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Title: Logistics & Supply Chain Management K.S.Srinivasa murty 12th


1
Logistics Supply Chain Management
  • K.S.Srinivasa murty
  • 12th February 2005

2
Agenda
  • Review the role and relevance of Supply Chain
    Management and its historical evolution.
  • Importance of strategic fit between the product
    market scope / product type and Supply Chain
    Management and steps to achieve it.
  • Role of Logistics Service Providers
  • Brief over view of an Indian Case

3
Success in business today is all about
Delighting the customer and growing profitably
4
So, The Thrust Is On...
  • Enhancing Customer Satisfaction.
  • Reducing Working Capital
  • Ensuring cost-effectiveness
  • Improving competitiveness, being ahead of
    competition

To be ahead of competition we need to be Fast
Economical
Dependable
5
What is Supply Chain?
  • A supply chain is a network of facilities and
    distribution options that perform the functions
    of procurement of materials, transformation of
    these into intermediate and finished products and
    the distribution of finished products to the
    customers.

6
The Traditional Vision of Supply Chain
Constrained Itself to the Boundaries of an
Organization
7
An Evolved Definition of the Supply Chain Web
Emerged in the Last Decade
Collaboration and Quick Response ( QR)
New Responses
Key Challenges
  • Collaboration with partners
  • Rapid Response
  • Information visibility
  • Shortened product life cycles
  • Time to market (SPEED)
  • Product variety proliferation

8
A Supply Chain means more than physical flow of
goods
Supply chain has 2 critical functions
Physical function
Market Mediation Function
Ensure that the variety/ supplies match what
customer wants to buy.
Physical Flow
Fiscal Flow
Information Flow
9
Supply Chain Excellence Supports the Realization
of the Strategic Objectives of a Business,
Through..
  • Reduced Costs (C)
  • Shorter Lead Time (T)
  • Best Quality (Q)
  • Flexibility (F)
  • Enhanced Service (S)
  • Better Product availability reliability
    (R)

10

Strategic Fit Is Critical
  • A company must ensure that its supply chain
    capabilities support its ability to to satisfy
    the targeted customer segments.
  • Depending on the market segments targeted, the
    company will focus on either
  • Functional Products, or
  • Innovative products.
  • The supply chain design would vary depending
  • on the nature of the product / market segment.

11

Comparison Of Efficient And Responsive Supply
Chains
12

Comparison Of Efficient And Responsive Supply
Chains
13
Strategic Fit
Mature
Functionalproducts
Innovative products
Effective supply Chain
Mismatch
Match
Mismatch
Match
Responsive supply chain
14
Strategic Fit Establish the differentiators for
each class of products.
Mature
Star Performers
Efficient Supply Chain
C o s t F o c u s
Invest / Divest
Future Products
Responsive Supply Chain
Service/ Responsiveness Focus
15
Some Illustrative Conversion(manufacturing)
Policies Could Be...
Service/ Responsiveness Focus
C o s t F o c u s
  • Invest / Divest
  • Opportunistic capacity

16
An Illustration of Strategic Fit The Dell
Experience
  • In 1994, a struggling second-tier PC maker
    manufactured to inventory.
  • Implemented a new business model
  • Converted operations to a build-to-order process
  • Eliminated inventories through a just-in-time
    system
  • Sold its products directly to consumers
  • Results were spectacular
  • Went far beyond the simple pursuit of efficiency
    and asset productivity

17

An Illustration of Strategic Fit The Dell
Experience
  • Other strategies like product development
    strategy
  • Dells new product development strategy
    emphasized designing products that are easily
    customizable, which may include designing common
    platforms across several products and using
    common components.

