Industriens krav til APS løsninger. Baseret på praktiske eksempler fra CPG & Hi-Tech industrien

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Sara Michelsen
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1 Industriens krav til AP løsninger Baseret på praktiske eksempler fra CPG & Hi-Tech industrien Management Consultant Thomas Bjørn, PricewaterhouseCoopers Dato Agenda 1) Introduktion 2) Industriens krav til AP løsninger: Hvordan Business Drivers driver kravene til AP løsningen 3) Business Drivers 4) Root Causes 5) Løsninger 6) Forbedrings potentialet 7) Fremtidens krav 2 1

Introduktion 2) Industriens krav til AP løsninger: Hvordan Business Drivers driver kravene til

2 Introduktion Denne præsentation er baseret på eksempler fra Hi- Tech & Consumer Package Goods (CPG) Industrien. Virksomhederne er globale med multiple produktionsenheder, centrale & regionale distributionscentre. Eksempler på virksomheder PwC har implementeret AP (i2/ap) hos i Europa: Nokia Philips Tyco Healthcare Gillette/Braun AGFA ony Unilever Ponds Carlsberg Cadbury chweppes 3 Introduktion til AP: De 5 anvendelses områder & case placering Collaborative e-planning Økonomiske fordele Point- solution planning Crossfunctional planning End-to-end supply chain planning Integrated CM planning CPG Hi-Tech Graden af forandringer 4 2

Eksempler på virksomheder PwC har implementeret AP (i2/ap) hos i Europa: Nokia Philips Tyco Healthcare Gillette/Braun AGFA ony Unilever Ponds Carlsberg

3 Hvordan Business Drivers driver kravene til AP løsningen Vores lagerniveauer er for høje!! AP løsninger er IKKE løsningen på ALLE problemer! AP er et interessant alternativ når der forekommer Er kapacitetsudnyttelsen ikke meget lav??? kompleksitet i bl.a.: Værdikæden IT-infrastrukturen Vores kundeservice er for lav i forhold til vores konkurrenter!! Vi bruger oceaner af tid på at planlægge.. Planlægningsprocessen Vi mister kunder grundet vores lange leveringstid!! 5 Hvordan Business Drivers driver kravene til AP løsningen Økonomiske Nøgletal Business Drivers AP- applikationer Omsætning Driftsomkostninger Drifts- Investeringer i i anlægsaktiver kundeservice kundeservice leveringssikkerhed leveringssikkerhed leveringstid leveringstid planlægningscyklus planlægningscyklus fremstillingsomkost. fremstillingsomkost. opstillingsomkost. lagerniveauer lagerniveauer produktionsgennemløb kapacitetsudnyttelse kapacitetsudnyttelse upply upply Chain Chain Manufacturing Production cheduling Distribution Transportation Available to to Promise Promise Global Global visibility 6 3

! Vi bruger oceaner af tid på at planlægge.. Planlægningsprocessen Vi mister kunder grundet vores lange leveringstid!

4 Hvordan Business Drivers driver kravene til AP løsningen Økonomiske Nøgletal Oms. Omsætning Drift omk. Driftsomkostninger Drifts- Investeringer i i anlægsaktiver Business Drivers CL kundeservice kundeservice leveringssikkerhed leveringssikkerhed leveringstid leveringstid Planlægningscyclus planlægningscyklus planlægningscyklus Fremstillingsomk. fremstillingsomkost. fremstillingsomkost. opstillingsomkost. lagerniveauer lagerniveauer produktionsgennemløb kapacitetsudnyttelse kapacitetsudnyttelse AP- applikationer DP upply upply Chain CPChain Manufacturing Production cheduling Distribution Transportation Available to to Promise Promise Global Global visibility 7 CPG: Grundlæggende årsag til problemer med NPI Profit Causal Loop Diagram CPG Market hare B NPI Funding helf space at retailers Customers expectations on value/convenience NPI forecasting fcst accuracy CL upply Chain Responsiveness O PLC NPI Capability of investment R Avg. % of NPI vs. total product portfolio tock Value Revenue Growth hareholder Value 8 4

planlægningscyklus planlægningscyklus Fremstillingsomk. fremstillingsomkost. fremstillingsomkost. opstillingsomkost.

5 CPG: Grundlæggende årsager til Den onde planlægnings cirkel Limited and/or misallocated buffer stocks Functional organization with low responsiveness Lack of production flexibility Production schedules and inventories do not match actual demand Poor delivery service and accumulation of unserved ymptoms High degree of stock outs High degree of cancelled Forecast errors ales organization increases forecast/budget and place fictitious Lack of systems and information transparency Limited prioritisation in planning Lack of focused forecast procedure and clear distinction between order and forecast Inaccurate forecast/ budgets and cancellation of Extensive number of KUs and a majority with very low sales 9 CPG: Grundlæggende årsager til Den onde planlægnings cirkel Length of production batches are cut down and CP drives the initiation of work Planners should not worry about prioritisation. (This is done by CP according to senior management decisions) Addressed by process Addressed by AP & process Functional organization with low responsiveness Lack of production flexibility Limited prioritisation in planning Production schedules and inventories do not match actual demand Lack of focused forecast procedure and clear distinction between order and forecast Limited and/or misallocated buffer stocks Poor delivery service and accumulation of unserved ymptoms High degree of stock outs High degree of cancelled Forecast errors Inaccurate forecast/ budgets and cancellation of ales organization increases forecast/budget and place fictitious Constrained supply plan will be visible in Planner Planner will be able to focus on high priority problems Extensive number of KUs and a majority with very low sales Lack of systems and information transparency (and NOT have to overview all KUs) 10 5

increases forecast/budget and place fictitious Lack of systems and information transparency Limited prioritisation in planning Lack of focused forecast procedure and clear distinction between order

