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Ejemplos de cadenas de suministros
IKEA, FABRICANTE SUECO DE MUEBLES
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Fuente: Chopra&Meindl, 2008.
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Kellogg OperationsKellogg Graduate School of Management
Northwestern University Logistics an Supply Chain Management
This note was written by Sunil Chopra, Professor of Operations
Management, Kellogg Graduate School of Management, Northwestern
University. This writeup has been prepared as a basis for class
discussion. Copyright 2000 by Kellogg Graduate School of
Management. To order copies, call (847) 491-3603. No part of this
publication may be reproduced without the permission of the Kellogg
Graduate School of Management.
SEVEN-ELEVEN JAPAN CO.1 Established in 1973, Seven-Eleven Japan
set up its first store in May 1974, in Koto-ku, Tokyo. The company
was first listed on the Tokyo Stock Exchange in October 1979. It is
owned by the Ito-Yokado group which also manages a chain of
supermarkets in Japan and owns a majority share in Southland, the
company managing Seven-Eleven in the US. The last ten years have
been a period of phenomenal growth for Seven-Eleven Japan. Between
1985 and 1994, the number of stores increased from 2,299 to 5,523;
sales increased from 386 billion Yen to 1,282 billion Yen; Net
income increased from 9 billion Yen to 46 billion Yen. In 1994,
Seven-Eleven Japan ranked first among Japanese retailers in terms
of ordinary profit. The return on equity (ROE) has averaged well
over 20% over the last ten years. Seven-Eleven Japan is currently
Japans largest retailer in terms of operating income and number of
stores. In 1994, customer visits to Seven-Eleven outlets totaled
1.8 billion, which translates to every person in Japan visiting a
Seven-Eleven on average 15 times a year!
Company History and Profile
Both Ito-Yokado and Seven-Eleven Japan were founded by Mr.
Masatoshi Ito. He started his retail empire after the second world
war, when he joined his mother and elder brother to work in a small
clothing store in Tokyo. By 1960 he was in sole control and the
single store had grown into a $3 million company. After a trip to
the US in 1961, Ito became convinced that superstores were the wave
of the future. At that time Japan was still dominated by Mom and
Pop stores. Itos chain of superstores in the Tokyo area was
instantly popular and still constitutes the core of Ito-Yokados
retail operations. In 1972, Ito first approached the Southland
Corporation about the possibility of opening Seven-Eleven
convenience stores in Japan. After rejecting his initial request,
Southland agreed to a licensing agreement in 1973. In exchange for
0.6% of total sales, Southland gave Ito exclusive rights throughout
Japan. In May 1974, the first Seven-Eleven convenience store opened
in Tokyo. This new concept was an instant hit in Japan and
experienced tremendous growth. By 1979 there were already 519
Seven-Eleven stores in Japan. By 1984 there were 2001 stores. Rapid
growth has continued since then as detailed in Table 1, resulting
in 5,523 stores by the end of 1994. On October 24, 1990, the
Southland Corporation entered into bankruptcy protection. Southland
asked for Ito-Yokados help and on March 5, 1991, IYG Holding was
formed by Seven-Eleven Japan (48%) 1 This description of
Seven-Eleven Japan was written after discussions with executives at
Seven-Eleven Japan. The time spent by them is gratefully
acknowledged. Michael Kligers efforts in setting up the meeting
with Seven-Eleven are gratefully acknowledged. Some of the
information used in this case is from a report written by Michael
Kliger for the GIM Japan class (1995).
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and Ito-Yokado (52%). IYG acquired 70% of Southlands common
stock for a total price of $430 million. Financial data for the
different segments of the Ito-Yokado group demonstrates why
Seven-Eleven Japan is worth a detailed study. Even though it
contributes under 7% to the groups revenues from operations, it
contributes over 47% of the groups operating income. Over the last
ten years, Seven Eleven Japans revenue has grown on average by
12.6% annually and its net income has grown by 20.9% annually.
Seven-Eleven Japan has managed to improve its return on sales (RoS)
from 11.7% in 1984 to 25% in 1992. Over the last two years, the RoS
has decreased somewhat to 23.8 % due to the economic recession in
Japan. Based on its annual sales, Seven-Eleven Japan is the third
largest retailer in Japan. However, measured by ordinary profits,
Seven-Eleven Japan is the largest retailer in Japan, even larger
than its parent company, Ito-Yokado itself. With its 5,523 stores,
Seven-Eleven is the largest convenience store chain in Japan. It is
closely followed by Daiei CVS with 5,045 stores.