18
Supply Chain Excellence
2. DELL relays the order to its network of
suppliers, specifying number and types of
hard-drives, motherboards, modems, , that
are needed and when
4. Dell assembles all parts within a few
hours
DELL FACTORY (Ireland)
1. The customer orders via Dells web
site or by calling Dells call center
Web site
Supplier network
Customer network
3. Suppliers ship all required goods back to
Dells assembly line. At all times,
suppliers have real-time access to
information about Dells orders, which
enables them to ensure their production line
is moving smoothly.
5. Dell ships the custom-built PC to the
customer. At all times customers can track the
progress of their order via Dells web site
Sells 15m worth of computers from its website
each day
19
Supply Chain Excellence
Its not just that we sell direct, its also our
ability to forecast demand - Its both the design
of the product and the way the information from
the customer flows all the way through
manufacturing to our suppliers. - Michael Dell
(Source HBR, March/April 1998)
20
Avoiding the vicious spiral of Supply Chain
inefficiency will require
Buy
Make
Move
Sell
Suppliers
Factories
Depots/CFAs
Distributors
Retailers/ customers
Partner Collaboration is crucial to supply chain
success
  • Partner Collaboration ( information sharing w.r.t
    demand patterns, pipe line inventory)
  • Tracking demand variability through more
    effective forecasting and demand communication
  • Synchronisation at all points of commit in a
    supply chain

Use of Technology can catalyse and transform the
supply chains
21
Logistics Service Providers
  • A 3PL ( logistics provider) is a company which
    has expertise in logistics management (
    transportation, warehousing, inventory
    management, distribution, customer support and
    service).
  • They are in the business of supplying /
    coordinating the logistics function across
    multiple links in the supply chain.
  • They would have invested in technology that would
    allow them to manage information on consignment
    movement, billing, auditing and payment
    efficiently.

22
Logistics Service Providers
  • The use of such service providers can help a
    company to focus on its core business activities
    / core competencies and simultaneously benefit
    from the best practices of service providers to
    increase efficiency and flexibility of its supply
    chain.
  • Success in 3PL arrangements would need a
    strategic alliance and a long-term commitment as
    it involves multiple functions / processes in the
    supply chain - like the design and operation of
    in-bound and outbound logistics, inventory
    management, customer service - on time delivery
    etc.

23
Logistics Service Providers
  • Asset owning 3PL
  • Advantages Economies of scope and scale due to
    the infrastructure and systems in place and large
    customer base and human resources
  • Disadvantages They may tend to favor their own
    divisions in awarding work, be somewhat
    bureaucratic and longer decision making cycles.
  • Non asset owning 3PL
  • Advantages More flexible and able to tailor
    services and the freedom to size and match
    providers. They may also have low overhead cost
    and specialized industry expertise.
  • Disadvantages Limited resources and lower
    bargaining power.

24
Outsourcing in SC 3 PL and 4 PL
Warehousing
Transportation
Inventory control
Special Handling
Requirement
Cost Control
Delivery
Customer Service
Supply Chain
Optimization
Value added Service
Change Management

Activities carried out by a traditional
distributor



Activities carried out by 3 PL




Activities carried out by 4 PL

25
SERVICES
26
Products
  • 1. Transportation Management
  • 2. Distribution Management
  • 3. Warehousing and Inventory Management
  • 4. Round-the-Clock Parts Bank Management
  • 5. Financial Services
  • 6. Other Value Added Services like MAN Materials
    as Needed or JIT

27
1. Transportation Management
  • Customized transportation solutions
  • Best in Class transportation services
  • In-bound and Outbound transportation
  • Full/Part Truck loads
  • Assured space in Indian Airlines flights
  • Refrigerated trucks
  • Containers
  • Ships
  • Multi-model connectivity

28
2. Distribution Management
D
D
D
D
D
D
G
D
G
D
G
D
D
G
G
D
D
G
D
D
G
D
D
G
G
D
D
G
D
D
D
D
D
D
29
  • Provides you instant distribution network
  • Hub Spoke Model
  • Can reach the remotest corners of the country.
    Present in 575 out of 585 districts
  • 340 locations
  • Services includes Order Booking, Order
    Fulfillment, Inventory management
  • Provides most transparent and seamless
    information flow on inventories.

