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1、292011,Hilton,How to generate a substantial competitiveadvantage in the supply chain and logisticsJrgen TrolesGlobal Supply Chain Solution ManagerCaterpillar Logistics Services 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green2450 000 2011 Caterpillar Logistics Services, Inc.C
2、aterpillar Confidential: Green3.and has always been a Caterpillar core competencyLogistics Is Integral Part of our Heritage Committed to Customer Success 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green4AmericasAsia-Pacific61 Locations5,770 Employees44 Locations4,600 Employee
3、s14 Locations1,450 EmployeesCommitted to Customer SuccessEAME (Europe, Africa, Middle East & CIS)110+ Facilities & OfficesShipping to 190+ Countries11,900+ Employees2,7M+ m160M+ Orders/Yr19M+ SKUs Serviced/Yr$2.4B Transportation Purchased/YrCat Logistics Today 2011 Caterpillar Logistics Services, In
4、c.Caterpillar Confidential: Green5AUTOMOTIVEMAINTENANCE, REPAIR & OPERATIONS (MRO)(Mining, Oil & Gas)INDUSTRIAL(AEROSPACE & DEFENSE, TECHNOLOGY, ANDCONSUMER DURABLES)Committed to Customer SuccessLong Term Relationships 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green6How to g
5、enerate a substantial competitive advantage The Right Supply Chain Strategy and Design The Right System and Technology Operational & Lean ExcellenceCommitted to Customer Success 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green7Network Optimisation Supply Chain Strategy begins
6、 with Network Design Advanced network modeling processes and technology takethe guess-work out of the facility location decision. Network re-design can significantly improve customerservice by reducing transportation times while reducing totallogistics costs.Customer Density AnalysisCenter of Gravit
7、y Analysis 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green8Network Optimisation Typical topics which needs to be addressed: What type of network?How many locations?Where?Where should I put my inventory?How much?Single FacilityMultiple FacilitiesMulti Echelon 2011 Caterpillar
8、 Logistics Services, Inc.Caterpillar Confidential: Green9Client B facilityBase Case FootprintClient A Distribution NetworkCase Study Network OptimisationClient A and Client B currently serve theirdealer network through 2 master depots and63 facing facilities overlapping each othergeographically.Hyun
9、dai Master LummenClient B Distribution NetworkKIA Master BremenClient A facility 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green10Importance Score125Case Study Network OptimisationObjective:Customer goal for this network study was to define a parts logistics strategy for Eur
10、ope investigating anintegrated network and multi-brand warehouses for all products.Critical Customer Requirements (CCRs) Customer Service Level: 85% to all dealers within 12 or 24 hours (VOR / Stock). Lower Total Logistics Cost. Reduction in number of depots.Importance Score:1 = Highest importance5
11、= Medium importance10 = Lowest importanceCommitted to Customer Success 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green11Base Case Scenario 1Scenario 2Scenario 3Number of mastersNumber of satellitesCost Variance to BaselineEstimated Service Level263090%216-18%87%28-22%86%18-2
12、7%86%Case Study Network OptimisationClient A&B Yearly logistics costs (EAME region)Personnel costSpace costInventory carrying costOther operational costTransportation cost 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green12Inventory OptimisationFor a targeted service level, wh
13、at should bemy ideal inventory level?orFor a given inventory value, what should bemy ideal service level?Committed to Customer Success 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green13 1 to 3 years of demand at transaction level and daily level 1000 orders x 1 off1 order x 1
14、000 off Parts value information10 offper day 10 offper dayInventory SimulationInventoryInvestment(x1000) 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green14$40,000$60,000$50,00070%75%80%85%90%95%100%Fill rate at allocationBaseCSimulationBA$30,000$20,000$10,00092%, $56,587Inven
15、tory Simulation ToolA unique IP (Intellectual Property) developed over the yearsService / Inventory Exchange Curve$70,000 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green15Network & Inventory Optimisation: A Balancing ActPerformanceCommitted to Customer SuccessCost 2011 Cater
16、pillar Logistics Services, Inc.Caterpillar Confidential: Green16 Adapted to the network & channel strategy Customer friendly web front Advanced Inventory, Warehouse & Transport management functionalities Enabled to Continuous Improvement : VMI, DMI, etc Management by exception Cost effective and rel
17、iableCommitted to Customer SuccessThe Right IT Platform 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green17IncreasedCustomer SatisfactionDramaticCost ReductionState of the art LogisticsManagement SolutionsAcross Multiple IndustriesIntellectual PropertyKnow-HowCapabilityScalabi
18、lityCommitted to Customer SuccessA Best In Class IT PlatformService PartsManagementBest-In-ClassLogistics Performance 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green18A Best In Class IT PlatformService Parts PlanningExtended WarehouseManagementCustomer Relationship Managemen
19、t 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green19Operational & Lean Excellence Delivering Results through the Caterpillar Production System What is the Caterpillar Production System (CPS)? It is the common Order-to-Delivery process being implementedenterprise-wide to achie
20、ve our Safety, Quality and Velocitygoals. Applying a consistent set of standard processes Continuously improving processes through waste elimination Creating the measurements and management structure that supportcontinuous improvement Identifying challenges and determining what must change Creating
21、a culture that shares best practices and learns from mistakes 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green20Caterpillar Production System (CPS)3 Sub-Systems and 15 Guiding Principles 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green21Continuous Impr
22、ovement (CI) Engage minds throughoutthe team Utilize ideas from thoseclosest to the work Provide leadership supportat all levels in theorganizationCommitted to Customer Successopportunities can be realized 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green22Make it Visual - Met
23、ric BoardsValue Stream LevelCellArea / Section LevelFacility / Business Unit LevelBuild the visual workspace sono problems are hidden andLevelopportunities can be realized 2011 Caterpillar Logistics Services, Inc.Caterpillar Confidential: Green23PQVC progress since CPS implementationCommitted to Customer Success292011,Hilton,Thank You for your attention!Jrgen TrolesGlobal Supply Chain Solution ManagerEmail: Troles_JOffice Phone: +49 (0) 2181 282113Caterpillar Logistics Services
