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Click to edit Master title style,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,Supply Chain Management/ e-Procurement/ cMfg Workshop,Date: April 27, 2001Time: 9:00 A.M - 3:00 P.M,Agenda,9:00 -9:15,-,- Introductions,9:15 -10,:,:00,-,-SupplyChainManagement,10:00,-,- 11:00,-,-e-Procurement Overview,11:00,-,- 11:15,-,-Break,11:15,-,-12:00,-,-c-Manufacturing,12:00,-,- 1,:,:00,-,-Lunch,1:00,-,-2:30,-,-Workshop,2:30,-,- 3,:,:00,-,-ImplementationConsiderations, CaseStudies,3:00,-,- Summaryand Conclusion,SupplyChainManagement,SupplyChainManagement,“Planning,implementing andcontrollingtheefficient andeffectivesourcing, productionand delivery processesforafinalproduct,servicesandrelatedinformationfrom thepointoforigintothe point of consumption forthepurposeofconforming to customer requirements. ,SupplyChainManagementGoal,“Tocreateareal-time, virtualmarketplacewhereall thepeopleconnected to SAICare engagedininformeddecisionmaking andcustomerfulfillment.,Evidencedby,:,: Leadtime-responsetimeisreduced,revenue opportunitiesare generated,costsare cut,customersatisfaction is increased.,The5majorstrategicconceptsofSupply Chain Management,CustomizationCompanieshavea choiceandabilitytoadapttheiroperationalenvironmenttochangingmarketdemand,CollaborationAllpartnersinthe supplychaindonotonlyoptimizetheiroperations butjointly plan, optimize,monitor andexecute.,VisibilityAllpartnershavereal timeinformationaboutstatus andperformanceofeach elementinthe supplychainfrom customerstosuppliers,.,.,OptimizationBest practicesandmostadvancedtoolsbringthepartnersinthe supplychainandits total resultclosertoits optimum,.,.,SynchronizationTheend resultisa totallysynchronized supplychainthat is entirely drivenbythecustomer,sdemand,.,.,SupplyChainValuePrinciples,ProvideVisibilityofInformationInventories,Forecasts,Orders, Plans,EngineeringChanges,KPIs,SynchronizeActivitiesOptimizedfeasiblesourcing/planning, pull,-,-basedtriggers,PromoteResponsivenessReducetimetodetectdemand,commit, produce, fulfill,LeverageMarketMechanismsAggregated buyingpower,auction-based buying/selling,AchieveProcess SimplificationAutomatedsteps, One-step business,SUPPLIER,NETWORK,INTEGRATED,ENTERPRISE,DISTRIBUTIVE,NETWORK,Information,Product,Service,Financial andKnowledgeFlows,M,A,T,E,R,I,A,L,S,Capacity,Information, CoreCompetencies,Capital andHumanResources,RelationshipManagement,Sourcing,Operations,Logistics,E,N,D,C,O,N,S,U,M,E,R,S,Source,:,:SupplyChainFaculty,MichiganStateUniversity,THEINTEGRATEDSUPPLYCHAIN,Challenges forSupplyChains,Take ordersover theweb, or automaticallyvia B2B,Offerrich productselection and/ortheabilitytocustomize,Sourcethe order andcommittodelivery, immediately,online,Service theorderonline, includingchanges andinquiries,Deliver productquickly,efficiently, profitably,Beinconstantcommunication withcustomers andsuppliersto,respond quicklyto,“,“pullsignals”tomanage inventories,adaptquickly andeconomicallytochangesindemand,/,/supply,operate withlow inventories,InternetSelling,Collaborative Planning,ForecastingandReplenishmentCPFR,InternetVendorManagedInventoryiVMI,Collaborative SupplyPlanningCSUP,Collaborative ProductionPlanning,Capable to PromiseCTP,e-Procurement (auctioning,bidding),Internet-basedTendering,Internet-basedKanban,e-Fulfillment,Collaborative Business Scenarios,Drivers of HighPerformanceAchievement(RatedbyPriority,),),Customerintegration,Internalintegration,Technology/Planning integration,Relationshipintegration,Measurementintegration,Supplierintegration,CustomerIntegration,High Achievers:,Identifyandfocusonimportant customers,Useformal visioningprocess,Implementpreplannedsolutions,Develop responsiveorpulllogistical capabilities,SegmentalFocus,Relevancy,Responsiveness,Flexibility,Material/Service Supplier Integration,High Achievers:,Develop interlockingprogramsandactivities,Committoshared responsibility withsuppliers,Placeemployeesatcustomer,/,/supplierbusinessfacilities,Enterinto long,-,-termagreements,Include supplierssuppliers in planning,Fusion,FinancialLinkage,StrategicAlignment,OperationalSupplierRelationshipManagement,E.Dashboard,-,- KeyPerformanceIndicators,Maximize Economic Value,On-Time Delivery,Lead Time,Cash-to-CashCycle,InventoryTurns,OrderManagement Cost,Perfect Order Fulfillment,OrderFill Rates,InventoryCarryingCost,SG&A,IncreaseRevenue,DecreaseCost,Improve Asset Utilization,TheE-Dashboard,.,.,.,. .,Isa web-basedtool thatallows dynamicmonitoringoftheSupply Chain Solution,MonitorsKeyPerformanceIndicatorstooptimizeimportantbusinessprocesses,MeasuresReturnonInvestment,Allowsdecisionmakers at alllevelsofanorganization to navigate,organize,record,andanalyzestrategicbusinessinformationtodevelopinsightsandunderstandpossiblescenarioswhichwouldleadtoimproveddecisionmaking,Digital Order Fulfillment ProcessExample,ERP,A,TP,ERP,A,T,P,ERP,A,TP,WEB,A,T,P,ERP,Order/,Product,Configuration,DSS,MES,WEB,PCS,IdlikeProduct A, withFeaturesB,CandD,byDateE.,Dowehave allthematerial,?,?,What is thepriority?,Buildable?,Cost?,When canwedeliver?,Special handling required?,1stSupplier,:,:Yes,Illreserve it.,2ndSupplier,:,:No.,3rdSupplier,:,:I,llneeda confirmationsignalfrommysuppliers,.,.,1,2,3,Customer,Manufacturer,Suppliers,Digital Order Fulfillment ProcessExample,Wecanhaveyour productbythisdate,Yes, we can,6,8,4,Confirmed,5,7,Orderit!,Confirm theorderstosuppliers,Allocatethematerial,Scheduleproduction,ERP,A,TP,ERP,A,T,P,ERP,A,TP,WEB,A,T,P,ERP,Order/,Product,Configuration,DSS,MES,WEB,PCS,Customer,Manufacturer,Suppliers,IndustrySpecificValueChain,Issues,/,/ Challenges,/,/ Solutions,Better, FasterDecisionsDriveVelocity,.,.,Receive Material ReleaseData,Process Orders,Plan Production,&,&Make Intelligent Decisions,Send Material ReleaseData,AIAG Worst Case,*,*,AIAG Benchmark*,Plantw/oi2,BR1,:,:Plantw/i2Line SchedulingDecisionSupport,BR2,:,:Plantw/i2Material,&,& Capacity Planning Decision Support,Total,2 days,4 days,5.5days,30min,11.5 days,*Source,:,:AIAG ManufacturingAssemblyPilotProjectFinalReport,10min,1 hour,5 hours,30min,6.5hours,1 hour,1 hour,7 days,30min,7.1days,1 hour,1 hour,1 day,30min,1.1days,1 hour,1 hour,4 hours,30min,6.5hours,Time delaysresultinadditionalmixand volumebuffering,LegacyAutomotiveCommunications,Multiple Protocols,Complex,Costly, Ad Hoc,Inflexible,Design,Mfg,$,Customer,#,#1,Customer,#,#3,Customer,#,#2,Supplier,#,#3,Supplier,#,#2,Supplier,#,#1,Inconsistent,service, security,EDIVANs*,EDIVANs*,* VAN = Value-Added Network,Multiple Links,ANXValue:NetworkConsolidation,- Single link, protocol,- Consistent, high