32. ICV Srbija sastanak, SUPPLY CHAIN

Supply ChainLanac snabdevanja

Plan - DSP Buy - NabavkaMake -

ProizvodnjaMove –

Logistika Customer

service - return

VALUE -Marketing

VOLUME-Prodaja

COST- Lanac snabdevanja

Value, volume ili cost driver

Plan Buy Make Move CustomerService / Return

New Product Introduction

ERP (Enterprise Resource Planning)

Integralni Lanac Snabdevanja

End to End Supply Chain (E2E)

Nova organizaciona sema fabrike

Master Plan 2024

Ključni ciljevi i projekti za 2015

Plan Buy Make Move CustomerService / Return

• Only 40% of projects met schedule, budget and quality goals • Biggest barriers to success listed as people factors: - - Changing mindsets and attitudes – 58%. - - - Corporate culture – 49%. - - - Lack of senior management support – 32%.

Change management - Get the right people on board and manage the change

https://www.youtube.com/watch?v=Yk7bzZjOXaM

8 Kljucnih gubitaka – No value (Cost)

TRANSPORTATIO

N

Unnecessary movements

of products & materials

MOTIONMOTION

Unnecessary movements

by people e.g. walking

WAITING

Wasted time waiting

for the next step

in a process

OVER

PROCESSING

More work or higher

quality than is

required by the

customer

DEFECTS

Extra work

caused

by rework, scrap

and incorrect

information

INVENTORY

Excess products and

materials not being processed

OVER

PRODUCTIO

N

Production that is

more than needed or

made before it is

needed

SKILL

UTILISATION

Extra effort due to Poor

skills, or lost potential

due to people being

over qualified for the

task

Value stream map

ŠTA I KAKO

Increase orders fulfillment - OTIFIncreased forecast accuracy

Increase Customer ResponsivenessDecrease Out Of Stock - OOS

Reduced SC errors

Reduced transportation costReduced warehousing costReduced distribution cost

Reduced Inventory carrying cost

Reduced manufacturing cost

Reduced procurement cost

Reduced Head Count- labor costReduced Facility cost

Increase Overall Efficiency of Equipment - OEE

Increase Energy efficiencyReduced Logistic asset cost

Reduced InventoryIncrease inventory turns

Reduce lead and cycle timeAccelerate Cash to Cash cycle

Reduced Logistic and other assets

Increase sales revenue

Reduced cost of lost sales

Increase of total market coverage

Reduced variable cost

Reduced fixed cost

Reduced working capital

Reduced assets

Revenue

Cost

Profit

Investment

Return on Net Worth

Tradicionalni troškovni principProdajna cena = Troškovi + Profit

Tržišni Lean principProfit= Prodajna (tržišna) cena - Troškovi

Supply Chain strategija (E2E)

Supply Chain Cost Management

Integralno poslovno planiranje i Nabavka

Plan Buy Make

Bullwhip efekat

Šta je S&OP ?

S&OP – Sales & Operational PlanningProces za integrisano upravljanje biznisom

Software za podršku S&OP procesu

Benefiti impelemtacije S&OP

To enable the business to understand installed asset potential, calculation of OEE is as follows

Plant running time

Down time Unscheduled

Down time Scheduled

Actual output

Output reduct. Condition

Output reduct. Materials

Output reduct.Design

( (+ + )x + + + )

Actual good volume produced during planned time

Tactical opportunities

Strategic opportunities

Theoretic volume

*High expenditure area *Strategic to operations

*Many existing alternate products/services *Few qualified supply sources

*Many qualified supply sources *Large expenditures

*Goods/services readily available *Design to quality critical

*Commercial involvement can significantly *Complex specifications

impact price

*Many existing alternate products/services *Very complex specifications

*Many sources *Few alternate products available

*Low value *Few qualified sources of supply

*Small individual transactions *May have big impact on ongoing operations

*"Anyone" could buy it or maintenance

*Unspecified items for everyday use *New technology or untested processes

involved in the provision of the product or

service

LEVERAGE STRATEGIC

ROUTINE BOTTLENECK

Supply Market Challenge (i.e. how complex is the product, how difficult is it to find suppliers)

Va

lue

(e

.g.

annual

spend)

Strategija Nabavke* Segmentation, focus and sourcing/audit+develop,

Modeli pregovaranja komercijalnih uslova • Leveridž materijali – eAukcija• Strateški materijali – direktni pregovori i auditi/razvoj • Rutine – tenderi • Uska grla – tenderi / direktni pregovori

Move

Logistika

9.000

11.000

13.000

15.000

17.000

19.000

21.000

23.000

25.000

27.000

29.000

jan feb mar apr maj jun jul avg sep okt nov dec

KONTINUALNA OPTIMIZACIJA LOGISTICKIH RESURSA I “END – TO – END” REPLENISHMENT STRATEGIJA

| 26

SKLADISTA

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

PROIZVODNJA PORUDZBENICE OTPREMA ZALIHE PLAN PRODAJE

POTENCIJAL ZA UŠTEDE ILI MRTAV KAPITAL!

