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OPERATIONS & SUPPLY CHAIN MANAGEMENT EXPERIENCE EVENING
17 SEPTEMBER 2013
© Vlerick Business School
PROGRAMME OF THE EVENING
WELCOME!
06.30 pm – 07.00 pm: Welcome drink
07.00 pm – 08.30 pm: I. About Vlerick II. Our expertise III. Q&A
08.30 pm – 10.00 pm: Networking & advice
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I. ABOUT VLERICK
© Vlerick Business School
THE VLERICK MILESTONES
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© Vlerick Business School
VLERICK ANNO 2013
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© Vlerick Business School
VLERICK ANNO 2013
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II. OUR EXPERTISE
SUPPLY CHAIN MANAGEMENT FROM OPERATIONAL TO STRATEGIC RELEVANCE
PROFESSOR ANN VEREECKE
© Vlerick Business School
AGENDA
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Why change?
Challenges for the future supply chain
Opportunities for improvement
6 trends in operations & supply chain management
© Vlerick Business School
THE (SUPPLY CHAIN) WORLD IS CHANGING
September 2012
Hau Lee, Kevin O'Marah & Geraint John
www.scmworld.com
60% believe that the supply chain function now has equal status with sales and marketing, and R&D/product development within their organisations.
75% expect digital demand to force changes to their manufacturing strategies and their distribution networks, as customer demands for customised products and experiences increase.
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© Vlerick Business School
A SOURCE OF INSPIRATION:
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© Vlerick Business School
GARTNER TOP 25 SUPPLY CHAIN 2013
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1. Apple
2-5. McDonald's, Amazon, Unilever, Intel
6-10. P&G, Cisco Systems, Samsung, Coca-Cola Company, Colgate-Palmolive
11-15. Dell, Inditex, Wal-Mart, Nike, Starbucks
16-25. Pepsico, H&M, Caterpillar, 3M, Lenovo, Nestle, Ford Motor, Cummins, Qualcomm, Johnson & Johnson
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© Vlerick Business School
TODAY’S SUPPLY CHAIN PRACTICES
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© Vlerick Business School
6 OPERATIONS & SUPPLY CHAIN TRENDS
Operational excellence
Agility
Resilience
Sustainability
Innovative supply chain design
Talent development
nr 7 ???
14
© Vlerick Business School
WHAT IS DRIVING THE CHANGE?
Supply chains
are complex,
vulnerable,
and subject to lots of uncertainty
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© Vlerick Business School
SC’S ARE VULNERABLE AND COMPLEX
VULNERABILITY
Disruptions do happen September 11 (2001)
Hurricane Katrina (2005),
Volcano cloud (2010)
Tsunami & earth quake (2011),
…
COMPLEXITY
Do we know our sources of supply?
1st tier: OK
2nd tier: OK?
3rd tier: OK??
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€ € € €
The (financial) impact of supply chain disruptions can be substantial
© Vlerick Business School
DO WE KNOW OUR SOURCES OF SUPPLY?
By Hans Greimel | AUTOMOTIVE NEWS
Posted March 28, 2011
TOKYO (March 28, 12:15 p.m. ET) -- Diodes, microprocessors, circuit boards, voltage regulators, copper foil -- the bottleneck in parts slamming Japan’s auto industry stretches far down the earthquake-rattled supply chain.
Indeed, many of the parts so badly needed aren’t even immediately recognizable as auto parts.
Ford Motor Co. has suspended orders for certain black and red vehicles because a Tier 2 supplier in Japan no longer can make a metallic paint pigment called Xirallic.
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© Vlerick Business School
DO WE KNOW OUR SOURCES OF SUPPLY?
“Once it was ready to admit that some of the now dead workers might've been making its clothes, Benetton admitted that its supply chain — a labyrinth of contractors and subcontractors that includes 700 manufacturers across 120 countries — was so complex that the company didn't really know where its clothes were coming from”
(www.theatlanticwire.com, May 8 2013)
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© Vlerick Business School
MORE UNCERTAINTY THAN EVER BEFORE
Changes in the global landscape
North Africa, a new emerging economy?
China, Bangladesh: labor forces coming on the streets
Political instability
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www.nytimes.com/2010/06/11/business/global/11strike.html www.afdb.org/en/news-and-events/article/
© Vlerick Business School
MORE UNCERTAINTY THAN EVER BEFORE
Economic instability
Spain, Greece, Ireland, Italy, Portugal, ….
