SCG Introduction Slides

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  • SupplyChainGroup-2011

    Discussion of SupplyChainGroup

    Capabilities for

    April, 2016

    www.supplychaingroup.org

  • SupplyChainGroup-2011

    Supply Chain and Logistics

    Strategy Development

    Technology Selection and Implement-

    ation - LMS, TMS, WMS

    Logistics Operations

    Improvement

    Operations Due Diligence and

    Outsource Analyses

    DC Operations, Layout and

    Design

    The Sustainable

    Supply Chain

    Our Goal: Help you build needed capabilities, matched to a well designed supply chain, from Concept through Design to Implementation

    We Deliver:

  • SupplyChainGroup-2011

    Introduction

    2

    Underlying todays supply chain are increasingly complex and at times costly business needs.

    Flows can include products, services, integrated information, financial transactions, global legal requirements

    Customers may be consumers, returns, stores, customers-customers, government agencies, third party, back hauls

    Asset utilization is key objective in todays economy Business and regulatory changes are altering the dynamics of

    supply chain processes in many industries Improving SC Sustainability is becoming a board requirement

    Our focus is to support your supply chain project needs in strategy, analysis, design, build, and implementation, with:

    Innovative thinking Right talent for your project, we have a deeply skilled core team

    and ecosystem of alliance consultants Flexibility in working with you as augmentation to your team or

    project lead or subject matter advisor World class project approach and methods, that include

    comparative benchmarking and best practices insights Very competitive rate structure based on low overhead

  • SupplyChainGroup-2011

    How We Work

    We bring best practice, process expertise and thought leadership to support new and innovative thinking for your project across business and technology domains

    We have managed supply chain operations and program offices, led implementation of capabilities, defined strategy and directional analyses, and supported business planning and cross functional coordination.

    We work with you to provide a team-based environment, combining our design and operations experience with distribution and systems expertise with your organizational and business knowledge

    We Leverage our project experience to help you focus on the keys for project success: commitment to understood objectives, management to project plans and scope, the right methods, skills and resources for project activities, benefit areas are measured, and risks mitigated.

    Utilizing past successes for your projects we apply templates, best practices, lessons learned, and methods

    Our focus is supporting clients in defining supply chain direction and achieving measureable benefits

    The Supply Chain Group is a 3 year old firm consisting of senior level consultants with an average of 20 years of supply chain consulting experience.

    Core team formerly held senior positions with Deloitte, SAP, IBM, PWC, and AT Kearney.

    In our focus areas we have best practice tools, lean/six sigma and other proven methods, technology templates, and deep staff experience to improve:

    Supply Chain Strategy and Assessment

    Network Optimization

    Transportation Negotiations and Fleet Management

    DC Operations, Warehousing and Fulfillment

    Demand Planning, Forecasting, and Inventory

    Technology Selection & Implementation (WMS, TMS, APS, OMS, ERP)

    Strategic Sourcing, Procurement, Spend Analysis

    Sustainable Supply Chain Practices

  • SupplyChainGroup-2011

    SCG Value To You

    We have managed supply chain program offices, led implementation of capabilities, defined strategy and directional analyses, and supported business planning and cross functional coordination.

    We work with you to provide a team-based environment, combining our design experience and distribution operations and systems expertise with your organizational and business knowledge

    For some of our clients we have quickly identified current initiatives, capability gaps, and process disconnects then assessed these against short-term goals and the operating

    Having worked on many projects we focus with you on some keys for project success, these are: commitment to understood objectives, project plan in place and followed, scope is defined, right method/right skill/right resource for project activities, benefit areas are measured, and risks are being mitigated.

    Utilizing past successes on future projects we apply templates, lessons learned, best practices, and methods

    4

    We bring best practice process expertise and thought leadership that supports new and innovative thinking for your project across business and technology domains

  • SupplyChainGroup-2011

    Deeply experienced retail, E-commerce, consumer products and industrial supply chain project resources

    We improve performance

    Some of our teams clients

    5

    Supply Chain Group Project Experience

    http://images.google.co.uk/imgres?imgurl=http://www.tucoo.com/logo/logo_eps006/images/Cadbury.png&imgrefurl=http://www.tucoo.com/logo/logo_eps006/html/image15.htm&h=550&w=550&sz=49&tbnid=x5R0vRn4DKkJ:&tbnh=130&tbnw=130&start=1&prev=/images?q=cadbury+logo&hl=en&lr=

  • SupplyChainGroup-2011

    Key Success Factors for De-centralized Projects

    1. Living Architecture and Application Templates - (TMS, WMOS, OMS, ASN ) defined

    blueprints and templates that address functional, technical, architecture, integration,

    and operational methods are put in place early. These are updated as releases

    incorporate legacy migration. Cant keep tweaking design if moving forward.

    2. User Support - Team of both operations and IT floor support personnel with back-

    office technical SME as needed.

    3. Formalized SOP & Training Program Formalized SOPs at detailed level

    accompanied by process compliance audit program. SOP version control tied to #2

    above. .

    4. Separation of Teams and Responsibilities Separate staff may be required to address

    new release development, DC roll-out / go-live, and on-going production support. Part

    time staff may also required for related support teams such as HR, Supplier On-

    boarding, Facility Engineering, etc.

    5. Measurement & Tollgates measurement based tollgates to confirm go-live

    readiness, monitor production ramp-up, process compliance, and operational

    sustainability (i.e. take the subjectivity out of the decision making to reduce risk)

    Supply Chain Lessons Learned

  • SupplyChainGroup-2011

    Synchronizing Supply Chain with Marketplace

    Improving fit for purpose merchandise flows: Temperature, Global, Mechanized, DSD, Flow-through, Slow moving, Promotional, and In-house Manufacturing

    Better integrating suppliers for improved freshness: Field to Table, Ready to Eat, Local, and Green SC

    Reducing store labor through store friendly sortation based on Categories and Shelf plans

    Adding global sourcing and Product Lifecycle Management (PLM) functionality that supports tracking, visibility, Country of Origin and Lot Control

    Rapidly supporting new items and retail concepts: new merchandise types such as apparel, new concepts and channels, all driving more SKUs, UOMs, and case-packs

    Optimizing transportation: Global, Inbound And Outbound, Parcel, LTL, TL, Air, Ocean, Fleet Operations, B2B and B2C

  • SupplyChainGroup-2011

    Leveraging Electronic Demand to Synchronize the Supply Chain

    Shorter Lead

    Times for Greater

    Freshness

    POS-based

    Customer

    Demand with

    Forecasting

    Supply Chain

    Consolidation

    and Flow

    Optimization

    Better

    Consumer

    Service and

    Product

    Availability

    Local and

    Global

    Sourcing

    Store Friendly

    Containers and

    Greater Productivity

  • SupplyChainGroup-2011 9

    Application Implementation Cycle

    Conceptual Supply Chain Application Cycle

    Strategy &

    Objectives

    -Bus Requirements

    - IT Strategy/Arch

    - LMS Selection

    - Cost/Benefit

    - Approvals

    Design

    Blueprint

    - Functional Flow

    - To Be Process

    - CRPs

    - Integration

    - Specifications

    Build & Test

    - Configuration

    - Coding

    - Test Scripts

    - Installation

    - Test Execution

    Go-Live/

    Stabilize

    - Final user

    acceptance

    - Go-live exec

    - Issue Resolution

    - System tuning

    - Monitoring

    Realization/

    Rollout

    - Operations Audit

    - KPIs/Metrics

    - Bus Case Review

    - Rollout template

    - Next site /project

  • SupplyChainGroup-2011

    What does Change Look Like

    Start Project Completion

    Reactive and opportunistic supply chain projects

    Legacy supply chain network

    Operations view of costs

    Reactive use of outsourcing

    Manual and reactive scheduling

    Legacy material handling equipment and processes

    Category product slotting

    Decentralized Freight Procurement

    Separate domestic/international transportation

    Load planning based on carrier availability

    Delivery