Supply Chain Management 4.0: Logis8cs within the bulk cement industry. Markus Lanz

Transcription

1 Supply Chain Management 4.0: Logis8cs within the bulk cement industry Markus Lanz

2 The 4 Stages of Industrial Evolu8on 4. Industrial revolu1on Based on cyber-physicalsystems 3. Industrial revolu1on Through the use of electronics and IT further progression in autonomous produc8on 2. Industrial revolu1on Introducing mass produc8on lines powered by electric energy 1. Industrial revolu1on Introducing mechanical produc8on machines powered by water and steam Industry 1.0 Industry 2.0 Industry 3.0 Industry 4.0 End of the 18th century. Beginning of the 70th Today Level of complexity

3 Manufacturing-Mega Trends Megatrends have considerable impact and drive structural changes in nearly all manufacturing sectors Changing demographics (growing world population, aging societies, increasing urbanization) Globalization & future markets (ongoing globalization, BRIC, beyond BRIC) Scarcity of resources (energy, water, other commodities) The challenge of climate change (increasing CO2, global warming, ecosystem at risk) Dynamic technology & innovation (technology diffusion, power of innovation, the age of life science, ubiquitous connectivity) Global knowledge society (know-how base, gender gap, war for talent, multiplication of data and information) Sharing global responsibility (shift to global cooperation, growing power of NGO s, increasing philanthropy

4 Smart Supply Chain Mega Trends are driving the future face of Manufacturing Industry through rapid transforma1ons Current State Capacity and Efficiency Future State Capability and Flexibility Make to Stock Make to Individual Disparate Plant Systems Convergence of OT and IT Historical Data Monitoring Real Time Dashboards Supply chain Supply Circle

5 Factory of the Future Summary Objec1ve: Sustainable manufacturing ICT-enabled intelligent manufacturing High performance manufacturing Higher Automa8on Desired Stage Vision Framework A Transforma1on Framework leveraging OT and IT convergence Industrial Ethernet Mobile Applica8ons Automa8on Big M Data Analy8cs Digital Modeling and Simula8on

6 Factory of the Future Defini8on & Vision Factory of the Future is paradigm shi\s from disconnected shop floor to connected manufacturing facili1es by automa1ng the flow of informa1on through ver1cal integra1on Shop Floor to the Top Floor and horizontal integra1on across the plant site, loca1ons etc. Connected shop floor to Top Floor Systems (Business Systems 2 Way Integra1on) Ver1cally and Horizontally Integrated systems, instruments & informa1on Support the internal customer (paradigm shi\ with demonstrable and sustainable benefits) Real-1me monitoring of machines, inventories and manual processes Full shop floor visibility/transparency (all plants and processes) RFID/Barcode s/qr-codes etc. Smart Supply Chain Network

7 What do we mean by Smart Supply Chain, and do we all mean the same thing? v Visibility of: v Product status v Real 8me demand and demand plans v Supply plans v Inventory levels by loca8on v Orders v And visibility of assets e.g.: v Vehicles, condi8on and capacity v Produc8on & Packaging equipment v Loading- & Unloading system v People and capabili8es If you can t measure it, you can t manage it!

8 How can it be so very difficult when we have the ability to use all these assets: Smart Supply Chain Future Horizontal Process Integra8on External Collabora8on & Integra8on Intelligent Networked Planning, Execu8on & Decision Analysis Op8mized Flows Flexibility & stability Effec8vely driving profitable growth Func8onal Excellence Interconnected CSCO Balancing risk and performance Sta8c Supply Chain Instrumented Integrated Transac8ons (ERP to ERP) Automated Transac8ons (Sensors & Actuators) Managing complexity Our Point of View on the Progression of Supply Chain Management to a Smarter Future

9 Smarter Supply Chain The Supply Chain of the Future must be SMARTER...It will be Instrumented, Interconnected & Intelligent Instrumented Interconnected Automated Transac8ons & Smart Devices Use of sensors, actuators, RFID, & smart devices to automate transac,ons: inventory loca8on, shelf-level replenishment detec8on, transporta8on loca8ons & boalenecks Supports real-,me data collec,on & transparency from POS to manufacturing to raw material Sense-and-respond demand/supply signals allow predict and act Op8mized Flows Mul8-Tier system integra,on across the network. Standardized data and processes. Collabora,ve decision making through decision support and business intelligence star8ng with the customer Networked risk management programs for integrated financial controls with opera8onal performance monitored and measured Networked Planning, Execu8on & Decision Analysis Intelligent Simula,on models to evaluate trade-offs of cost, 8me, quality, service and carbon and other criteria Probability-based risk assessment & predic,ve analysis Networked planning/execu8on with op,mized forecasts & decision support

