Aalysed by:

Suket Gupta - 141351

Anoopjit Singh Sahota- 141408

Maninder Singh Bagga- 141429

SCHNEIDER ELECTRICS – A GLOBAL VISION OF SUPPLY CHAIN EXCELLENCE.

SCHNEIDER ELECTRIC

• Amongst the top 3 energy management company

• From 1836 to today, Schneider Electric has transformed itself into the global specialist in energy management.

• Starting from its roots in the iron and steel industry, heavy machinery, and ship building, it moved into electricity and automation management .

• Industry – Electrical Equipment• Founded – 1836• Headquarters – France• Area Served – Worldwide• Key People – Jean-Pascal Tricoire (Chairman and CEO)• Product - Include Programmable logic controller, sensor,

variable-frequency drives, uninterruptible, power supplies, circuit breaker, switchgear, switchboards, motor, motor controller

• Revenue – 24,900 million Euro• Website – schneider-electric.com

CHALLENGES• 1) People : scarcity of supply chain talent, people

should be globalised, broad minded, best one in supply chain, technology driven, open to collaboration.

• 2) Clients : role of supply chain is changing from cost reduction to segmentation of supply chain according to client we specific for value clients and general for others hybrid model

GLOBALISATION• Global company :Segmented supply chain with 10

segments and supply chain building blocks to address those segments

• End to end visibility: from customer to supplier, best forecasting system, best manufacturing planning

• Key customers and critical suppliers are integrated in the supply chain process thus creating better collaboration

INTEGRATION OF PROCESSES• SNOP : sales inventory and operations planning integration of

all the sectors.

• End to end process implementation.

• Visibility equals Collaboration: need to find common interest amongst partners through internal collaboration as well as external collaboration.

EXTERNAL COLLABORATION• Collaboration with customers: objective is to support

customers growth and joint interest with customers to support their growth

• Collaboration with critical suppliers is not only based on cost and prices but also in terms of time reduction, cash reduction and building confidence by information sharing.

EXTERNAL COLLABORATION• Collaboration with customers: objective is to support

customers growth and joint interest with customers to support their growth

• Collaboration with critical suppliers is not only based on cost and prices but also in terms of time reduction, cash reduction and building confidence by information sharing.

INTERNAL COLLABORATION• Internal collaboration: end to end initiative breaks silos.

Complete alignment from top management of different verticals like sales, marketing, finance, logistics and operations around a common objective.

• Global deployment of rapid response; integration of organization responses through digitalization of sop process, 400000 skus, management of big data, distributed in 100 warehouses.

FUTURE• What If scenario : for inventory transfer. To simulate

different demand possibilities for life cycle introduction new product introduction.

• Next: have lot of ideas to increase functionality by deploying short term planning geographically. Analytics to manage big data. Financial simulation.

LEARNING• The traditional objective of supply chain has changed

from cost reduction to customer satisfaction.

• Collaboration is the key to create visibility.

• End to end processes are necessary to create value for the company, critical suppliers and key customers .

SOURCES / REFERENCES• www.schneider-electric.com

• www.scdigest.com

• www.supplychainbrain.com