Nestle,P&G:z Cost sav
18、ings:y75%reduction in errors”y12,000 engineers saved”y45%inventory reductions”z Growth opportunities:y40%more orders in same time”y1 week product development cycle reduction”yreduce product lead times by 50-70%”yorder cycle times cut from 6-8 weeks to 1-3 weeksSource:Logicon 2001One way of looking a
19、t DELIVERWays of workingProcessInfrastructureSynchronised ProductionCRPOptimum InventoryCRPS&OPMPSMRPWPSSMIRDSInventory planningWMSVMICPFRDemand PlanningEDIXMLInventory target modelsEDIXMLEFTAPS(SAP APO)and ERP(BPCS)Reliable operations,palletsKPIsIngredients&packagingsuppliersManufacturerproductionl
20、inesManufacturerdistributioncenterRetail store(shelf+backroom)RetailerdistributioncenterConsumersDifferent categories,different demand strategies050100150200250VMI for Stable off-takeCPFR/VMI for PromotionsCPFR/VMI for SeasonalCPFR for RandomCPFR for NPDsDELIVER focuszOutsourcing warehouseszInventor
21、y target planningzVMIOutsourcingzThird party logistics providers have ability to accelerate and drive changeyFocus-It is their core businessyResources-Availability of“resource pool”yExpertise-Core competencyyExperience-Did it beforeyFunds-Willingness to investSupply chain outsourcing criteria for ch
22、oosingUniquenessSymbols Company planes“pet”projectsCriticals Product innovation Retailer loyalty cards Process improvementsAncient Empires Payroll Traditional auditOperationalNecessities Logistics Purchasing SalesValueSupply chain outsourcing actions for choosingUniquenessSymbols DiscardCriticals Nu
23、rture Strategic alliancesAncient Empires OutsourceOperationalNecessities Nurture or Outsource Be carefulValueSupply Chain outsourcingz AdvantagesyAllows you to concentrate on core competenciesyAllows experts to manage and develop processes,technology and peoplexaccelerate changeyAllows experts to le
24、verage synergies within their industryyProvides improved customer serviceyFree up/generate capitalz Disadvantagesyhand-over can be mismanagedypotential for culture clashyunlikely to save you money in the short-termypotential for us and themOutsourcing-the milestonesDetermine strategyLearn from previ
25、ous experiencesSelectpartnerProject kick-offTeam planCommunicateNegotiate detailsTransfer operationsTransfer peopleManage performanceOutsourcing lessons learntzPartnership essentialzCommunicate at all levelsz HR Issues by far the mostzContract issuesOutsourcing partnershipz DOyencourage an open envi
26、ronment,sharing risks and rewardsyunderstand YOUR performance BEFORE you hand overycontinue to measure cost,service,qualityyCOMMUNICATE:treat them as a departmentz DONTymove the goal-postsydo their job for themyexpect them to do things they do not have as their core competenceyexpect the 3PL to tell
27、 you when youre wrongInventory target planningSupply Chain VariableszSupplier ReliabilityySSQR programzDelivery frequencyzProduction ReliablilityyTPM/5SzForecast ReliabilityyDemand Plan ForecastingzUnderstand Safety StockSC Variable-Safety StockzUsed for hedging against uncertainty inySupplier Relia
28、bilityyProduction BreakdownyStock InaccuracyyForecasting Errorto achieve Stock Availability targetzSystematic understanding of how much Safety Stock is requiredInventory Planningz Understand the Inventory Componentsy Forecast Accuracyy Sale Fluctuationy Production Cycley Production Reliabilityy Supp