10 Case Study Cement Producer Key Challenges in Cement Supply Chain v No reflec8on of the real inventory situa8on v Providing right informa8on to the client about every dispatch v Fleet Underu8liza8on v High Distribu8on Cost due frequent order changes or cancela8ons v Wai8ng 8me to unload trucks due unavailable silos v Manual order entry Solu1on v An end-to-end solu8on that addresses all aspects of the Cement Supply Chain Management v Automated Order Management v Real 8me stock measurement v Rou8ng v Complete monitoring of the processes -- from loading of cement into the truck to delivery at customer site and return of the truck to the plant v The OrbitLog VMI-solu1on provides real 8me stock & distribu8on informa8on and integrates it within the ERP solu8on v The Service oriented LOGis8c System SoLOGS for automated self service loading Benefits v Reduced Inventory Cost v Reduced Delivery Cycle Time v Elimina8on of truck wai8ng 8mes v Improved Plant Produc8on Planning v Op8mizing rou8ng and transporta8on 8mes v Reduced administra8on v Cost reduc8on by approx. 20%

11 Solu8on SoLOGS Service oriented LOGis8cs System Webportal Supplier Real-1me Inventory Automated consignment calcula1on Forecast & Deliverystatus Customer POD Terminals Tanks Truck Railcar Barges Webportal Customer SAP 3e_Automate (English).mp4

12 Case Study Oil Producer Key Challenges in Oil/Gas Supply Chain v No reflec8on of the real inventory situa8on at petrol sta8ons v Unstructured order 8ming v Order volumes causing tankers to go out half full v Peaks & troughs during the weak due consumer demand and price changes Solu1on v Integra8on between scheduling centers, terminals, trucks and customers assured robust planning and collabora8on v Automated Order Management v Real 8me stock measurement v Rou8ng v The OrbitLog VMI-solu1on provides real 8me stock & distribu8on informa8on and integrates it within the ERP solu8on Benefits v Petrol sta8on Manager know when delivery will arrive v Elimina8on of truck wai8ng 8mes v Op8mizing rou8ng and transporta8on 8mes v Schedulers can maximize the deliveries in a shij v Reduced administra8on

13 Solu8on Fleet Op1mizing & Scheduling system Webportal Real-time Inventory Automated consignment calculation POD Terminal Forecast & Delivery status Supplier Customer POD Timestamp Tanks 3PL/4PL

14 The vision: Real 8me collabora8ve planning & forecas8ng Collabora8ve network (customer / supplier / carrier) Excep1on handling Demand Cloud Real-8me: orders + forecast + inventory + consump8on + loading + movements Customer order portal Firewall Order automa1on Company border Proof of delivery Always external connec1ons internal

15 RALOG Supply Chain Engagement Methodology Discover Conduct As-Is Analyzes Deep Dive Defini,on To-Be Situa,on Deployment Defini,on To-Be Situa,on v Understand As-Is process & capture current performance. v Qualita8ve Analysis: Pain points and Issues iden8fica8on. v Quan8ta8ve Data Analysis: (e.g. Product ABC based on revenue/ gross margin/inventory) v Process and Performance Analysis v Process and Performance Gap Analysis v Iden8fy opportunity areas and Quick wins v Value Iden8fica8on and es8ma8on v Product/Customer Porlolio analysis v Sales & Opera8ons Planning v Metrics Defini8on v Order To Cash Cycle Time v Return on Assets v Forecast Accuracy v Total Supply Chain Cost as % of Revenue v High Level Road Map v v v v To-Be Process Design Timeline Resource/Staffing Cost/Benefit v Iden8fica8on of possible solu8ons v Quick wins v Exis8ng Process standardiza8on and roll out, if needed v Implementa8on v SCM Strategy v Organiza8onal change v Solu8ons v Project management v Change Management v Training

16 Thank you Markus Lanz Managing Partner/Senior Consultant RALOG Engineering AG Aarburgerstrasse 21 CH-4800 Switzerland Phone: Mail to: Web: