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"Train Life Services A Supply Chain Challenge", Magnus Larsson, Alstom presentation at Spare Parts Business Platform 2013. More information http://www.sparepartseurope.com/
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Page 1
Train Life Services Train Life Services Train Life Services Train Life Services
A Supply Chain ChallengeA Supply Chain ChallengeA Supply Chain ChallengeA Supply Chain Challenge
Page 2
Train Life Services
> 3 areas of expertize dedicated to performance:
• Maintenance services: Maintenance services: Maintenance services: Maintenance services: fleet maintenance and train performance optimization
• Parts supply services:Parts supply services:Parts supply services:Parts supply services: day to day support for operators in parts management, repairs and
technical assistance
• Modernization solutionsModernization solutionsModernization solutionsModernization solutions: life time extension, improvement of performances, energy
consumption and comfort
To address specific needs, Alstom can provide a full range of engineering services supported by new
design and innovations.
6,000EMPLOYEES
IN 30 COUNTRIES
90SITES
1B€ANNUAL
TURNOVER
Page 3
ALSTOM TLS Footprint
6,000EMPLOYEES
30NATIONALITIES
25%OF OUR STAFF
FROM OUR CUSTOMERS
TRANSFERRED
URBAN
TRAINS
INTERCITY/
MAINLINE
HS/VHS
TRAINS
FREIGHT
LOCO
PARTS HUB REPAIR
CENTERS
MOD.
PROJECTS
MOD.
CENTERS
MAINTENANCE PARTS SUPPLY MODERNIZATION
Page 4
Key figures 2010/2011
AT sales 5.8 b€
* including Signalling & Systems
TLS16%
Rolling Stock& Other*
Parts31%
Modern14%
Maintenance55%%%%
Parts
31%
Main Line 26%
Mass Transit 28%
Freight 11%
Regional 6%
APAC 9%
France 7%
NAM 8%
LAM 12%
South Europe 22%
North Europe 41%
April 2010 to March 11: 900 M€ Sales
ALSTOM
Rolling Stock 20%
ALSTOM Rolling Stock 80%
> Breakdown of 2010-2011
AT and TLS Sales (%)
> Breakdown of 2010-2011 TLS Sales
per type of Rolling Stock & Region
Page 5
Why reengineer a global SC Why reengineer a global SC Why reengineer a global SC Why reengineer a global SC model ?model ?model ?model ?
Page 6
Services to Rolling Stock
A growing market…..A growing market…..A growing market…..A growing market…..
• Expected 3.3 % growth year on year
• Maintenance outsourcing trends
• Diversification of stakeholders
MaintainersMaintainersMaintainersMaintainers
Maintenance costs
Parts availability
Obsolescence
OperatorsOperatorsOperatorsOperators
Fleet Availability
Operational Costs
Increase Revenues
Fleet OwnersFleet OwnersFleet OwnersFleet Owners
Fleet Administration
Fleet Residual Value
Recycling
… in a competitive environment
• Low product captivity
• Some protected markets
Page 7
Variation in Customer needs.
ModernizationModernizationModernizationModernization
Train Life Extension
Performance increase
New Regulations
Fleet Administration
Configuration
ECM
Entity in Charge of Maintenance
Recycling
MaintainersMaintainersMaintainersMaintainersOperatorsOperatorsOperatorsOperatorsFleet OwnersFleet OwnersFleet OwnersFleet Owners
MaintenanceMaintenanceMaintenanceMaintenance
Franchise
Technical Full Services
Energy Management
Passenger Care
Accident and Vandalism
Parts & RepairsParts & RepairsParts & RepairsParts & Repairs
Material availability
lead time
Train Health Management
Maintenance plan
optimization
Obsolescence
management
Page 8
The 5 Key constraints for our service footprint
1. Contractual commitment to Customer on Rolling Stock and/or Material
availability
2. Technical know-how on world-wide installed fleet and access to legacy
technical files on OEM sites
3. Supplier base and captivity
4. Supply Chain costs & lead time
5. Tax & Customs duties
Page 9
TLS Supply Chain ModelS
• Parts & Repairs on Quote
− Sales administration and distribution logistics
• Material Availability Service Contracts
− Inventory management and service exchange for repairs
• Maintenance / Full Material Management long term contracts
− Trains/Material availability on a price/mileage basis
− Customized Supply Chain on Customer depots
− Fleet and material planning for preventive, corrective, on condition
• Modernization
− Project driven re-engineering and modernized trainset or kit delivery
Page 10
The Big Question?
� synergies?
� lead time reduction ?
� anticipation of business growth ?
“Which Supply chain model to best execute ALSTOM Train Life Services current after-
sales activities and support business growth successfully in green field zones?
Page 11
The SCORE ProjectThe SCORE ProjectThe SCORE ProjectThe SCORE Project
Page 12
SCORE Project
SCORE SCORE SCORE SCORE : SSSSupply CCCChain OOOOrganization for REREREREactivity
• Dedicated team : 1 Supply Chain developer + External assistance
• 1 year project including extensive data crunching, interviews and self assessment questionnaire over 60
sites, workshops
Page 13
SCORE Project challenges
• 100 facilities to be considered 100 facilities to be considered 100 facilities to be considered 100 facilities to be considered : : : : from very small to very large, with complex flows between entities and high
diversity of contractual commitments.
