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1、Discussion paper,Shanghai, December 29th, 2002,Challenges facing the pan-European supply chain,Executive summary,Overview: The pan-European supply chain faces four major challenges: Redesign of network, in-versus outsourcing, consolidation of supplier relationships and best practice tendering Redesi
2、gn of network is driven by forces outside of the supply chain. These external forces could be, e.g., consolidation of manufacturing base or change in service requirements In- versus outsourcing: Outsourcing provides strategic advantages, but it does not solve the problem Consolidation of supplier re
3、lationships: Trust and transparency are key for establishing long-term partnerships with suppliers Best practice tendering: Insight about key performance drivers of operation will guarantee a successful tendering process Benefits: Applying best practices to resolve these issues can lead to significa
4、nt competitive advantages,Four major challenges need to be mastered to establish a pan-European supply chain,Overview,“Quick Win” versus strategic advantages,One-time benefit versus continuous improvement,Creating a pan-European Supply Chain,Main driver,Decision-making criteria,Benefits,Redesign of
5、network,Type 1: Lead time driven Market managed replenishment (MMR),Type 2: Optimal factory utilization Factory managed replenishment (FMR),Type 3: High product Region managed replenishment (RMR),Three types of replenishment concepts reflect needs of short lead time, optimal factory utilization and
6、high product availability, produces based on market replenishment plan, replenishes markets based on mutually agreed rules, produces based on regional replenishment plan, coordinates all replenishment activities, defines replenishment plan (control total chain inventory), defines inventory levels an
7、d develops sales forecast, defines inventory levels and develops sales forecast, defines sourcing and monitors inventories, defines sourcing and monitors inventories,Factory .,Region .,Market .,Redesign of network,Today,Shipment forecast Order Order quantity,Key drivers for redesigning a network are
8、 service requirements, inventory policies, planning basis and shipment characteristics,Redesign of network,100% mindset,Market level Factory level,Agreed service level is .,Inventory policies at .,Mid-term planning is based on Shipments are triggered by Shipment quantity according to .,FMR,Depot/bra
9、nd inventory target and lead time,Chain level,Sales forecast Market demand Replenishment needs and factory optimization,Client Example,2-3 inventory levels,1 inventory level,2 inventory levels,1 inventory level,1 inventory level,Factory warehouse with inventoryMarket stock in 1 or 2 stock levels bef
10、ore POS,Factory warehouse with all inventory“Parcel Service” from factory warehouse,Factory warehouse with inventoryStock at 1st level “regional” warehouse,Buffer at factory (e.g. 2-5 days),The ideal physical network consists of one stock level between factory and POS,Redesign of network,Notes: (1)
11、This level may not exist(2) Local warehouses and/or transshipment point,Stock at 1st level “central” in-market warehouse,Stock at 1st level “regional” in-market warehouse,Typical Situation,Scenario 1 “Factory Warehouse”,Scenario 2 “Factory and regional warehouse”,Scenario 3 “Central Warehouse”,Scena
12、rio 4 “Regional warehouse”,Combined scenarios will balance inventories and transport costs,Pros Low transportation costs Short lead times to POS Cons Medium stock planning Medium stock level Medium transportation planning 2 handling steps for part of the volume between production and POS,Scenario 5
13、“Combinations”,Redesign of network,Warehouse,Central Warehouse(s),Local POS,POS,POS,Central warehouse of A-customers,Transshipment point,Direct delivery full-truck load,Daily replenishment half/full pallets only,No storage, buffer only,Example,The approach is to identify sequential changes based on
14、the existing model and as is costs,1,2,3,4,5,1,2,3,4,As is Costs,Modeled Costs,Redesign of network,Client Example,In- versus Outsourcing,The ever increasing level of outsourcing reflects concentration on core competencies,In- versus Outsourcing,Specialists,Manufacturing Companies,Respondents That Ha
15、ve Outsourced,Chemical Industry,Core Competences,Source: A.T. Kearney survey,Companies like the cost effects from outsourcing, but fear losing control,Reasons for Outcourcing,Reasons Against Outcourcing,The role of outsourcing,Source: A.T. Kearney survey,Outcourcing of transportation and logistics s
16、ervices provides infrastructure advantages,The role of outsourcing,Infrastructure,Sharing of assets,Sharing of networks,Sharing of technologies,Risk and capital sharing,Availability,Control,Ships Tanks Terminals Pipelines Truck fleets,Terminal density Distribution points Cross-docking points Transportation partners (regions, products, sizes) Service partners,Scheduling Tracking and tracing Navigation Electronic document exchange/processing,