30
3. Warehousing and Inventory Management
  • Ready to use, state-of-the-art warehouses
  • Visibility of stock at multiple locations
  • Reduces stockholding cost
  • Stock Count
  • Reservations and Back Order prioritization
  • Customized Invoicing
  • Inventory Control
  • MIS Report generation

31
Logistics /Distribution Services-contd.
  • Retail Supplier Partnership
  • Distribution Integration
  • 3PL/ 4PL
  • Customer Supplier Partnership
  • Vendor Managed Inventory

32
4. Round the clock Parts Bank Management
  • Unique solution for managing your critical parts
    movement
  • Offers 24 x 365 day accessibility
  • Shared infrastructure facilities in terms of both
    space and cost
  • Handle Return Management
  • Reverse Logistics
  • Expedited critical parts delivery
  • Improve technical team efficiency

33
5. Financial Services
  • Collection of payment against delivery, on behalf
    of customers
  • Banking assistance
  • Invoicing Billing Assistance
  • Receivable Management I.e. collection of
    outstanding bill payments on behalf of customers

34
6. Other value added services
  • Freight forwarding
  • Customs clearance
  • Documentation Assistance
  • Packaging

35
Other Value Added Services
  • Kitting
  • Assembly
  • Pick-Packing
  • Scrap Handling
  • Customer Material Rejected Return
  • Repair Return

36
You achieve
  • Proximity to markets
  • Reduced C2C time
  • Shared cost - reduced costs
  • Real time inventory visibility
  • Flexible solutions
  • Reduced product obsolescence and damage

37
3PL Successes KPI Gains
38
SCM Key Performance Drivers
  • Quality
  • Cost
  • Time / responsiveness ( speed)
  • Innovation

39
SCM Key Performance Drivers
  • Vendor Transformation
  • Vendor selection / development and the unique way
    relations are managed on an ongoing basis
  • pre-selection audits to establish capabilities
    and potential synergies
  • post selection operational reviews, certification
    ( at different levels , reflecting the strength,
    depth and maturity of relationships)

40
SCM Key Performance Drivers
  • Knowledge sharing with strategic vendors
    participation in new component and product
    development etc.
  • Identify and set targets for cost savings to be
    achieved by key suppliers through cross corporate
    teams (supplier buyer companies) / through
    knowledge sharing.

41
SCM Key Performance Drivers
  • Leverage technology to automate transaction
    oriented , non strategic purchase activity and
    release time for strategic sourcing. This will
    improve purchasing efficiency as well as
    effectiveness.
  • You can add greater value to company
    profitability and still handle much larger value
    of purchase with out excessive pressure and the
    job can also be more exciting when pure chasing
    becomes strategic sourcing!

42
SCM Key Performance Drivers
  • Leverage technology ( connectivity with
    suppliers and key customers) to manage supplier
    and customer partnerships.
  • Capable 3P service providers can greatly help
    timely deliveries without excessive inventories.

43
SCM Key Performance Drivers
  • It is absolutely necessary for the purchase,
    planning, stores, transport and quality functions
    to act as one team with shared purpose and
    objectives, if you want to win in the new
    emerging global competition.

44
Supply Chain Efficiencies in India
45
Some Best in Class and Median Performances in
Supply Chain Management
  • Cash - to - cash cycle time ( the number of days
    between paying for raw materials and getting paid
    for product)
  • Best in class .. 30 days or less
  • Median ..100 days
  • Delivery performance to request ( the of orders
    fulfilled on or before customers request date)
  • Best in class ..94
  • Median 69 to 81

46
Standards for ExcellenceBest-in-class -
Inventory Management
47
Summary - Recap
  • In a business environment that requires more
    responsiveness and focus on the bottom line,
    supply chain performance management is vital to
    competitive advantage and sustainable business
    Improvement.
  • Set in place SCM performance measurement
    matrices consistent with your strategic business
    goals
  • Identify performance exceptions, understand
    issues and alternatives, act on high impact
    problems and opportunities and continuously
    validate actions relative to objectives and
    results.