The Convenience Store Industry and 7-Eleven
As in the US, convenience stores in Japan provide customers with
a variety of products carried by general retailers as well as food
retailers. As of 1991, the retail structure was as shown below.
Comparison of retail outlets by sales (billion Yen)
Type of Retailer Annual Sales Relative Annual Sales Retailer
140,633 100%
Food Retailer 41,452 29.5% Convenience Store 3,050 2.2%
7-Eleven Japan 1,081 0.8%
Comparison of retail outlets by number of stores
Type of Retailer Number of stores % of total stores Retailer
1,591,186 100%
Food Retailer 622,751 39.1% Convenience Store 19,603 1.2%
7-Eleven Japan 4,629 0.3% While it is a small part of the
overall retail outlets, Seven-Eleven Japan is a significant part of
the convenience store outlets. Its share of this market has in fact
grown since 1991. This growth has been very carefully planned
exploiting the core strengths that Seven-Eleven Japan has developed
in the areas of Information systems and Distribution systems.
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The Seven-Eleven Franchise System
Seven-Eleven has developed an extensive Franchise network and
plays a key role in the daily operations of this network. The
Seven-Eleven network consists of both company owned stores and
third party owned franchises. In 1994 the percentage of company
owned stores was 29.2%. To ensure efficiency, Seven-Eleven Japans
fundamental network expansion policy is based upon a market
dominance strategy. Entry into any new market is built around a
cluster of 50 to 60 stores. Such clustering gives Seven-Eleven a
high density market presence and allows it to operate an efficient
distribution system. Seven-Eleven, in its annual report, lists the
following as advantages of the market-dominance strategy: 1. Boosts
distribution efficiency. 2. Improves brand awareness. 3. Increases
system efficiency. 4. Enhances the efficiency of franchise support
services. 5. Improves advertising effectiveness. 6. Prevents
competitors entrance into the dominant area. Adhering to their
dominant strategy, Seven-Eleven opened the majority of the 417 new
stores in areas with existing clusters of stores. However,
geographically Seven-Eleven Japan has a limited presence. They have
stores in less than half (21 out of 47) the prefectures within
Japan. However within prefectures where they are present, stores
tend to be dense. The distribution of Seven-Eleven stores within
Japan is contained in Figure 2. Less than 1 out of 100 applicants
is awarded a franchise (a testament to their profitability). The
franchise owner is required to put 3 million Yen up front. Half of
this amount is used for preparation of the store and training of
the owner. The rest is used for purchasing the initial stock for
the store. Seven-Eleven has an active ongoing relationship with the
franchises. Forty five percent of total gross profits at a store go
to Seven-Eleven with the rest going to the store owner. The
responsibilities of the two are as follows: Seven-Eleven Japan
responsibilities: 1. Development of supply and merchandise. 2.
Providing the ordering system. 3. Cost of system operation. 4.
Accounting. 5. Advertising. 6. Installation and remodeling of
facilities. 7. 80% of utility costs. Franchise owner
responsibilities: 1. Operation and management of store. 2. Hiring
and paying staff.
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3. Ordering. 4. Maintaining store appearance. 5. Customer
service.