service quality & security,- Multiple - companies - traffic types - sectors, continents,Simpler,LowerCost,Managed,Adaptable,Customer,#,#1,Customer,#,#3,Customer,#,#2,Supplier,#,#3,Supplier #2,Supplier #1,ANX,“TheBusinessInternet,”,”,* RevisedApril42001,1 ANX,-Certified Exchange Point(1 more underway in Europe),Ameritech,ANX,-Certified IPSec security gatewaysavailable from 10 vendors,7 ANX,-Certified Service Providers (CSPs),Equant,AT&T,Bell Nexxia,WorldCom,Ameritech,Ideal TechnologySolutions,ipulsys,700+ production Trading Partners (TPs)(160 more underway),Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,Trading,Partners,ANXStakeholders,ANX,Usableinany sector:,Business,government,academic, non-profit,BasedonInternettechnologies,:,:,Standards,-,-based, off-the,-,-shelfproducts,Noproprietarysolutions,Variety of connectivity,speed,:,:,Dial,DSL, ISDN, and56KB T3,Availableglobally,:,:,NorthAmerica:Canada, Mexico,U.S.,Africa, Asia, Australia,Europe,SouthAmerica,ANXCharacteristics,ANXCovisintRelationship,Similarities,:,:,Funded, endorsed,guidedbyBig 3OEMs,Spun-offasseparatefor,-,-profit companies,Butdifferent meanings of “exchange”,Complementary Roles:,ANXnetwork serviceinfrastructure,Covisinte-business processes,applications,Synergy:,ANXenables fasterCovisintroll-outto700,+,+ TPs,CovisintisanANXcustomer,with2 connections,E.Procurement,CommonTerms,E Business-Buying, sellingtransactingorexchanginginformationviaInternetwithcustomers, suppliers,employees,Reaches beyondadvertisingandmarketing,includescore business processesoforderentry,purchasing,supply chain,CRM,E Commerce -Transaction,-,-orientedWeb based functionssuch as placingorders,orderentry,payments,E Procurement-Requesting,Approving, Ordering,Receiving, andPayment of goods andservicesviathe Internet,Trading Exchanges,VirtualMarketplaces, Portals,-,-Verticalindustryfocused Websitesforbuyers andsellers to makeoffers to buyandsell,conducttransactions,.,. DotCom,s,MarketplaceTrends,Electronic Commerce,Suppliers,Bombardedwithinfo,Whycompanies areconsideringe-procurement,Buyers,Softwarevendors pushtheirproducts,Magazineandnewscoverageabounds,Coststoohigh,Volumenot leveraged,Significantaccountspayable effort,Usersbuyingatretail,Processesareinefficient,Approvalstakedaysorweeks,Usersarewastingtime,85%ofpurchasingtime spent managing orders,Toomuchre-keyingand errors,Notleveragingnewtechnologies,Theircompetitionisdoingit,Theirintranetisunder-utilized,They havemultiplehome-grownsystems,ERPimplementations arewinding down,Informationunavailable,Don,tknow whattheyspend,Usersdon,tknow about deals,Noaudittrail,TheBusinessChallenge,TheProcurementProcessofToday,Confusingand Slow,:,:,Multiplecommunication channels andprocesses, internal andexternal,Time andLaborIntensive,:,:,Many suppliers,manydifferenttypesoftransactions to manage.,Inaccurate:,Informationspreadacross manysystems,mustleverageproduct spending,reducecosts, anddriveprofittothe bottomline.,Fragmented Spend Pattern,38,61,513,630,1021,2315,2659,3864,3381,3246,10M+,1M10M,11M,5M,500K1M,250K500K,100K250K,50K,100K,25K,50K,15K,25K,10K,15K,4,000,3,500,3,000,2,500,2,000,1,500,1,000,500,0,$1.2 B,$1B,$800 M,$600 M,$400 M,$200 M,$0,NumberofSuppliers,Total,$,$/Supplier Group,Purchases,Numberofsuppliers,Total,$,$ persuppliergroup,$3.8 