Professional Documents
Culture Documents
Production Sales
Service level management Customer and service level segmentation Service level performance measurement
Source: McKinsey
Production Sales
Distribution management High inventory levels, but nevertheless low service levels Costly distribution network
Service level management Very low service level No idea of future breakpoints/expectations of customers
Source: McKinsey
Production Sales
Source: McKinsey
EXAMPLE
10 - 30 3 - 10 1-6 2-8 3-7 Warehousing, handling, and transportation 1-2 Inventorycarrying costs Store handling Obsolescence/ markdowns Lost margin on missed sales Total supply chain costs Production/ purchasing costs
Source: McKinsey
Integration of
operational processes within your company
Full transparency
and integration
Steady increase
in performance, aspiration level
Outsource
processes if you are only mediocre
Low transaction
costs along all processes
New breakpoints
evolving
However, never
lose control over your key processes within your industry
Focus on
immediate business need
New business
models demand dramatic change
Source: McKinsey
The focus of the SCM architecture depends on your company's role along the value chain
Product development Manufacturing Procurement, Sales Examples
"Industry integrator"
Automotive
"Brand player"
"Contract manufacturer"
PC assemblers Manufacturing
subcontractors Maintenance service providers
6
"Process specialist"
Source: McKinsey
Understand the value chain's critical success factors end-to-end and your role within the chain
Company
Which player is driving the overall chain? What is your role and advantage? What does it mean for your SCM?
Source: McKinsey 7
EXAMPLE
On-line
ERP connection
Warehouse/processing center
Local delivery
Order receipt Customer management Call center management Track and trace
Transport Distribution
Integration of
operational processes within your company
Full transparency
and integration
Steady increase
in performance, aspiration level
Low transaction
costs along all processes
Outsource
processes if you are only mediocre
New breakpoints
evolving
Focus on
immediate business need
New business
models demand dramatic change
However, never
lose control over your key processes within your industry
Source: McKinsey
Thanks to SCM innovations, companies such as Dell have managed to reinvent their industry Superior customer relationships
Customer segmentation by size/region/ need (key buying factors) Extensive customer knowledge building
Make-to-order production
Lead-time-based manufacturing model configured for order-specific production Flexible manufacturing units No obsolescence costs
SCM and customer interaction consider the possibilities for different value offerings to customers
Customer(s) Demand planning Inventory mgmt Purchasing Your company Order penetration point Product delivery from stock
Distribution
Manufacturing
Sourcing
Order penetration point Call-off Distribution Manufacturing Direct customer response/ make-to-order Sourcing
11
SCM and production timeline management has a major impact on production costs
Order checking Planning production sequence Frozen zone
EXAMPLE ASSEMBLY
Production freeze period Optimal sequence Minimal cost Good due date performance
30
10
3-5
Time Days
Check feasibility of orders based on clear rules between Sales and Production
Introduce strict
filters to prevent unclear orders
No changes,
fixed sequence
Optimal
processing of production orders
Specify final
product mix
Production
sequence is "frozen"
Specify
volumes
Source: McKinsey 12
Integration of
operational processes within your company
Full transparency
and integration
Steady increase
in performance, aspiration level
Low transaction
costs along all processes
Outsource
processes if you are only mediocre
New breakpoints
evolving
Focus on
immediate business need
New business
models demand dramatic change
However, never
lose control over your key processes within your industry
Source: McKinsey
13
Automated transactions Product data Delivery notes Orders/purchasing Invoices orders Transparency of current and future supply chain status Demand/orders Material flow Customer order Resources confirmations Automated planning and optimization Feasible plans Optimized plans
Source: McKinsey
14
E-technologies have a major impact on SCM, especially for customer and supplier interaction
SCM challenges
SCM challenges
Globalization
of supplier network
Capture customer
profiles for forecasting and segmentation
ProDemand/ order mgmt.
Changes in
Supply mgmt.
Smaller batch
sizes
More make-toorder
Distribution mgmt.
