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1、Daimler Chrysler Logistics Rail Outlook,Marc A. Brazeau Manager, North American Logistics Integration DaimlerChrysler Corporation,2,C H R Y S L E R G R O U P,Procurement & Supply,Motivated Employees,Lean Processes,Aspirational Products,Customer Focus,Shareholder Value,“Disciplined Pizzazz”,Quality C
2、ost Technology Supply,LEAN PROCESS STRATEGIES,Suppliers adapt to delivery requirements defined by World Wide Supply, NAFTA, & GSC Strategy,Chrysler Group Goals,C H R Y S L E R G R O U P,Common UnderstandingVision - “Shaping the worlds most effective supply chain”Customer FocusObjectivesGuiding Princ
3、iples Supply backbone process sets framework for interactionWithin DaimlerChryslerWith Outside Customers EnablersITPerformance MeasurementHuman Resources,DaimlerChrysler Supply Strategy,The Supply Backbone is the common process model of DaimlerChrysler Supply.,DaimlerChrysler Supply System,Key Measu
4、res in the Automotive Logistics,Quality Vehicle Damage FrequencyCost Material Cost ManagementTechnology Insight Network LogisticsSupply Vehicle Transit Time,System Cost & Supply,Technology & Quality,Resource,Repair,Reward,Repair,E,D,Logistics Industry,Overall Logistics and Transportation Expenditure
5、s are down to a record low as a percentage of GDP,46% Decline,Cost,MCM target is an 18.8% reduction in Logistics cost through 2003Total Supply Cost Reduction of 31% per unit 2001 through 2006,Rail Industry,Intermodal volumes have increased 11.1% since 1999; 5.8% last year alone.Intermodal opportunit
6、y:strengthening economytruckload capacityservice improvements,The Transportation sector represents 8% of total rail freight revenueRail and intermodal provide a cost effective alternative to traditional transportation for the automotive industry,+5.8%,DCX Parts & Materials Transportation,2002 Logist
7、ics Expenditures % of Spend,70,000 part shipments per dayDaily, we unload 7700 truckloads 140 rail cars,+30% from 2001,Network Optimization Chrysler Group,Value-added partnerships provide strategic solutionsCollaboration of multiple service providers (Ryder, CSX, Union Pacific, TFM) provides lower c
8、ost alternative unique to DCX.Over 50 direct suppliers plus RILC material launched on stack train.18% savings: $14.2 million.,Collaboration of Strategic Partners,North and Southbound Stack Train,DCX Finished Vehicle Logistics,2002 Logistics Expenditures % of Spend,Ship 11,000 vehicles per day Over 2
9、.5 million vehicles in 2002.75% of all vehicles move via rail during their route from manufacturing point to dealer,+6% from 2001,Critical Factors for Vehicle Delivery Process,Technology,Standardized Launch PlanningIncreased Carrier BaseExtended Enterprise,CAPS ModelingVIN VisionVIN Logic,Route Opti
10、mizationAsset PlanningPerformance Measurement,Supply,Speed to Market & Reliability, VisibilityProcess Control & Continuous ImprovementVisibility, Responsiveness & Customer Satisfaction,Capacity vs. Demand,Industry volumes in North America are projected to increase by 7% per year from 2003 to 2007Int
11、roduction of trucks, SUVs and crossover vehicles will impact rail car supplyThere is a widening gap between railcar requirements and available supply,Asset Management,Improve transit time to reduce the gap between equipment capacity and demand,Make necessary capital equipment expenditures to increas
12、e capacity of bi-levels and Q2 cars,Railcar Capacity vs. Demand,Network Optimization Chrysler Group,Ocean movement of finished vehicles from Mexico to east coast ramps Damage frequency reduced Transit time maintained Cost savings provided of $1.6 million per year,Quality - Damage Prevention,In 2002,
13、 Railroads paid $142.4 million for loss and damage38.8 %, or $55.2 million is attributed to transportation equipment,2002 Loss & Damage Payments,by Commodity,Coal, Ore,Minerals,3.3%,Food Products,11.6%,Chemicals,5.6%,Misc. Mixed,18.1%,Farm Products,8.7%,Transportation,Equipment,38.8%,Metal Products
14、&,Machinery,3.9%,Lumber, Wood &,Paper Products,10.0%,US Auto Market Forecast,Effectively Track Funding,Source: Eno Transportation Foundation,Hurdle rate of 10% for rail capital programs seems conservative Automotive commodity draws on capital:Line expansionTerminal capacityAsset Management Impact on
15、 captive shippers:Subsidizing modal competitive commoditiesReduced leverage,Investment Pyramid,Suggests that investment is needed to satisfy volume capacityMust consider the range of commodity needsPublic funding needs to be tied to:Open accessCo-production Commodity parity,Grade crossings, branch &
16、 commuter lines,Corridor capacity, intermodal & terminals,Automotive Freight Corridors,Assessment of freight corridors:Report example 2: Chicago gateway connectionsReport example 3: Northeast congestionReport example 5: Detroit Mexico corridorAutomotive requirements:Terminal & yard capacityRegional
17、line capacityDimensional clearancesPlan for growth,Possible Futures,No Growth: Widens the gap between captive and modal competitive customers Promotes internal commodity subsidies Would force the development of lower cost alternativesConstrained Investment: Could address stop-gap capacity measures F
18、ocus would continue to be on supporting modal competitive commodities Wouldnt support asset renewalBase Case: Would maintain current rate structure Most likely result in current service levels In light of shippers targets wouldnt eliminate the on-going need to pursue service alternativesAggressive Investment: Promote effective capacity growth Support co-location/co-production projects Explore technological improvements,