6 Hi-Tech: Grundlæggende årsager til lav CL Too many second guesses - over planning Focus is on short term instead of long term forecasting Low Customer ervice Levels uppliers are not able to execute their plans. upplier commitment process not in place. Not all critical material and capacity constraints are taken into account during supply planning Daily changes to production schedule but weekly communication to ales Org. upply plans to ales Org. beyond 3 week horizon are not validated against constraints 11 Hi-Tech: Løsningen til lav CL Too many second guesses - over planning Focus is on short term instead of long term forecasting Low Customer ervice Levels uppliers Master are not able will take to execute their plans. into account all known upplier commitment material and resource process not in place. constraints Not all critical material and capacity constraints are taken into account during supply planning Daily changes to prodn schedule but weekly communication to ales Org. Daily supply plan will be sent to ales Org. in ERP upply plans to ales Org. beyond 3 week horizon are not validated against constraints Constrained supply plan will be visible in Planner (DP) and ERP Addressed by process Addressed by AP & process 12 6

Not all critical material and capacity constraints are taken into account during supply planning Daily changes to production schedule but weekly communication to ales Org. upply plans to ales Org.

7 Hi-Tech: AP løsningen NPI BOM Critical materials & capacity constraints Full horizon visibility Daily supply update BOM NPI New products DC hipment instructions Daily MRP net demand IC Production Center MRP net demand PCB Assembly Center Group Assembly Center Group production demand Firm production plan Daily Capacity requirements Capacity constraints Component requirements Component constraints upply Chain Daily Constr. demand confirmation supply plan Daily + full ATP horizon ales NO organisation NO 13 CPG: AP løsningen NPI BOM Critical capacity constraints Full horizon visibility NPI BOM New products DC hipment instructions Weekly MRP net demand Execution Bottleneck ( Internal/ External) Bottleneck capacity demand Negotiated capacity Weekly/monthly Actual production Production Weekly upply Chain Daily Constr. demand ales organisation 14 7

8 Characteristics ales & Master cheduling Operations Horizon 18 months rolling W+3 up to M+2 3 weeks rolling Time Periods Months Weeks Days Frequency of Review Monthly Weekly Daily Level of Aggregation Product Group Component Group Component Group Focus of Attention Hi-Tech: upply Chain Planlægnings processer or Family the manufacturing & distribution resources 3 months in the future and beyond Balancing market opportunities with shareholder value cheduling the products, components within capacity constraints Within the next 3 months Feasible short term supply plan cheduling the distribution and production lines Firming the short term supply plan Managing unplanned events such as material shortages, demand changes Customer atisfaction 15 Characteristics CPG: upply Chain Planlægnings processer Master Long term Master hort term cheduling Horizon M+3 up to M+18 W+5 up to M+3 4 weeks rolling Time Periods Months Weeks Weeks Frequency of Review Monthly Weekly Daily Focus of Attention the manufacturing resources 3 months in the future and beyond Balancing market opportunities with actual capabilities the manufacturing resources 1 months in the future and ending month 3 Feasible short term supply plan cheduling the distribution and production lines Firming the short term supply plan Managing unplanned events such as material shortages, demand changes Customer atisfaction 16 8

Balancing market opportunities with shareholder value cheduling the products, components within capacity constraints Within the next 3 months Feasible short term supply plan cheduling the

9 Forbedringspotentialet: Hi-Tech Forøget salg = 11 % KPI: CL: Fra 50%-95% over 5 år Økonomiske Nøgletal Omsætning Reducerede driftskapital = 15 % Projektets tilbagebetalingstid = ca. 9 mdr. 17 Forbedringspotentialet: CPG Forøget salg = 13 % KPI: CL 70% til 95 % over 2 år Gennemsnitlig (fv) lager reduktion = 40% (Weeks of cover) Reducerede driftskapital = 25 % Projektets tilbagebetalingstid = ca. 1 år Økonomiske Nøgletal Omsætning Driftsomkostninger Drifts- Driftskapitakapital Drifts- Investeringer i i anlægsaktiver Driftsomkostninger Drifts- Investeringer i i anlægsaktiver 18 9

17 Forbedringspotentialet: CPG Forøget salg = 13 % KPI: CL 70% til 95 % over 2 år Gennemsnitlig (fv) lager reduktion = 40% (Weeks of cover)

10 Fremtidens krav til virksomhederne Manufacturing Logistics Marketing ales Manufacturing ubcontractor Public emarket or ehub or Inpendent Trade Exchange DC Logistics Providers Raw Materials upplier Component upplier Retailer Retailer Customer Product/Goods Flow By pursuing: Real-time collaboration Concurrent planning Real-time planning Partnership Value-added service ynchronized Companies achieve: Low inventory levels High inventory turns Improved cash flow Lower Integration costs Information Flow Company Boundaries ERP transactions emarket B2B Application 19 10

Real-time collaboration Concurrent planning Real-time planning Partnership Value-added service ynchronized Companies achieve: Low inventory

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