• 600 000600 000600 000600 000 references and service specific typology to be taken into account :
− Demand pattern
− Commercial : show stopper, passenger comfort..
− Maturity : In serial production, after sales, legacy, captivity
− Valuation
• Existing beliefs:Existing beliefs:Existing beliefs:Existing beliefs:
− Centralization is cost efficient
− Synergies are limited to stock
Page 14
TLS TLS TLS TLS worldwide Supply Chain visionworldwide Supply Chain visionworldwide Supply Chain visionworldwide Supply Chain vision
Page 15
3 Steps towards TLS New SC model
1/ Definition per business type per business type per business type per business type (Maintenance, Parts, Modernization) of :
− Standard processes Standard processes Standard processes Standard processes (Demand and Supply management, Planning, Logistics)
− Standard sites typology Standard sites typology Standard sites typology Standard sites typology
− Standard key functions Standard key functions Standard key functions Standard key functions (mission, local/global, skills)
2/ Definition of standard « Service Network OrganizationsService Network OrganizationsService Network OrganizationsService Network Organizations » for a given contract or new geographic zone.
3/ Validation of golden rules golden rules golden rules golden rules by senior management to give
− Simple and shared guidelines for addressing new businessguidelines for addressing new businessguidelines for addressing new businessguidelines for addressing new business.
− Standard roles and responsibilitiesroles and responsibilitiesroles and responsibilitiesroles and responsibilities
− InteractionsInteractionsInteractionsInteractions between entities.
Page 16
Mapping of the key network actors
Page 17
SITES TYPOLOGY
SITES TYPOLOGY
SITES TYPOLOGY
SITES TYPOLOGY
3 Site Typologies
Page 18
Fleet approach for Business growthFleet approach for Business growthFleet approach for Business growthFleet approach for Business growth
Master Data Master Data Master Data Master Data
Maintenance Bill of MaterialMaintenance Bill of MaterialMaintenance Bill of MaterialMaintenance Bill of Material
Installed Base Installed Base Installed Base Installed Base
ManagementManagementManagementManagement
Installed Fleet knowInstalled Fleet knowInstalled Fleet knowInstalled Fleet know----how how how how
Maintenance Maintenance Maintenance Maintenance
Engineering, Engineering, Engineering, Engineering,
Obsolescence, SafetyObsolescence, SafetyObsolescence, SafetyObsolescence, Safety
Technical Data ManagementTechnical Data ManagementTechnical Data ManagementTechnical Data Management
Global SourcingGlobal SourcingGlobal SourcingGlobal Sourcing
& Inventory& Inventory& Inventory& Inventory
Management for Management for Management for Management for
common/critical Partscommon/critical Partscommon/critical Partscommon/critical Parts
Business Development Business Development Business Development Business Development
PlanPlanPlanPlan
Page 19
Service Network Organization Modeling tool
FUNCTIONSFUNCTIONSFUNCTIONSFUNCTIONS
ASSETSASSETSASSETSASSETS
SITE TYPOLOGIESSITE TYPOLOGIESSITE TYPOLOGIESSITE TYPOLOGIES
ROLESROLESROLESROLES
Design and implementation of the standard
SSSService NNNNetwork OOOOrganization to best serve a
given new service contract or emerging geographic
zone
Trading
Unit
Leading
Unit
Participative
Unit
Site 1Site 1Site 1Site 1
ParticipativeUnit
Site 2Site 2Site 2Site 2
LeadingUnit
Material
Planner
Repair Loop
Controller
Custom Clearance
Maintenance
Engineers
Fleet Planner
Tender Team
Transport
Procurement
Sourcing
Parts Technicians
Demand
Planner
Maintenance
Engineers
Warehousing/
Preparation
Line
replenishment
Operation
planning
DepotDepotDepotDepot
FCoEFCoEFCoEFCoE
RegionalRegionalRegionalRegional
HubHubHubHub
Local RepairLocal RepairLocal RepairLocal Repair
CenterCenterCenterCenter
CustomerCustomerCustomerCustomer
HubHubHubHub
Stand aloneStand aloneStand aloneStand alone
depotdepotdepotdepot
Local Local Local Local
StorageStorageStorageStorage
Material
Planner
Maintenance
EngineersTender Team
Procurement
Parts
Technicians
Demand
Planner
Parts Bid
Team
Sales force
Sourcing
FCoEFCoEFCoEFCoE
FCoEFCoEFCoEFCoE Reg. HubReg. HubReg. HubReg. Hub
C
U
S
T
O
M
E
R
Page 20
Benefits
Benefits of using ALSTOM TLS “Service Network Modeling Tool Service Network Modeling Tool Service Network Modeling Tool Service Network Modeling Tool “
• Demonstrate dedicated Service Network capabilities to prospects
• Validate tender phase targeted Service Network
• Align all functions on a clear road map
ERP set-up and deployment, skills and staffing needs, stock allocation, freight request for quotations, depot hand over
campaign, interfaces with maintenance operation, Sourcing, Engineering)
• Maximize global management synergies while securing daily performance commitment
Page 21
Thanks for your attention…