29、lier Reliabilityy Service Level targetz Understand the nature of each products and how to set appropriate Inventory policyz Use simulation tool to model the effect each component has on the inventory level and service levelz Set inventory level accordinglyOrdersStockVMIWhy bother doing VMI?zObjectiv
30、e is to efficiently replenish shelveszForecasting is ALWAYS wrongzBuyers can get in the wayyBull-whip effectzPoor data gets in the wayUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryIntegratedsuppliersSynchronisedProductionContinuousReplenishmentCrossDockingAutomatedStore OrderingRel
31、iable OperationSupply Chain improvementsContinuous Replenishmentz Members of the supply chain working together to replenish products based on actual sales and forecasted product demandyVMI(Vendor Managed Inventory)is one of the means to continuous replenishmentxvendor maintaining customers stock acc
32、ording to target levels and service levelxtransfer of ownership in ordering process so to vendorE-INFORMATIONUnileversupplierUnileverDCCustomerDCCustomerStoreUnileverfactoryVMI Daily Process FlowInventory data/DC offtake Despatch AdviceOrder proposalCustomer DCStock Replenishment1.Data sent to ULT a
33、t 6am2.ULT to generate order3.ULT to sent Order Proposal by afternoon4.Product Delivery that night EDI Messages%Forecast Accuracy(By Category)-16.50%-10.70%17.90%27.70%42.60%63.40%69.20%87.80%-40%-20%0%20%40%60%80%100%AccuracyAVG FA-16.50%-10.70%17.90%27.70%42.60%63.40%69.20%87.80%DENSKINFCPWFWHAHHC
34、DEOCust3 promotional item Forecast Accuracy Stock reduction of 10 Million BahtApril 01:Build up stock for Songkran holidayCust1 scorecardStock Cover Day2468101214161820Aug-00Sep-00Oct-00Nov-00Dec-00Jan-01Feb-01Mar-01Apr-01May-01Jun-01Jul-01daysTarget=7 daysVMI PAUSECust1 scorecardService Level ULT t
35、o CDC02000400060008000100001200014000Aug-00Sep-00Oct-00Nov-00Dec-00Jan-01Feb-01Mar-01Apr-01May-01Jun-01Jul-01cases6065707580859095100OrderCs Shipped%Cs ShippedTarget=98%VMI PAUSEFeb-Mar 01:Capped demand and capped supplyCust1 scorecardService Level CDC to Stores020,00040,00060,00080,000100,000120,00
36、0140,000160,000180,000Aug-00Sep-00Oct-00Nov-00Dec-00Jan-01Feb-01Mar-01Apr-01May-01Jun-01Jul-01pcs0102030405060708090100OrderCs Shipped%Cs ShippedTarget=98%VMI PAUSEDemand-the Bullwhip effectBefore VMI0100000200000300000400000500000600000700000C.1/WK.1C.1/WK.3C.2/WK.1C.2/WK.3C.3/WK.1C.3/WK.3C.4/WK.1C
37、.4/WK.3C.5/WK.1C.5/WK.3C.6/WK.1C.6/WK.3C.7/WK.1C.7/WK.3C.8/WK.1C.8/WK.3pcsconsumer offtakeStores OrderDCs OrderDemand-reduce the bullwhipAfter VMI0100000200000300000400000500000600000700000C.9/WK.1C.9/WK.2C.9/WK.3C.9/WK.4C.10/WK.1C.10/WK.2C.10/WK.3C.10/WK.4C.11/WK.1C.11/WK.2C.11/WK.3C.11/WK.4C.12/WK
38、.1C.12/WK.2C.12/WK.3C.12/WK.4C.13/WK.1C.13/WK.2C.13/WK.3C.13/WK.4pcsconsumer offtakeStores OrderDCs OrderDELIVER CoPTHAILANDzPrioritiesyBuilding new warehouseyCRP/VMI roll-outyCPFR pilot/syEFT roll-outyRegional Planning/SAP APOyPhoenix replacement for distributor systemzOpportunitiesyRegional Custom
39、er ServiceyRegional DELIVER best practiceINDONESIAzPrioritiesyOutsourcing and building warehouse with MNLyBalanced KPI scorecardyVMI with distributorsyWorking capital reductionzOpportunitiesyRegional Customer ServiceyRegional DELIVER best practiceySCD,CD,TD,SD organisation complexityPHILIPPINESz Pri
