Agenda. 1. Who s Rebel? 2. Drivers behind supply chain success in the 21st century. 3. (Horizontal) collaboration in theory

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2 Agenda 1. Who s Rebel? 2. Drivers behind supply chain success in the 21st century 3. (Horizontal) collaboration in theory 4. (Horizontal) collaboration in practice 5. Q & A.

3 1. Rebelgroup - corporate structure and ventures page 3 "We adore chaos, because we love to produce order." M.C. Escher RebelGroup International BV Asia, South Africa, RebelGroup Advisory Netherlands BV Rotterdam RebelGroup Advisory Belgium NV Antwerp IMG-Rebel USA Inc. Washington DC RebelGroup executives BV Rotterdam Advisory Implementation RebelGroup BV (Holding) Investment Strategic Partnership with F1f9 UK/India RebelGroup Academy Rotterdam - Belgium InReturn Capital Nairobi Rebel Capital BV Rotterdam

4 1. Leading our home markets, expanding globally page 4 "My mind rebels at stagnation." Arthur Conan Doyle

5 1. Driven by common values page 5 "The difficulty lies, not in the new ideas, but in escaping the old ones. John Maynard Keynes Personal development or out (not up or out!) Argument above authority INTERNAL variant. Not driven by authority only by intellectual arguments. Trust above structure Creating value is sharing value extreme believers of co-operation and co-creation.. We put our money where our mouth is Rebel has its own investment fund. RebelGroup is a platform for entrepreneurs Argument above authority external variant. Indepent and self-willed advisors

6 1. Value driven in strategy - finance - economics page 6 "We adore chaos, because we love to produce order." M.C. Escher Ports & Logistics PPP & Finance Policy Sector studies, organising infrastructure sectors Social-economic Cost Benefit Analyses and evaluation Regulatory issues, sector reform and market analyses Tariff setting, asset base analysis, WACC determination Financial sector regulation & reform issues Setting up PPP knowledge centres and PPP units Developing policy and legal frameworks for PPPs Preparing toolkits to Governments to select, structure and manage PPPs Financial Feasibility & Evaluation Project pre-feasibility & feasibility studies Detailed business case analytics and options/scenario analysis, risk and sensitivity modelling Cash Flow modelling and DCF valuations

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8 2. Drivers behind supply chain success in the 21st century* page 8 "My mind rebels at stagnation." Arthur Conan Doyle Before 2010: Efficiency (costs) Supply Chain Optimisation Effectiveness (service) After 2010: Sustainability = carbon footprint Trade off between 3 supply chain powers Supply Chain Optimisation Efficiency = cost Effectiveness = service * Source: TRI-VIZOR - strategic partner of Rebel

9 2. Drivers behind supply chain success in the 21st century* page 9 "My mind rebels at stagnation." Arthur Conan Doyle Point-to-point: simple Low effectiveness Low efficiency Low sustainability De-coupling: challange High effectiveness High efficiency major volumes High sustainability * Source: TRI-VIZOR - strategic partner of Rebel

10 2. Drivers behind supply chain success in the 21st century* page 10 "My mind rebels at stagnation." Arthur Conan Doyle Current challange putting (horizontal) collaboration into practice : Supply Chain Optimisation Sustainability Supply Chain X Effectiveness Supply Chain W Supply Chain Z Supply Chain Optimisation Supply Chain Y Efficiency Only cross-company collaboration can have a disruptive impact on the logistics sector and increase simultaneously efficiency, effectiveness and sustainability

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12 3. Horizontal collaboration in theory 12 Why collaboration and shippers communities? necessity for obtaining minimal critical mass for alternative transport modes (inland navigation, rail, shortsea); necesstiy for a balanced trade-off between cost, service and sustainability; Bundling of freight flows between companies can be a stepstone for further collaboration and for major cluster effects via shared services, common transport hubs, Possibilities for maximizing value creation for the whole society exceeds the barriers of the individual company s supply chain. How to set up? 10 steps game plan! In essence: make use of pilot cases TEST IT! Create and focus on TRUST between Shippers community (horizontal) collaboration Demand side bottom up Cluster approach Collaboration terms

