OSCM Master 7 th Edition M.Cantarelli

Transcription

1 OSCM Master 7 th Edition M.Cantarelli

2 Summary 1.Overview on FMC Technologies 2. Value Proposition & Market Analysis 3. AS IS 4. TO BE 5. Projects Impact and Planning

3 Overview on FMC Technologies The Group: FMC Technologies Inc. - leading global provider of technology solutions for the energy industry; - more than employees; - 25 production facilities in 25 countries; - 3 global regions: Americas (Houst.), Asia Pacific (Singap.), EAC (Sens); million $ of revenue in 2009; ) Regional Headquarters Sales/Service Office Manufacturing Facility

4 Overview on FMC Collecchio The Plant: FMC Technologies S.rl. - Collecchio - sole FMC Italian plant dedicated to LC Surface Wellhead Systems; - about 35 employees; - only production planning, production, quality, wharehouse, administration; - xx million of revenue in 2009;

5 Overview on FMC Collecchio The Products: - casing head and spool, x-mas tree, unihead; - engineer to order; - suppliers from Italy, France, India, Kazakistan and Singapore - market = Africa & Middle East (Iraq); - same cumulative lead time ( 120 days) only 1 Supply Chain ; The Process:

6 Value proposition Customer's Value Curve Function Value Customer's Value Order Qualifier: safety, quality, reliability, technological level. FMC Value Placement Order Winner: price. MFT, customer service Customer's Value FMC'S Value

7 Marketing Analysis Macro PEST Analysis Micro 3 C (Customers, Competitors, Channels) Analysis Internal PRIMO F Analysis (a look inside) ) Integration between dept. Training for compet. Price S.C. Culture Lean operations Delivery Performance from supplier Delivery Performance to customer

8 Supply Chain Supply Chain = the entire network of entities, directly or indirectly interlinked and interdependent in serving the same consumer or customer. It comprises of vendors that supply raw material, producers who convert the material into products, warehouses that store, distribution centers that deliver to the retailers, and retailers who bring the product to the utlimate user. )

9 SCOR Model -A process reference model endorsed by the Supply Chain Council; -The cross-industry de facto standard diagnostic tool for supply chain management; - enables users to address, improve and communicate supply chain management practices within and between all interested parties in the extended enterprise; ) -- based on 3 major pillars : - Process Modeling, - Performance Measurements, - Best Practices (Once the performance of the supply chain operations has been measured and performance gaps identified, it becomes important to identify what activities should be performed to close those gaps. Over 430 executable practices derived from the experience of SCC members are available)

10 Process Modeling )

11 Performance Measurements 쀀

12 SCOR Project Roadmap Implement Supply Chain Changes 1) Master Schedule of Projects; 2) ROI Analysis; 3) Technology Selection; 4) Detaisl Requirements, Solution Design, Configuration, Test & Go live Implementation Align Performance Levels, Practices & Systems ā 1) AS IS Work/Inform. Flow; 2) Transact. Porduct.. Analysis; 3) TO BE Work/Information Map; 4) Prioritiz. List of Changes Information & Work Flow Configure Supply Chain Analyze Basis of Competition 1) AS IS Material Flow; 2) Disconnect & Gross Opportunity Analysis; 3) Supply Chain Strategy; 4) TO BE Material Flow Material Flow 1) S.C. Scope; 2) Performance Metrics; 3) SCORcard; 4) Compet. Perf. Requirem. & SCORcard Gap Anlaysis Operations Strategy

13 Analyze basis of competition Performance Metrics SCORcard Scope Operations Strategy Text SCORcard Gap Analysis

14 SCORcard Gap Analysis EXTERNAL INTERNAL Overview Metrics Reliability EOrder ) Fulfillment Responsiveness SCM Cost Asset Performance Versus Competitive Population SCOR Level 1 Metrics Actual Parity Advantage Superior Delivery Performance Perfect Order Fulfillment Lead Time Cost of Goods (sold) Total SC Management Cost Cash to Cash Cycle Time SHAREHOL DER Profitability Gross Margin Operating Income Net Income

15 AS IS Competitive Placement Performance Attribute Performance Vs. Competition Delivery Reliability Responsiveness SCM Costs ) SCM Assets Utilization Profitability Legend

16 Configure Supply Chain AS IS Material Flow Disconnect & Gross Opportunity Analysis ) Material Flow Supply Chain Strategy Text TO BE Material Flow

17 AS IS Geographical Map )

18 AS IS Thread Diagram )

19 Disconnect/Gross Opportunity Analysis Undisciplined order management Not completely owned sourcing process Poor project management Inconsistent S.C.M. practices Undisciplined Order Management Disconnect Analysis ) Disparate ERP systems Long distances Collecchio - suppliers Team Work Poor KPI s definition Subordination to Headquarter Make process not lean No formal return management

20 Supply Chain Strategy 1. Supplier Location Change 2. ERP Alignment ) 6. Lean Plant Fishbone + 5-Whys 3. Integrated S.C. KPIs 5. Quality & S.C. Culture 4. People Qualification

21 TO BE: Supplier Location Change Geographical Map Ё

22 TO BE: Supplier Location Change Ё

23 TO BE: Lean Plant Layout Before + VSM - NVAA (QC) Ё Layout After

24 Strategic Alignment Matrix Score Area 0 None Operation 1 Suppor ts E.R.P. 2 Fulfills Culture Total Score Projects Customer Oriented Culture Critical Success Factors Supply Chain Culture 빰Ͽ Quality Culture Team Work People Training & Competence Supply Chain Reliability Supply Chain Responsiveness Supply Chain Costs Supply Chain Asset Utilization Supply Chain Profitability Total Score Supplier location Change 4 - People Qualification 2 - ERP Alignment 5 Quality & Supply Chain Culture 3 Integrated Supply Chain KPI s 6 Lean Manufacturing Plant

25 Project Matrix 觠 г

26 Projects Planning 觠 г 1 Supplier location Change 4 - People Qualification 2 - ERP Alignment 5 Quality & Supply Chain Culture 3 Integrated Supply Chain KPI s 6 Lean Manufacturing Plant

27 TO BE: From projects 1 & 6 Overview Metrics SCOR Level 1 Metrics Actual SCOR Level 2 Metrics Actual TO BE SCOR Level 3 Metrics AS IS TO BE EXTERNAL Reliability Responsiveness Delivery Performance Perfect Order Fulfillment Order Fulfillment Lead Time N Source Cycle Time Make Cycle Time 24,5 1,5 Produce & Test Cycle Time 1,1 HR INTERNAL SCM Cost Asset Cost of Goods (sold) Total SC Management Cost Cash to Cash Cycle Time SHAREHOLDER Profitability Gross Margin Operating Income Net Income

28 TO BE: Expected results from all projects Performance Versus Competitive Population EXTERNAL Overview Metrics Reliability Responsiveness SCOR Level 1 Metrics TO BE Parity Advantage Superior Delivery Performance Perfect Order Fulfillment Order Fulfillment Lead Time Value from Improvement +20% +25% -42,5 INTERNAL SCM Cost Asset Cost of Goods (sold) -5% Total SC Management Cost Cash to Cash Cycle 㤠 в Time -2/3% -80 SHAREHOLDER Profitability Gross Margin +15% Operating Income +2/3% Net Income +2/3% Performance Attribute Performance Vs. Competition Delivery Reliability Responsiveness SCM Costs SCM Assets Utilization Profitability

29 Diagram Parity SCOR AS IS в SCOR TO BE Advantage/Superior

30 LOGO Add your company slogan 㥰 в