The first dip in industrial production was deep
Double dip?
Triple dip?
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© Vlerick Business School
WHAT IS DRIVING THE CHANGE?
Supply chains
are complex,
vulnerable,
and subject to lots of uncertainty
But also
plenty of opportunities
for supply chain improvement
and supply chain re-design
21
© Vlerick Business School
OPPORTUNITIES FOR SC IMPROVEMENT - DATA
More data is available than ever before
On-line real-time data
Delivery information
Service information
Consumption patterns
Location-based data
Geo-tagging, geo-fencing, ...
Social networking,…
Traffic reports
Weather forecasts
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© Vlerick Business School
“BIG DATA IS SEXY, SMALL DATA BEAUTIFUL”
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Google Trends
© Vlerick Business School
“If 3D printing becomes a common feature of large-scale manufacturing operations, the technology will have a huge impact on all phases of supply chain management.”
OPPORTUNITIES FOR SC IMPROVEMENT - TECHNOLOGY
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© Vlerick Business School
OPERATIONS & SC TRENDS
Operational excellence
Agility
Resilience
Sustainability
Innovative supply chain design
Talent development
???
25
1. OPERATIONAL EXCELLENCE
© Vlerick Business School
A CALL FOR OPERATIONAL EXCELLENCE
27 Source: www.conference-board.org/ilcprogram
© Vlerick Business School
A CALL FOR OPERATIONAL EXCELLENCE
Source: Clermonts and Ploos van Amstel, 2012
Logistics is inefficient
24% of all vehicle-km of heavy road transport in the EU is empty
A truck is loaded on average for 57% in the EU
A truck driver is on the road during 60% of his time
It takes on average more than 4 hrs to load or unload a truck
Moreover
Logistic resources are scarce
In the next 10 years, 20% of truck drivers in the EU will retire
It adds to the CO2 emission
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© Vlerick Business School
Source: Supply Chain Decarbonization, World Economic Forum 2009
THE DARK SIDE OF LOGISTICS
2.500 Mega Tonnes CO2 in Logistics
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© Vlerick Business School
OPERATIONAL EXCELLENCE
How and where it all started
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© Vlerick Business School
THE KEY MESSAGE
Eliminate waste or “muda”
Continuous improvement or “kaizen”
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© Vlerick Business School
TODAY, MANY COMPANIES HAVE THEIR “XPS”
Volvo Production System or “VPS”
Bosch Production System or “BPS”
Caterpillar Production System or “CPS”
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© Vlerick Business School
CAT LOGISTICS (NEOVIA) IN LUMMEN
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2. SUPPLY CHAIN AGILITY
© Vlerick Business School
SUPPLY CHAIN AGILITY
Bridging the gap: “design for supply”
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A typical customer visits Zara …
17 times a year
Zara introduces approximately …
11.000 new items a year (Gap and H&M: 2.000 to 4.000)
From design to delivery, Zara needs …
4 weeks; 2 weeks for new versions of existing models (average retailer: 6 to 12 months)
© Vlerick Business School
AGILITY AND MASS CUSTOMISATION
Modular design
assembly-to-order offers variety in an efficient way
Open innovation
customer preferences lead to product innovations
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© Vlerick Business School
TECHNOLOGY IS DRIVING CUSTOMISATION
Digital printing has changed the publishing supply chain
Print-on-demand books, manuals, leaflets, catalogues, T-shorts, cups, m&m’s…
37
© Vlerick Business School
TECHNOLOGY IS DRIVING CUSTOMISATION
3D-printing is changing supply chain logic
Manufacturing close to point of consumption
Distributed, flexible, small-scale manufacturing (at 3PL’s?)
Small batches of highly customised products at low cost
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Made in China Made at home
© Vlerick Business School
3D-PRINTING IN MEDICAL APPLICATIONS
39 Vlerick SC Conference 2012 – W. Vancraen
© Vlerick Business School
3D-PRINTING IN MEDICAL APPLICATIONS
40 Vlerick SC Conference 2012 – W. Vancraen
3. SUPPLY CHAIN RESILIENCE
© Vlerick Business School
RESILIENCE
Supply chain risk management
Containment of supply chain disruptions and prompt recovery from it
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© Vlerick Business School
TOYOTA GETS READY FOR THE NEXT EARTHQUAKE
43 www.reuters.com/article 6 Sept 2011
© Vlerick Business School
SUPPLY CHAIN RESILIENCE
Toyota aiming for quake-proof supply chain
BMW’s real-time risk assessment
Supplier plants and locations are tagged and matched to geographical and surveillance data
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4. SUSTAINABILITY
© Vlerick Business School
BALANCING THE 3 P’S
“no Supply Chain can survive if it’s not sustainable”, COO food company
“most companies have so far devoted relatively little effort to the idea of sustainable supply chain, largely because their
customers seem unwilling to pay for it.