Improve
Coordination
of supply chain information transfer
e-sales quality of information flow to enable inventory tracking and real-time reporting of order status
Source: McKinsey
15
EXAMPLE ASSEMBLY
To
Customers
Subsidiaries
Subsidiaries
Phone
On-line ordering along standard format Product code Quantities Delivery week
Plant/ warehouse
The traditional approach and thinking regarding IT tools in SCM does not necessarily lead to success
Traditional approach Software: Select and implement software Processes: Adapt processes to software Results: Hope for results
Rely on promised
results
* AI: Artificial Intelligence; CIM: Computer Integrated Manufacturing; MRP: Material and Resource Planning; ERP: Enterprise Resource Planning; APS: Advanced Planning Systems; XML: Extensible Markup Language Source: McKinsey
17
Traditional approach
Concentrate on a few
core functionalities
Source: McKinsey
18
Integration of
operational processes within your company
Full transparency
and integration
Steady increase
in performance, aspiration level
Low transaction
costs along all processes
Outsource
processes if you are only mediocre
New breakpoints
evolving
Focus on
immediate business need
New business
models demand dramatic change
However, never
lose control over your key processes within your industry
Source: McKinsey
19
EXAMPLE ASSEMBLY
60 - 75% Capital
Material
Other Client company Process Process effective- efficiency ness Factor costs Best competitor benchmark Best-ofbest benchmark Theoretical limits
Source: McKinsey
20
New business models and breakpoints are creating discontinuities in supply chain performance
Disintermediation (e.g., copper industry)
Manufacturer Wholesaler Retailer Customer
Mass customization
Toyota Home
9 basic product lines, unlimited customized options Lead time and life cycle time competition
Automotive OEM industry leaders
Dedicated
promotions
Increasing new
product launches
Difficult to predict
Time
Source: Press releases, McKinsey
outcomes
21
Processes
Efficient, fast, and transparent order processing Optimizing production costs Frozen period Sequencing Reliable demand planning integrated with production planning
Rules
Business strategy
Clear customer service level segmentation
Organization
IT
ROI
Operational performance
Skills
Incentives
Source: McKinsey
22
8. Design key performance indicators (KPIs) and potential organizational changes up-front
23
Redesign
Company
Consumer(s) Retailer(s)
Change the game by innovating across the industry value chain Industry discontinuity Tap latent demand Redefine roles Change cost structure
Current design does not supports strategy support strategy and/or Room for improvement is inefficient in key processes
Source: McKinsey
24
Market Research consumer good example 1 5 1 8 Breakpoint 8 Service level where customer buying behaviour does change significantly delivery time of about two weeks in this example
44
61 94
Does buy
94
91 48
34 5 4-8 6 >8
1-2
2-4
Source: McKinsey
25
3. Think end-to-end 4. Systematically segment the supply chain according to logistics criterions 5. Focus on the key 3 - 6 improvement levers (and not 10 - 20) 6. Think pilot (microcosm) and not big bang 7. Use cross-functional teams of star line managers and provide top-management leadership
8. Design key performance indicators (KPIs) and potential organizational changes up-front
26
Customers
Retailers
Central production
Reasons
Quantity
4.000 3.500 3.000 2.500 2.000 1.500 1.000 500 0
0
1 2 Jan 4 6 8 10 12 2 3 4 5 6 7 8 9 10 11 12 Feb Mar Apr May Jun 1 2 Jan 3 4 5 6 7 8 Feb Mar Apr 9 10 11 12 May Jun 1 2 Jan 3 4 5 6 7 8 Feb Mar Apr 9 10 11 12 May Jun
Unfavorable
reorder algorithm along the chain
No synchronization
of available market information
Time
Source: McKinsey
27
Examples
"Fashion"
Short life cycle High seasonality Multiple products Inventory-driven Significant product variety Customized/make-to-order Seasonal Forecast/event-driven Long lead times Large batch sizes
Fashion apparel PCs Toys Retail Spare parts Medical systems Engineering goods Consumer packaged goods Pharma (some products) Chemicals Basic materials
"Replenishment"
"Engineered"
"Promoted"
"Process"
