How Supply Chain Excellence Creates Economic Value

Transcription

1 How Supply Chain Excellence Creates Economic Value Jim Tompkins Tompkins International Bruce Tompkins Tompkins International Tompkins Supply Chain Leadership Copyright Forum 2015 August 31 September 2, 2015 Your Supply Chain. The Right Way.

2 Session Agenda Capital Investment Economic Value Defined What Creates Real Economic Value Value of Supply Chains Overall View of Supply Chain Value Value Based Initiatives The Value Proposition for Operations Excellence Further Discussion 2

3 Capital Investment Capital Investment in Supply Chain can Occur in Several Investment Areas: Facilities and operations Information technology Strategies and processes People and organizations Corporations have accumulated, and financial institutions have generated what Bain & Company refers to as a capital superabundancies 3

4 Economic Value Defined Economic Value to Corporations is created by Free Cash Flow or the Amount of Revenue Remaining After the Funding of the Total Enterprise Expenses and Taxes. Free cash flow is then available for adding to the capital availability pool, increasing the corporations value Current operations then create capital as do: Shareholder value Brand value Market value Other value indicators Do Your Leaders Talk in Terms of Free Cash Flow? 4

5 What Creates Real Economic Value Business and Operations Strategy is Where all Value Begins Five strategic questions for any business: What business is the company in and why? How should value be added to the business? What are the target markets? What are our products or services and why will customers buy from us? What capabilities are needed to assure that the company adds value and differentiates itself from competition? The fact is that 90% of business strategies are not implemented through operations as intended. 5

6 The Value of Supply Chains The Potential to Create Business Value Through a Company s Supply Chain is Becoming Better Understood Supply chain is being discussed in executive suites more and more Questions continue to arise about supply chain contributions to profitable growth not just for bottom-line operational excellence, but also for top-line revenue Positive examples of the effects of supply chain performance on business performance abound While many organizations are beginning to learn about supply chain value potential, others do not yet recognize it, or certainly have not acted upon it Are companies turning their supply chains into competitive weapons? 6

7 Overall View of Supply Chain Value Mega Processes of Supply Chain 7

8 Overall View of Supply Chain Value Key Features of Supply Chain Finance Profitable growth All growth is not profitable Capture new markets and customers Outperform competitors Margin Improvement Reduce the cost of goods sold Improve speed and productivity Tax-effective supply chain management (TESCM) Process of integrating tax planning into the overall management of the company s supply chain 8

9 Overall View of Supply Chain Value Key Features of Supply Chain Finance Capital Efficiency Reduce working capital Cash to cash cycle management Reduce (improve return on) fixed assets Product handling equipment Technology How Cash-to-Cash Cycle Is Calculated Add: Inventory C2C (days cash tied up in inventories) = Avg Inv / COGS x 365 days Add: Receivables C2C (days cash tied up in uncollected AR) = Avg AR / Net Sales x 365 days Less: Payables C2C (days use of cash before paying for inv) = Avg AP / COGS x 365 days 9

10 Value Based Initiatives Example Categories of Value-Based Operational Initiatives: Operations reinvention Infrastructure investments Demand-driven supply chains Complete end-to-end trading partner collaboration Product-service innovations 10

11 The Value Proposition for Operations Excellence Value Creation Framework 11

12 The Value Proposition for Operations Excellence Metric Current Value Future Value (1Year) Best Practices Impact on Operating Cash Flow Impact on EBITDA Order cycle time 5.0 days 3.6 days Implement DOM system and reduce waste in processing steps Order fill rates 94.3% 98.0% Voice picking accuracy leads to a new customer.25%.10%.75%.40% Product availability 98.1% 99.5% Demand-driven practices 1.0%.60% Perfect order rate 90.3% 95.0% Picking accuracy and new QA system for order accuracy.80%.50% Forecast accuracy 20.5% 15.0% Demand-driven practices and tools Negligible Negligible Cost of goods sold $650M $600M Strategic sourcing initiative 1.50%.95% Metric Current Value Future Value (1Year) Best practices Impact on Operating Cash Flow Impact on EBITDA Lead times 17.4 days 15.4 days Strategic sourcing initiative.25%.13% Distribution costs $58.5M $49.0M Voice picking system and VNA storage in DCs Freight expense $51.0M $35.0M Network redesign getting product closer to the customer.45%.30%.75%.45% Inventory carrying cost $61.6M $50M See inventory turns See inventory turns See inventory turns Net operating working capital $525M $500M Network redesign closed non-value adding facility 5.0% 3.0% Inventory turns Demand-driven practices and tools 35% 20% Inventory days of supply 59.8 days 40.2 days See inventory turns See inventory turns See inventory turns 12

13 The Value Proposition for Operations Excellence Invested capital into operations excellence truly matters Not only does it create near-term value, it positions the company for long-term and sustainable value While nearly all supply chains today need to adopt speed as one of their primary contributions to economic value, the fact is that macroeconomic conditions do not change as fast a markets and customers A capital investment strategy is far more powerful than downsizing and short-term cost reduction You cannot cost reduce your way to profitability How Would You rate Your Company on Operations Excellence and Business Value? 13

14 How Supply Chain Excellence Creates Economic Value Discussion 14