But the importance is now rising sharply.” PWC report, 2013
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© Vlerick Business School
THE 3 P’S: PRESERVING THE PLANET
Preserving the planet
Use of material
Product design, new materials
Recycling, re-using, remanufacturing
Use of energy
Energy-efficient transportation
Avoiding pollution
Clean factories
CO2 neutral factories
Short supply chains
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© Vlerick Business School
THE 3 P’S: RESPECTING THE PEOPLE
Working conditions at Apple factories in China
A selection of recent press articles
You are NOT allowed to commit suicide: Workers in Chinese iPad factories forced to sign pledges (www.dailymail.co.uk; 1 May 2011)
In one factory it had found 42 children working on the production line and has now terminated its contract. (www.telegraph.co.uk; 15 Feb 2011)
Two people died in an explosion at the Chinese factory which produces the iPad 2. (www.telegraph.co.uk; 21 May 2011)
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© Vlerick Business School
THE 3 P’S: RESPECTING THE PEOPLE
Working conditions at H&M factories in Asia
A selection of recent press articles
21 workers die in fire at H&M factory (www.independent.co.uk 2 March 2010)
What’s poisoning workers in H&M factory Cambodia? Mass faint in factory (businessnewscambodia.com; Sept 2011)
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© Vlerick Business School
THE 3 P’S: RESPECTING THE PEOPLE
Rana Plaza – Bangladesh, April 27 2013 (www.huffingtonpost.com)
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© Vlerick Business School
CLOSER TO HOME
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Amazon accused of abusing Christmas staff (www.thelocal.de, Febr 15 2013)
Amazon 'used neo-Nazi guards to keep immigrant workforce under control' in Germany (www.independent.co.uk)
Amazon unpacked; The online giant is creating thousands of UK jobs, so why are some employees less than happy? (Financial Times, February 8, 2013)
© Vlerick Business School
THE 3 P’S: RESPECTING THE PEOPLE
Respecting the people in the supply chain
Safety & health regulation
Education & training
Fair remuneration
Fair trade
Supplier selection and auditing
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© Vlerick Business School
SUSTAINABILITY AT STARBUCKS
Starbucks’ priorities
Purchase 100% responsibly grown and ethically traded coffee by 2015
Provided $14.6m in 2010 to organisations that make loans to coffee farmers
Forest carbon programmes in Chiapas, Mexico and Sumatra, Indonesia through partnerships with Conservation International
Make 100% of the electricity used in global company-owned stores renewable energy equivalent by 2015
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5. INNOVATIVE SUPPLY CHAIN DESIGN
© Vlerick Business School
INNOVATIVE SUPPLY CHAIN DESIGN
Multi-channel distribution & e-logistics
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© Vlerick Business School
SOLUTION PROVIDERS
Product providers become solution providers
Supermarket becomes systems provider
Yihaodian launches opens supply chain platform SBY (Service By Yihaodian)
Car producer becomes supplier of mobility
Products and technology are converging
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© Vlerick Business School
PROSUMERS
When consumers become producers
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“Prosumption” of electricity “Prosumption” of information
© Vlerick Business School
ORCHESTRATORS
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© Vlerick Business School
CAR-POOLING FOR CARGO
March 2011: first shared shipment of UCB and Baxter
Initially from Belgium to Romania
Then to Bulgaria, Slovakia, Slovenia, Hungary & Czech Republic
Plans to expand to other countries
Plans to add 3rd and 4th partner
Realised benefits (UCB annual report 2011)
10% cost savings shipment
30% CO² reduction
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6. SUPPLY CHAIN TALENT
© Vlerick Business School
SKILLS OF THE SC MANAGER “YESTERDAY”
1 2 3 4 5
Knowledge on environmental issues
Knowledge of laws, regulations
Technical skills related to product and processes
ICT skills
Knowledge of process analysis techniques
Knowledge of international business practices
Planning and inventory management skills
Logistics expertise (e.g. cost analysis and…
Negotiation skills
Analytical skills
Coordination and cooperation skills
People management/leadership skills
Decision making skills
Communication skills
very important not important
1. “soft” skills !!