Source: McKinsey
28
Focus first on the 3 to 6 key improvement levers for supply chain transformation
Supply chain type "Fashion" Physical costs Forecasting Key design lever Product launch management Complexity reduction Response time Order management Demand management "Reple"Engineered" "Promoted" nishment" "Process"
Source: McKinsey
29
A company should systematically segment its supply chain along clearly defined criterions
Example: Inbound logistics in assembly industry
High
EXAMPLE
Predictability/ forecastability
Low Low High High Low
"Make-to-order"
No stock Order-specific supply
Efficient, quick order management
"Directly forecastdriven"
Supply depends
directly on forecast Well-defined planning processes and forecasting models
"Inventory replenishment"
Supply via inventory
buffer/warehouse Optimal replenishment parameters /algorithm
Source: McKinsey
30
Supply management
Production management
Distribution management
3. Think end-to-end 4. Systematically segment the supply chain according to logistics criterions 5. Focus on the key 3 - 6 improvement levers (and not 10 - 20) 6. Think pilot (microcosm) and not big bang 7. Use cross-functional teams of star line managers and provide top-management leadership
8. Design key performance indicators (KPIs) and potential organizational changes up-front
32
Problems should be tackled in smaller pieces with a fast iterative approach to achieve tangible results
Scope of solution Scope of solution
Design
Detail Do
Do
Design
Detail
Do
Design
Design Detail
Detail Do
Time
Time
Source: McKinsey
Time
33
Fast implementation within a "microcosm" a small but "end-to-end" slice of the supply chain containing all key participants
Purchasing manager Production manager Logistics manager Customer A Production planning manager Sales manager, sales reps for customer A IT central support Sales administration manager Suppliers Y, Z
Source: McKinsey
34
Strong leadership team and cross-functional working teams are critical for success of SCM transformation
EXAMPLE
Steering committee
CFO CEO Head of manufacturing Head of purchasing Head of sales Head of marketing
SCM team leader Senior manager (cross-functional experience)
Purchasing subteam
Manufacturing subteam
Marketing subteam
IT architecture subteam
Source: McKinsey
35
3. Think end-to-end 4. Systematically segment the supply chain according to logistics criterions 5. Focus on the key 3 - 6 improvement levers (and not 10 - 20) 6. Think pilot (microcosm) and not big bang 7. Use cross-functional teams of star line managers and provide top-management leadership
8. Design key performance indicators (KPIs) and potential organizational changes up-front
36
Four measures of accuracy need to be checked to improve supply chain process efficiencies
INFORMATION FLOWS Sourcing plan Production plan Orders (dispatch plan)
Forecast
1. Forecast accuracy 2. Production accuracy 3. Sourcing accuracy 4. Dispatch accuracy MATERIAL FLOWS
Sourcing
Production
Sales
Dispatch
EXAMPLE
3
Days
Inventory indicators
Lost/deferred sales
Percentage of total sales 22
86%
Inventory
Weeks 6.5
Target =3 62%
28
75% Target =6
Target =0
38
3. Think end-to-end 4. Systematically segment the supply chain according to logistics criterions 5. Focus on the key 3 - 6 improvement levers (and not 10 - 20) 6. Think pilot (microcosm) and not big bang 7. Use cross-functional teams of star line managers and provide top-management leadership
8. Design key performance indicators (KPIs) and potential organizational changes up-front
39
The SCM Diagnostics questionnaire helps to evaluate supply chain performance in more detail EXAMPLES
Production management Freeze period? Acceptance of late changes? Order and demand management Forecast accuracy? Order status transparency? Discipline regarding ordering rules?
Production
Sales
Distribution management Optimal warehouse network? Efficient warehouse handling? Streamlined transportation costs?
Service level management Clear service level segmentation? Regular service level performance measurement?
Overarching building blocks Clear responsibilities? Clear performance parameters? Targeted IT leverage?
Source: McKinsey 40