Store Information and Contents
As mentioned in Table 1, Seven-Eleven had 5,523 stores in Japan
and Hawaii, as of 1994. In Japan, each Seven-Eleven store has an
average area of 100 square meters. This is about a third the size
of most US Seven-eleven stores. Daily sales at a store average
700,000 Yen (about $8,000), which is about twice the average at a
US store. Seven-Eleven offers its stores a choice from a set of
5,000 SKUs. Each store carries on average about 3,000 SKUs
depending upon the customer demand in the local area. Each store
carries food items, beverages, magazines, and consumer items such
as soaps, detergents etc. Sales across product categories from 1990
to 1994 are given in Figure 3. Almost 90% of Seven-Eleven stores in
Japan operate on a 24 hour basis and about 40% sell liquor. Food
items can be classified in four broad categories: (i) Chilled
temperature (5C) items including sandwiches, delicatessen products,
and milk; (ii) Hot temperature (20C) items including box lunches,
rice balls, and fresh bread; (iii) Frozen items (-20C) including
ice cream, frozen foods, and ice cubes; (iv) Room temperature items
including canned food, instant noodles, and seasonings. Fresh food
and fast food items from categories (i) and (ii) have been very big
sellers for the stores. Towards the end of 1993 Seven-Eleven held a
20th anniversary sale over four stages, to appeal to price
conscious customers and publicize the excellent value of the fresh
and fast food products. In 1994, Seven-Eleven saw double digit
increases of 12.6% for rice products and 10.5% for sandwiches. In
1994 fresh and fast foods contributed about 40% of the total sales
at each store (contrast with a convenience store in the US). In
fact rice products alone (rice balls etc. included in fast foods)
were sold worth 208.9 billion Yen in 1994 (this is equivalent to
the sales of Japans leading fast food chain!). In 1994, there were
32 companies with 72 dedicated plants producing original rice
dishes and prepared bread products for Seven Eleven Japan. In
addition there were 120 companies with 129 dedicated plants
producing original delicatessen items. Seven-Eleven plans to
introduce oven-fresh bread products which are also expected to
perform well. Seven-Eleven will be the first convenience retailer
to introduce such products. In the beverage category, all stores
sell soft drinks. This includes both brand names as well as private
label items (developed for Seven-Eleven). Because of the recent
liberalization of liquor license laws in Japan several Seven-Eleven
stores also sell alcoholic beverages (currently 41.1% of the stores
sell liquor). Private label soft drinks and alcoholic beverages
(here also Seven-Eleven plans to develop a private label beer with
Philip Morris) have seen an increase in sales. Magazines have also
seen a significant growth in sales of 12.7% in 1994. Seven-Eleven
expects this pattern to continue in the near future.
Bill Payment Service
For customers who choose to pay their utility bills in person
each month, rather than relying on the automatic debit system,
Seven-Eleven provides a utility bill payment service. With more
convenient operating hours and locations than banks or other
financial institutions, the bill payment
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service attracts millions of additional customers every year.
This service was started in 1987 and more than 10 million bills
were paid using this service in 1994. In April 1994, Seven-Eleven
began a service to accept installment payments on behalf of credit
companies. The major thrust for offering these services is to make
Seven-Eleven stores more convenient places to shop. The Integrated
store information system at Seven-Eleven allows it to offer such
information and accounting based services.
Seven-Elevens Integrated Store Information System
From its start, Seven Eleven Japan sought to simplify its
operations by using advanced information technology. Seven-Eleven
Japan attributes a significant part of its success to a
comprehensive store information system installed in every outlet
and linked both to suppliers and the Seven-Eleven distribution
centers. The first on-line network linking the head-office, stores
and vendors was established in 1979. There was no point-of-sales
(POS) information collected at his time. In 1982, Seven-Eleven was
the first company in Japan to introduce a POS system comprising POS
cash registers and terminal control equipment. In 1985, the company
developed, jointly with NEC, personal computers using color
graphics that were installed at each store and linked to the POS
cash registers. These computers were also on the network linking
the store to the head office as well as the vendors. Up to July
1991, head office, stores, distribution centers and suppliers were
linked only by a traditional analog network. At that point in time
an integrated services digital network (ISDN) was installed.
Linking more than 5,000 stores, it is today one of the worlds
largest ISDN systems. Seven Eleven Japan spent 2.4 billion Yen
setting up this network. ISDN uses digital technology to send
voice, data and graphic information through a single optical fiber
line. The fiber optic line greatly increases the capacity and speed
of the transmission as compared to traditional copper cable. The
64-kilobit ISDN that Seven Eleven uses can send, for example, 4,000
Chinese characters per second, 30 times faster than he old analog
network. The two-way, high speed on-line communication capability
of ISDN enables Seven Eleven to collect, process, and feed back POS
data quickly. Sales data gathered in each store by 11 p.m. is
processed and ready for analysis the next morning. The current
hardware at a store is as follows: 1. Graphic order terminals for
placing orders linked to the store computer. 2. Scanner terminals
to scan deliveries from the distribution center. 3. A store
computer that links to the ISDN network as shown in Figure 4. 4.
POS registers linked to the store computer. The role of each piece
of hardware is detailed below. The Graphic Order Terminal is a hand
held device, and has a wide screen graphic display that is used by
the store owner/manager to place orders. The items are recorded and
brought up in the order in which they are arranged on the shelves.