2. functional expertise
3. knowledge of the business context
Vlerick research in 2008 (n = 743)
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© Vlerick Business School
SKILLS OF THE SC MANAGER “TODAY”
0,00 0,10 0,20 0,30 0,40 0,50 0,60 0,70
Analytical skills
Communication skills
Planning and inventory management skills
Decision making skills
Coordination and cooperation skills
Knowledge of process analysis techniques
People management/leadership skills
Logistics expertise (e.g. cost analysis and budgeting)
Technical skills related to product and processes
Negotiation skills
ICT skills
Knowledge of international business practices
Knowledge of laws, regulations
Knowledge on environmental issues
large increase no increase
n = 743
Vlerick research in 2008 (n = 743)
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© Vlerick Business School
RESPONSIBILITIES OF THE SC ORGANISATION
TO WHAT EXTENT IS YOUR SC ORGANISATION INVOLVED IN ACTIVITIES WITH OTHER BUSINESS PROCESSES?
•No role 1
•Informed (after decisions, during actions) 2
• Consulted (prior to decisions/ actions) 3
•Responsible for action 4 •Ultimately accountable (individual or in team) 5
Vlerick research in 2012
63
© Vlerick Business School
INTERFACES WITH PARTNERS IN THE CHAIN
Vlerick research in 2012 64
© Vlerick Business School
INTERFACES WITH PARTNERS IN THE CHAIN
Vlerick research in 2012 65
7? TO CONCLUDE
© Vlerick Business School
7 SUPPLY CHAIN TRENDS
Operational excellence
•Eliminating waste; continuously improving
Agility
•Speed of innovation; Mass customisation
Resilience
•Assessing and managing risk
Sustainability
•Balancing the 3 P’s
Innovative supply chain design
•Multi-channel, solution providers, prosumers, orchestrators
Talent development
•From experts to innovative networkers
???
67
© Vlerick Business School
SOME SOURCES OF INFORMATION
POMS conference, Denver, May 2013
PWC, “Next-generation supply chains”, 2013
SCM World, “The chief supply chain officer report”, 2012
CAPS research
Harvard Business Review, “3-D printing will change the world”, March 2013
MIT CTL, “Transforming the future of supply chains through disruptive innovation”, spring 2011
International Labour Organization, “Global employment trends for youth”, 2013
Gartner Top 25 Supply Chain 2010, 2011 & 2012
68
© Vlerick Business School
TOOLS & TECHNIQUES
ENTERPRISE
MANAGEMENT
HANDS-ON MANAGERIAL
69
OUR VLERICK PROGRAMMES COMBINE
© Vlerick Business School
INTERNATIONAL COLLABORATIONS & ENDORSING PARTNERS
70
Operations & Supply Chain Management
Operational Excellence
Executive Master Class
in SCM
Purchasing Management
Supply Chain Finance
© Vlerick Business School
OPERATIONAL EXCELLENCE SHORT-FOCUSED PROGRAMME
Module 1: Essence of Operational Excellence
Strategic Importance of Operational Excellence
Mapping the value stream
Lean thinking and lean toolbox
Lean planning & scheduling
Lean maturity
Company visit: putting theory into practice
Module 2: Success Factors in Operational Excellence
Bottleneck management - theory of constraints - factory physics
Capacity management and variability analysis
Quality management
Lean supply chains
Change management
Lean Competency Accreditation (optional)
An optional exam will allow participants to obtain the certificate ‘Lean Competency’, an international accreditation by the Lean Enterprise Research Centre of Cardiff University.
72 www.vlerick.com/opex
© Vlerick Business School
INTENSIVE PROGRAMME – STRUCTURE
73
© Vlerick Business School
EXECUTIVE MASTER CLASS IN SCM INTENSIVE PROGRAMME
74 www.vlerick.com/emcscm
© Vlerick Business School
OTHER PROGRAMMES
SPECIALISED:
Purchasing Management www.vlerick.com/purchasing
Supply Chain Finance www.vlerick.com/scf
GENERAL MANAGEMENT:
Project Management www.vlerick.com/projectmanagement
Executive Development Programmes for Young, Middle & Advanced managers
www.vlerick.com/edp
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III. Q&A