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14 4. RAIL CORRIDOR NORTHERN ITALY MILANO page 14 Frozen vegetables and potato industry in West-Flanders Major Cluster (> 25% of European frozen food flows and indirect in control of > 50% of European volumes) with limited cluster effect Too much focus on competition and no focus on cooperation Major potential for cluster effects

15 4. RAIL CORRIDOR NORTHERN ITALY MILANO page 15 Daily Departures from Seabruges Seaport : 6 days/week (incl. saturdays) A C delivery: Departure day A around 4 pm; Arrival Novara day C around 6 am; Deliveries are possible within a range of 150 km from Milano area without surcharges; Special 45 ft. Multimodal Reefer unit: 33 Euro-pallet wide; 26 ISO-pallets Diesel electric units; 200 ltr diesel fuel tanks 4 days stand-by; Tracking system; HACCP conform Temperature is continuously monitored. Door-to-door road haulage as back-up in case of calamities

16 4. RAIL CORRIDOR NORTHERN ITALY MILANO page 16 RESULTS Direct increase in loading capacity of 10% per 45 ft. unit; possibility to load 2 tons more / 45 ft. unit From 22,5 ton / 45ft. 24,5 ton / 45 ft. Save up to vkm/year for tons; Save up to 110 transportations/year for tons; 25% 20% 15% 10% Prijsvoordeel vervoer West Belgie - Regio Milaan Increasing sustainability up to 46%; 5% 0% Always work from a TOTAL LOGISTICS COSTS perspective Prijzen pre crisis Carbon tax 17 Carbon tax 22 Intern 2020 Crisis prijzen Fuel Surcharges are approx. 50% less in comparison with door-to-door road haulage; Possible advantages from a rolling stock (optimization of warehouse and production capacity); Working with stand-container(s) shipper can organize the loading process any time no time windows; Future benefits of increasing volumes (economies of scale) of new entrants (OPEN ACCES).

17 4. REO VENLO SHUTTLE page 17 Major Dutch Fresh Fruit & vegetable traders West-Flemish auction REO Limited market acces for West-Flemish products due to logistics constraints of individual companies (not enough volume for FTL, not enough volume for daily shuttle, ) West - Vlaanderen Venlo

18 4. REO VENLO SHUTTLE - RESULTS page 18 From 0 to pallets in period ; Van 0 to 300 trailers; Average load factor of 90% <->43% European average ; 98% of deliveries on time! Cost savings of more than 10%; Cluster effects between REO auction & Fresh park Venlo Creation of a window / corridor between West-Flanders and Eastern Europe

19 4. CASE of leading audio equipment producer (EDC) page 19 High end consumer goods Focus only on transport costs not total logistics costs All flows unimodal road transportation Major opportunities for multimodal transportation Major opportunities for geographical collaboration

20 4. CASE of leading electronics producer (EDC) - results page 20 Total logistics costs savings up to 34 % Structural shift from road to inland navigation Potential shift of FEU containers (equivalent of TEU) Potential for major cluster effects via collaboration with neighbouring company (EDC for spare parts)

21 4. CASE of IOK Waste management page 21 Public waste processing firm in Flanders (North part of province Antwerp) 3 Different sites (intercompany) and 2 partner companies (external) no collaboration regarding logistics All road transportation unimodal vision Major opportunities for inland navigation

22 4. CASE of IOK Waste management page 22 Total logistics costs savings up to 15 % CO2 reduction up to 25% Reduction in truck movements up to 42% Modal shift potential of tons waste to inland navigation ( TEUs / year)

23 Summary page 23 Competition has reached its limits Horizontal collaboration is a necessity for reaching a good balance / correct trade-off between price, costs & sustainability Collaboration is a necessity for Logistics sector and in extension for creating long term clusters effects Co-optition -Cooperative competition- is a necessity for creating a competitive advantage both on individual company level as on the society as a whole Put theory into PRACTICE JUST DO IT

24 THANKS FOR THE ATTENTION Kevin Lyen RebelGroup Advisory Maria-Theresialei Antwerp Belgium T +32(0) F +32 (0) M +32 (0) kevin.lyen@rebelgroup.com