Reengineering the Global Supply Chain for the 21 st Century. Edwin Keh
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1 Reengineering for the 21 st Edwin Keh
2 Vision and Mission
3 Financial Times Global Ranking number 1 business school in the world 2011 and number 3 in 2012 The first collegiate business school in the world (established 1881) The most published business school in the World OPIM over 100 faculty engaged in operational research and education
4 Reengineering What are the big macro events and disruptions that are impacting our supply chains? What should we be thinking about? What should we be doing?
5 What are the big Reengineering macro events and disruptions that are impacting our supply chains?
6 Reengineering
7 BIG DATA & Cloud The Battle for Reengineering Talent Global business integration The end of the Big Pipeline
8 BIG Reengineering DATA & Cloud
9 BIG Reengineering DATA Good News for the BIG & Powerful ubiquitous data gathering & almost real time Massive parallel processing
10 Cloud Reengineering Good News for the SMALL & agile Low barriers to entry, future proof, legacy free Global access, scalable
11 The Reengineering Battle for Talent
12 The Reengineering Battle for Talent ATTRACT RETAIN TRAIN GROOM
13 Reengineering ATTRACT RETAIN TRAIN GROOM
14 Reengineering ATTRACT RETAIN TRAIN GROOM
15 Reengineering ATTRACT RETAIN TRAIN GROOM
16 The Reengineering Battle for Talent ATTRACT RETAIN TRAIN GROOM
17 The Reengineering Battle for Talent ATTRACT RETAIN TRAIN GROOM
18 Global Reengineering business integration The disappearing middleman The new Global urban consumer Sustainable consumption
19 Global Reengineering business integration The disappearing middleman
20 Global Reengineering business integration Who is the middleman?
21 Global Reengineering business integration The new Global urban consumer
22 Global Reengineering business integration The new Global urban consumer
23 Global Reengineering business integration The new Global urban consumer
24 Global Reengineering business integration The new Global urban consumer
25 Global Reengineering business integration Sustainable consumption
26 Global Reengineering business integration Sustainable consumption
27 Sustainable consumption Reengineering
28 Global Reengineering business integration Sustainable consumption
29 The end of the Reengineering Big Pipeline
30 Reengineering
31 Engineering Change Management (ECM) Reengineering Cycle Time Project Management Technical Expertise Trend and Market Awareness
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34 The end of the Reengineering Big Pipeline Are we Globally optimized in the wrong direction?
35 What should we Reengineering be thinking about? What should we be doing?
36 Build Trusting Relationships Reengineering Adopt the right Decision Making Framework Vision
37 Build Trusting Relationships Reengineering TRUST CUSTOMERS SUPPLIERS Local Solutions Robust supply chain Transparency Agility Nimble and responsive Talented and engaged Shared risks Shared rewards A supply chain that is trusted by all stakeholders
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43 Build Trusting Relationships Reengineering Customers CUSTOMIZATION OPEN DIALOGUE GLOBAL BRANDS TRUST Suppliers ONE PIECE FLOW/ LEAN DEMAND FORECASTING GLOBAL SOLUTIONS A supply chain that is trusted by all stakeholders
44 Build Trusting Relationships Reengineering Customers TRUST Suppliers Develop deep relationships with key suppliers Use differentiated strategies for various products and goals Focus on total cost, transparency, agility (flexibility + speed) A supply chain that is trusted by all stakeholders
45 Adopt the right Decision Reengineering Making Framework
46 Adopt the right Decision Reengineering Making Framework Move to the fringes
47 Reengineering
48 Reengineering
49 Reengineering
50 Reengineering
51 Reengineering
52 Vision Reengineering Beware the Naysayers Research & Development is not a luxury item it s survival Leapfrog the competition Build Culture & People to build BRANDS
53 The Accidental Retailer From Contract Manufacturer to Chinese Retail Brand Daphne (Prime Success) Edwin Keh 2012
54 Keeper Chen is a serial entrepreneur coffee shop bowling alley restaurant shoe factories licensed brand retailer shoe retailer real estate developer Edwin Keh 2012
55 "Like many [new rich] mainlanders, we amass our fortune or business success without knowing how until much later. Much of our success is achieved by chance, not by design, it is of great importance to be able to sniff out opportunities and make the right turns. Eddie Chen CEO, Prime Success Forbes Asia Magazine dated August 09, 2010 Edwin Keh 2012
56 1970 s Prime Success started as a small family owned OEM branded shoe manufacturer. Mid 1980 s moved production to China. Edwin Keh 2012
57 We were just finding the best way to use up some excess leather and idle production capacity that s how we got started in China Retail in 1991 Keeper Chen, Founder and retired Chairman, Daphne Edwin Keh 2012
58 Balance out the seasonal demands of our big US customer something for workers to do during the low season Edwin Keh 2012
59 Early Daphne Stores in Shanghai circa late 1990s Edwin Keh 2012
60 1995 listed company on HK Stock Exchange Edwin Keh 2012
61 Edwin Keh 2012
62 Edwin Keh 2012
63 Significant retail success TPG made an US$ 81 MM investment in Daphne through the subscription of convertible bonds (3.125% coupon, converts at share price of HKD 3.5) with warrants (HKD 4.0 exercise price/warrant). Edwin Keh 2012
64 From Prime Success to Daphne By 2010 over 5000 stores and points of sales Most production are outsourced Purchased high end brand Annual sales volume over US$1B As OEM highest sales less than $70M/year Edwin Keh 2012
65 January 2012, US undergraduates visit Daphne, Shanghai Edwin Keh 2012
66 January 2012, US undergraduates visit Daphne, Shanghai Edwin Keh 2012
67 January 2012, undergraduates visit Daphne, Shanghai From US Students to Chinese Consumers! Edwin Keh 2012
68 Vision Reengineering Beware the Naysayers Research & Development is not a luxury item it s survival Leapfrog the competition Build Culture & People to build BRANDS
69 The new global marketplace rethink the opportunities
70
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