40、oritiesyOutsourcing and building warehouse with Li&Fung DistributionySDIS for GT/Electronic Call Sheet for SST-Secondary Sales Capture for Demand SignalyECR SC Diagnostics toolyECR VMI pilotsyECR EDI leadershipyECR Synchronised production(“Everything,Everyweek”)yECR Cash flow/EFTyRegional Planning(S
41、AP APO)yCustomer Service Help Deskz OpportunitiesyRegional customer serviceyRegional SC organisationxMUs separate from profit responsible SUsRegional CoP-DeliverzTo work together to share leading practice and accelerate the achievements of truly World Class Delivery Operation in AsiazMembers are Cus
42、tomer Service and Warehouse Distribution Managers from EAPR and China with a representative from IndiaDELIVER CoP funnelIdeasDeliver KPI/BenchmarkingDeliver Strategy DevelopmentCentralised BuyingPallet Optimisation/Transportation optimisationFeasibility ABC/ABMCapability3PL Management Pallet Pooling
43、 Distribution Network optimisation VMI/Demand based replenishment Customer Help Desk/Call centre EDI/Electronic ordering Cross docking Stock cover optimisation Age Matrix/Flagging Direct DeliveryLaunch/RolloutBestFoods SC integrationCoPRegional SourcingDELIVER CoP projectszRegional Logistics Provide
44、rszKPI and BenchmarkingzPallet poolingzDistribution Network OptimisationBenchmarking TemplateBPP(Best)BPP(Bad)Business profile%top 5 customer sales50%10%#SKU400400#of drop points503000Order%of electronic orders100%0%WarehouseWarehouse cost(US$)Warehouse cost(%NPS)1.00%2.50%stock accuracy99%70%DELIVE
45、R CoP BenchmarkingBenchmarking TemplateBPP(Best)BPP(Bad)TransportationTransportation cost(%NPS)1.8%3%volume deliver in pallet100%0%Customers%case fill98%65%delivery on time99%80%OTIF85%50%order reject0%10%DELIVER CoP BenchmarkingAnd the future is.B2B ExchangesExchanges all offer.z Product Developmen
46、tyProduct designypre-production approvalz e-ProcurementyNegotiations&AuctionsyOrder executionyDemand AggregationycatalogueyRFxz Supply ChainySupply Chain VisibilityyCPFRConclusionszThe fastest changing area?zGet the basics rightyOrdering,Delivery,BillingySupply Chain integrationzVMI,Outsourcing,inve
47、ntory planningze-Supply ChainThe WORST thing you can do Subscribe to the NIH mindsetSome additional resourcesz Unilever Supply Chain Knowledge Centreyhttp:/ The Supply Chain Council(SCOR)yhttp:/www.supply-chain.org/z EAP Supply Chain siteyhttp:/ Exchangesyhttp:/ ECRyhttp:/ Increase revenue growth to
48、 5%per annuml Increase operating margin from 10%to 15%by 2004l Deliver an incremental 2.7billion in operating profit by 2004Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Unilever with the platform to deliver Provide Unilever with the platform to deliver
49、 sustainable growthsustainable growthUnileverNote:Figures do not include Bestfoods100120140160180200Q4 97Q1 98Q2 98Q3 98Q4 98Q1 99Q2 99Q3 99Q4 99Q1 00Q2 00Q3 00UnileverUnileverPeer GroupPeer GroupUnilever Share Price Performance v Peer Group“Shadow”Unilever Share Price Performance v Peer Group“Shado
50、w”(Based on Quarterly Average Share prices)Why do we need the Path to Growth?Why do we need the Path to Growth?The Market is concerned about our ability to execute our strategyThe Market is concerned about our ability to execute our strategyPeer Group:Beiersdorf,Avon,Cadbury,Clorox,Coca Cola,Colgate