billionwith17,700,+,+ suppliers,Lack of EnterpriseLeverage,16,773suppliersusedonly in1businessunit.,Only1supplierused by all.,16,773,704,148,54,31,9,5,3,1,1,2,3,4,5,6,7,8,9,18,16,14,12,10,8,6,4,2,0,NumberofSuppliers,(Thousands),BusinessUnitsCrossed,Acrossbusinessunits,E Procurement Practices,TraditionalEDI, ElectronicCatalogOrderingSystems,InternetReverse Auctions,E RFQ/RFP,.,.,BuyersImplementationandintegrationofend-to-endWeb,-,-basedself-service procurement system,Objective,:,:Cost Reduction,SuppliersDevelopmentandmanagementofelectronic catalogand systemfororder,-,-taking,Objective,:,: RevenueEnhancement,MarketMakersCreationandhostingofinfrastructurethat connects buyersandsellersina vertical or horizontalmarketplace,Objectives:CostReduction,+,+Revenue Enhancement,InternetProcurement,Internetoffersabreakthroughcommunicationschannel,New software applicationsbringsimpleuserinterfaces,electronic catalogs,securechannelforcollaborationtodovendormanagedinventoryand document exchange.,CatalogsMultipleitemswhicharesearchablebyitem number,description, category,orbrandwhichcanbeordered,acknowledged,tracked,invoicedandpaidforon,-,-line.,Objective,:,:Cost Reduction,AuctionsReverse or downward auctioninwhichbuyerinvitesqualifiedsuppliers to beatthe lowestprice.Biddersseetheirbid in relation to lowestbidinrealtime,Objective,:,: Lowestpossibleprice,InternetReverse Auction,Compaq,HP,Dell,Sourcingteam,Internet,Auction,Service,Auctioneer,Hosted server,IBM,Suppliers,BuyingOrganization,CategoryselectionconsiderationsCategories forAuction,Does thevalueperbuy exceed,$,$1.0 million,EventAuction Criteria,Isthesamegood or serviceroutinely purchased,Isthevalueper buyabove,$,$30,000,RecurringAuctionCriteria,General Criteria,Isthemarket competitive (i.e,.,. morethan4 suppliers),Isthegoodorservice fairlywell defined,Line items fora sub-categoryexceeding25can be putinto amarket basket,Lack of supplier constraints(e.g.switchingcost),Cansuppliers accesstheInternet,“Don,tAuction”Criteria,Categories involvingjointprocess improvement withsuppliers,Highlystrategic suppliersofferingtrulyuniqueitems,StepsinanAuction Process,PotentialStepsinthe AuctionCycle,Profile,Category,&,&,Supply,Market,Identify,Potential,Sourcing,Strategies,1stRound,Supplier,Qualification,Setup,Auction,SourcingStrategy,Auction Event,FinalSelection,Conduct,Auction,Report,&,&,Analyze,Negotiate,with and,select,supplier(s),Customized auctionenvironment,Supplierandbuyertraining,Onetimeauction environment setup,Auction event,Post-Auctionreporting andanalysis,Bidconfirmation fromsuppliers,EventAuction Deliverables1,RecurringAuction,Recurringauction,Note:,(,(1,),) Deliverablesarethe samefor theeventauction and1strecurring auction,InternetProcurement,OBIOpenBuyingonthe Internet.Anindustrystandardthat enablesbuyers to accessproduct,pricing,andavailability information directly fromasuppliers Website,providingincreased controloverthepresentation of productand other information.,Intelesys,NetscapeBuyerXpert,Supplierhasthe data,Each hasuniqueorderingscreensandprocesses,Buyerforcedtofindsuppliers,Lowriske-procurement entry,Quickimplementation,Advancedorderingtechniques (productconfigurators),PharmaCo,AutoCo,ServiceCo,SupplierCentric