UPRAVLJANJE ZALIHAMA

| 28

• Fleksibilan plan snabdevanja:

• Dodatne investicije u distributivnu flotu

• Moderna tehnoloska resenja(TMS, GPS, WebPortal,...)

• Potpuna sledljivost i kontrolaključnih parametara

• Optimizacija ruta I kontrolatroskova

Efikasna distribucija

Plant

МТ

Logistics operators

Distributior

Traditional trade

HoReCa/Kiosk

Supervisor

SA

Merchandiser

LKA

MT

KA central WH

TRADICIONALNI LOGISTICKI MODEL

Future Logistics

STA NAM JE POTREBNO DANAS I U BUDUCNOSTI?

| 31

Kljucni parametri uspeha

• Kontrola I transparentnost

• Stalna optimizacija I unapredjenje celokupnog Lanca

snabdevanja I Logistike

• Pravilno koriscenje modernih tehnologija

• Fleksibilnost I brzo prilagodjavanje zahtevima trzista

SERVIS SA KLIJENTIMA

y eCustomerService / Return

ERP Overview 33

What is ERP?

• ERP is a high-end sophisticated software solution that

reduces the pressure and workload off the managers

and provides accurate, timely information for taking

appropriate business decisions. Managers with knowledge of

ERP will be able to achieve their targets and goals by proper

implementation of ERP system in their organization.

• In fact managers are expected to translate the business rules and requirements for mapping them into ERP software.

• Implementation of ERP solutions is one of the largest drivers of growth in the consultancy business.

ERP Overview 34

ERP Characteristics

Integrated System

Real Time

Best PracticeCustomizing

(Configuration)

Process Oriented

ERP Overview 35

ERP history

Extended ERP 2000

Closed Loop MRP ‘70

MRP II ‘80

MRP ‘60

ERP ‘90

ERP Overview 36

Architecture• Central relational database (e.g., Oracle and many others)

• Client/Server—three-tiered

• ERP Component—Oriented towards common identifiable business modules (PP, MM, SD, FI, CO, HR)– PP: Production Planning (“Make”)

– MM: Material Management (“Buy”)

– SD: Sales & Distribution (“Sell”)

– FI: Financial Accounting and CO: Controlling (“Track”)

– HR: Human Resources

• Add-ons: – Customer Relationship Management (CRM)

– Supply Chain Management (SCM)

– Product Lifecycle Management (PLM)– ….

ERP Overview 37

ERP Industry Solution

• Aerospace/Defense

• Automotive

• Banking

• Chemicals

• Consumer Products

• Engineering/Construction

• Financial Svc Provider

• Healthcare

• High Tech

• Higher Education/Research

• Insurance

• Media

• Mill Products

• Mining

• Oil & Gas

• Pharmaceuticals

• Public Sector

• Retail

• Service Providers

• Telecommunications

• Utilities

• …so on …

ERP Overview 38

ERP Vendors

World vendors:

• SAP

• MICROSOFT

• ORACLE

• …

Serbian vendors:

• UPIS

• MIS

• AB Soft

• …

ERP Overview 39

ERP and SCM

ERP Overview 40

SCM applications

You have the following application types in SCM:

• Advanced Planning and Optimization

• Extended Warehouse

• Transportation Management

• Supply Network Collaboration

• Forecasting and Replenishment

ERP Overview 41

ERP today and future

Upravljanje povratnom ambalazom - palete

CILJEVI

Ko

mp

an

ija

•Poboljsati

kvalitet

•Pojednostaviti

proces

•Povecati

fleksibilnost

•Povecati

efikasnost ?Kvalitet u EUR standardu I

pouzdano snabdevanje

Konverzija fiksnih u

varijabilne troskove

www.supplychain.rs

WHY ?

Why become a member of Serbian Supply Chain Professionals Association, one of the fastest growing professional associations in the region?

Here are just some of the reasons:•Strengthen your professional knowledge by liaising with some of the top professionals in the field of Supply Chain•Stay up-to-date with the latest industry trends •Broaden your network of contacts•Give and receive mentorship•Contribute to improvement of the business environment in Serbia through participating in Association's activities (e.g. projects, round tables, meetings with Government bodies and other professional associations...)•Step into a rich new field of business opportunities•Gain access to members-only materials (e.g. Best practise, books, research and "white paper" reports, templates...)•Be the first in line to participate at the events organized by the Association (forums, member meetings, workshops...) and receive discounts, free entry and more.•Enjoy benefits offered by Association's partner bodies•Synergy: share passion, inspiration and motivation