48
Summary - Recap
  • By adopting such systems, companies have
    increased responsiveness and customer service,
    reduced inventory and procurement costs and
    improved the utilization of production and
    distribution assets. The benefits are compelling
    the path to success has been validated.
  • The time to act on supply chain performance
    management is now.

49
Integrated Supply Chain Management An Indian
Case
50
Supply Chain Strategy
  • Better customer service
  • Daily Replenishment between Depots factories
  • Buffer Depots for B category SKUs
  • Reduced Response time / Fill rate
  • Manufacturing Flexibility
  • Buffer Depots for B category SKUs
  • Significant Reduction in Total Supply Chain Cost
  • Improved working capital management
  • Improved Fixed asset productivity
  • Driving down costs of materials - win - win for
    strategic partners.

Leverage IT capabilities for on line data
transfer / access and effective MIS
51
Improved Servicing of B Category SKUs
Pre-Buffer
Post-Buffer
Centralised Production Planning
Fact. 1
Fact.2
Fact. 1
Fact.2
Centralised Production Despatch Planning
Decentralised Despatch Planning
Buffer Depot
Fortnightly service
Daily Replenishment.
Distribution centers
DC 2
DC 3
DC 1
DC 2
DC 1
DC 3
5 days stock at JITs
3 wk. stock at JITs
52
Supply Chain Strategy
  • Manufacturing Focus on
  • Flexibility A shift in focus from Production
    orientation to plan compliance
  • Reduced change over times dramatically to enhance
    response time.
  • Increased regionalized servicing of demand
  • Quantum improvement in productivity through
  • Rationalization, restructuring, debottlenecking
    and TPM

53
Quest For Further Improvements
  • Business drivers
  • NPS Growth
  • Profitability
  • Focus on supply chain to directly impact
  • the above
  • IT enablers
  • Availability of next generation IT Tools
  • Improved Communication Infrastructure
  • Advent of eCommerce

54
  • An End to End Supply Chain Solution

55
Project Leap
  • An integrated Supply Chain System for Continuous
    Replenishment of RSs stocks

Receipt of Goods from Depot/ Factory (Replenishmen
t)
RSs stock(Agreed norm)
Despatch to Trade (Secondary Sale)
56
Continuous replenishment Across the Extended
Supply Chain
Buffer
JIT Depot
Factory
Buffer
JIT Depot
Factory
Supplier
RS
57
RS ( Redistribution Stockist) Connectivity
58
RS Connectivity Objectives
  • Main Objectives
  • Facilitate replenishment based primary sales
  • Information and analysis of secondary sales
  • Secondary Objective
  • Interactive communication with the RS

59
Continuous Replenishment System For RS
C FA
Sales, Stock
HLL RS Net
RS
Sales system
Automated Primary Sales
60
  • Replenishment Planning

Dispatches
D A I L Y
Buffer Depot
JIT Depot
Dispatches
Stock,Receipt,Sale
Factory
Order Servicing
Central DSS
Orders
Order Servicing
RSs
61
Back-end Supply Chain Process Areas
  • Operations Planner
  • Source Network Optimizer
  • Supply Chain Planner

62
  • BACK - END PLANNING SYSTEM

W E E K L Y
Central DSS
Supplier
Central Purchase
D A I L Y
Factory
JIT Depot
Buffer
63
Logistics Management is a key part of Supply
Chain Management. The design and operation of the
Logistics impacts both costs and responsiveness.
Logistics Management achieves efficiency and
effectiveness through a focus on - optimizing
the network design, improving demand forecasting
, reducing the cash to cash cycle time and
leveraging IT for information transparency all
across the supply chain.
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