Solution,Cat,Cat,Cat,Dell,Staples,Grainger,Benefits,Examples,Risks,D,S,G,Managingcatalog,Runtechnology,Supplierintegration,Security,Control overcatalog,Customized environment,Cat,Cat,Cat,BuyerCentric Solution,Dell,Office,Depot,Grainger,PharmaCo,AutoCo,ServiceCo,Benefits,Risks,Examples,AribaORMS,OracleWebReq,CommOne BuySite,Accesstonew markets, customers,Eliminates regional barriers,Streamline sales process,Reduced costofsales,Centralizescatalog contentrequirements,Leveragedcatalogmanagement,Availabilityofmanysuppliers,Fasterimplementation,Enables personalizedcatalog view,Lowercost of entry,Payasyou go,PharmaCo,AutoCo,ServiceCo,What is aMarketMaker?,PC Co.,Office Co.,MRO Co.,E-ProcurementMarketplace,SellerBenefits,BuyerBenefits,E.procurement Tomorrow,Suppliers,Marketplace,B,S,B,B,S,S,Covisint,Marketplace,B,S,B,B,S,S,SAICMarketplace,B,S,B,B,S,S,HorizontalMarketplace,B,S,B,B,S,S,TheKey to Success,E.Procurement is notabouttechnology alone.Savings areneverautomatic,.,. Centralized procurement willneedtonegotiatethe required agreements,Streamliningprocesses,Enablingprocesseswithtechnology,Simplifypayment process,Optimizing thesupplierbase,SupplierReadiness,E.Procurement requires Supplier capabilities,Ata minimum,:,:,1.Electroniccatalog contentfiles,2.Internetaccess,Desired:,3.Inventory availability,4.OrderStatus,5.Shippingdetails,6.Orderentryintegrationvia XML,TwoCategoriesofProcurement,ProcurementofIndirectandDirect goods andservicesareusuallytheresponsibilityoftwo separate organizationsand havedifferent business objectivesand strategiessuchaslong termcontracts versusspot buys,.,.,IndirectOfficeEquipment andsupplies,Computer,&,&ITequipment, MRO,Services, Expensed goods andservicesnotconsumedinthe manufacturingofaproduct,DirectRawmaterials andpackagingmaterials usedinthe manufacture andassemblyofproducts.,Benefits,Leveragescorporate spending power forlowerprices,Enables increaseduseofpriceagreementsandapprovedsuppliers,Reduces total leadtimeby5080%,Improvesbuyers roleasnegotiator,Reduces transaction processingtimeandmanpower,Acquisition,InventoryCarrying,Transaction,Cost reductioninthreemajorareas,Benefits,Examplesofelectronic procurement results,TransactionCosts,AdditionalDiscounts,CycleTime,ComplianceAgreements,CostsperTransaction,-90,%,%,-10,%,%,-75,%,%,+30,%,%,Price,Time,Compliance,100,%,%,100,%,%,20Days,60%,90%,10%,5Days,90%,Benefits,Intangibles,BenefitSource,PurchasedUnitCost Reduction,Process Efficiency,Benefits,=,= software solution +processchange,Asa percentageoftotalpurchasecostplus processcostforacatalogued item,Software-relatedBenefits,Increased use of price agreements,Transaction costs reduction,Accounts payable cost reduction,Lead time reduction,Procurement data availability,Systems harmon-ization,User interface simplification,25%*,Process ChangeBenefits,Strategic sourcing leverage,Compliance enforcement,Demand managed,Logistics/inventory cost reduction,Buyer efficiency,Control system simplification,End-user efficiency,Automated controls and audit trails,Increased customer satisfaction,1015%*,Purchasing Efficiency,SupplierIntegration,SAP, GlobalChemical,&,& Pharmaceutical Marketplace,BusinessChallenge,:,:,Chemicalindustrys onlinesalesincreasing to 40%by2005),Disintermediationofchemicalproducers,Loweroverall supplychaincosts,Increaseoverall serviceefficiency,Deeperpenetrationofstrategic accounts,Capture wealthinthenew economy,EDSRole:,Technology andIntegrationsupport,A.T,.,. KearneyLeveragedSourcingNetworkscorporatebuyers andstrategicsuppliers,Initial Members,:,:,BASF AG,BayerAG,Degussa-HulsAG,HenkelKgaA,KSBAG,LindeAG,SartoriusAG,SiemensAG,HeinzWollschlagerGmbH,Case Study TruckBay,BusinessChallenge,:,:,CreateB2B Marketplace forthetruckingand trucking maintenance industry.,Corporatestartup:No business processes,noinfrastructurearchitecture,andnoexistingsystemsareinplacefor this,EDSSolution,:,:,Deployedtheinitialmarketplacewithin90days,Adopted 30 suppliers,Normalized 60,000catalog items,ImplementedMarketplaceinfive months,Will addfurther customizations andreverse auctions,ClientValue,:,:,Lowerbuying,/,/sellingtransactioncosts,Provide alternatepartscatalogs,Reducebuyersinventorycarryingcosts,Increaseproductivityofprocurementprocesses,Cutlayers fromexistingdistribution channels,Consolidation of procurement activities,Trading Exchanges:TheExecutive Dilemmas,DoWeJoin an Existing Exchange?,IfSo,How Do We PreventOur Products FromBecomingCommodities,?,?,DoWeForm An Exchange WithOne or MoreofOur Competitors?,How,?,?WeveHatedThem forDecades?,DoWeStartOurOwn?,Will AnyoneJoin?,TheEnginesthat willPowerCovisint,IntegrationEngine,Communication Engine,Collaboration Engine,ProcurementEngine,Covisintisstillanovelty, butitwill becomeacriticalcomponentineverysupplierse-businessstrategy,Problem Summary,Lack of connectivitytoallsuppliers /all customers,Push vs.Pull,Batchvs.Realtime,Cost of communication,/,/EDIMaps,RequiresPersonnelIntervention,BuildsInventory,Problem Summary,Real-timeVisibilityofInventory,Consumption,Shipments,andForecasts,Tier-2managesmaterialflow to Tier,-,-1,and to Tier,-,-1s inventory,Benefits:,Eliminateexcess inventory,Reduced expediting,Betterplanning,/,/execution,Economicallycommunicate,demandforecast,/,/delivery,notifications to suppliers,Internet,/,/ ANX,TodaysSolutions,:,:,Provide realtimedata flow,WebBrowserVisible,SystemtoSystem XML,Compatible withEDI,Multiplefulfillmentprocesses,Able to connectwithemergingexchanges,Delivering bigresults quickly,WINWIN forboth sides of thesupplychain,Todays Solutions,:,:,Collaborative ManufacturingWorkshop,Howcloseare we to a5-daycar?63daysaway!,Source,:,: AMRResearch,Module and Component,Warehouse,Module and Component,Supplier,(3 day Production),Assembly Plant,(6 days to assemble),Distribution Center,and Outbound Logistics,OEM Regional,Office,Dealer,Consumer,Order = 1 day,Sales Order to Region = 5 days,Order to DC = N/A,Order to Production Sequence = 25 days,Check Component Inventory = 2 days,Order Module= 2 days,Deliver,Component= 2 day,Deliver Compoent= 1 day,Deliver to,DC = 8 days,DC to Dealer = 11 days,Region to Dealer = N/A,Deliver,Vehicle = 2 days,OrdertoComponent,=,=35days,ComponenttoConsumer,=,=33days,Todays Order to Delivery =68 days,(and that,swithout ordering steel),Todays Delivery DateAccuracy,20%,AcceleratedOTDisEnabledbyInformationVisibility,Source,:,: AMRResearch,Do you have a lime-green,2-door, manual, no A/C?,Vehicle Tracking System,Dealer Inventory,DC Inventory,Sales Incentive System,Production Sequencing System,CRM System,How about lime-green,2-door, manual with A
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