The store manager/owner walks down the aisles and places orders by
item. When placing this order the store manager has access to
detailed analysis to POS data related to the particular item (from
the store computer). A listing of the analysis available is given
in Table 5. The store manager then uses this information when
placing this order. The order is directly entered into the
terminal. Once all the orders are placed, the terminl is returned
to its slot, at which point the orders are relayed by the store
computer to both the appropriate vendor and the Seven-Eleven
distribution center.
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The Scanner Terminals read bar code and record inventory. They
are used to receive product coming in from a distribution center.
This is then automatically checked against a previously placed
order and the two are reconciled. Before the scanner terminals were
introduced, truck drivers waited in the store till the delivery was
checked. Currently, the driver simply drops the delivery in the
store, and a store clerk receives it at a suitable time when there
are few customers. The scanner terminals are also used when
examining inventory at stores. The Store Computer is linked to the
ISDN network, the POS register, the graphic order terminal and the
scanner terminal. It communicates between the various input
sources, tracks store inventory and sales, places orders, provides
detailed analysis of POS data (see Table 5), and maintains and
regulates store equipment. In 1993, Seven Elevens ISDN network
handled 200 million bits of sales data per day or 7 billion bits
over the year. The network completely integrates information among
stores, distribution centers, suppliers, and the headquarters (see
Figure 4). The information network further improves the ordering
process, inventory control, merchandising mix, and the efficiency
of store operations as well as the distribution system. To better
understand the functioning of this information network, consider a
sampling of daily operations. As soon as a customer purchases an
item and pays at the POS register, the item information is
retrieved from the store computer and time of sales automatically
recorded. In addition the cashier inputs the age and sex of the
customer. To do this (s)he has five register keys for the
categories: under 13, 13-19, 20-29, 30-49, 50+. This POS data is
automatically transmitted on-line to a host computer. All sales
data collected by 11 p.m. is organized and ready for analysis by
next morning. The data is analyzed on a company wide, district, and
store basis. The analyzed and updated data is sent back to the
Seven Eleven stores via the ISDN. Each store computer automatically
updates its product master file to analyze its recent sales and
stock movements. The main objective of the analysis is to improve
the ordering process. Table 5 gives a complete overview of the
results of the analysis provided by the store computer. All this
information is available on the Graphic Order Terminal used for
order placement. A major benefit of the information system is that
it has allowed Seven Eleven stores to better match supply with
demand. The information system has allowed store staff to adjust
the merchandising mix on the shelves according to consumption
patterns in the course of the day. For example, popular breakfast
items are stocked earlier during the day while popular dinner items
are stocked later in the evening. The identification of slow and
non-moving items allows a store to free up shelf space that can be
used to introduce new items. Over 50% of the items sold at a Seven
Eleven store change in the course of the year. Part of this relates
to seasonality of demand and part to new products. When a new
product is introduced, the decision whether to continue stocking is
made within the first three weeks. Each item on the shelf
contributes to sales and margin and does not waste valuable shelf
space.
Seven-Elevens distribution system
The strength of the Seven-Eleven distribution system has been to
tightly link the entire supply chain for all categories of
products. The Seven-Eleven distribution centers and the information
network play a key role in this regard. The major objective is to
carefully track sales of items and
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offer short replenishment cycle times. This allows a store
manager to accurately forecast sales corresponding to each order.
Seven-Eleven currently offers the stores three times a day delivery
of all rice dishes (which comprise most of the fast food items
sold). Bread and other fresh food are delivered twice a day. The
distribution system is flexible enough to alter delivery schedules
depending on customer demand. For example ice cream is delivered
daily over the summer but only thrice a week at other times. The
replenishment cycle times for fresh and fast food items have now
been shortened to under 12 hours. A store order for rice balls by
10 am is delivered before the dinner rush. As discussed earlier,
the store manager uses a graphic order terminal to place an order.
All stores have been given cut-off times for breakfast, lunch and
dinner ordering. When a store places an order it is immediately
transmitted to the supplier as well as the distribution center. The
supplier gets orders from all Seven-Eleven stores and starts
production to fill the orders. The supplier then sends the orders
by truck to the distribution center. Each store order has been
separated so the distribution center can easily assign it to the
appropriate store truck using the order information it already has.
The key to store delivery is what Seven-Eleven calls the Combined
Delivery System. At the distribution center, delivery of like
products from different suppliers (for example milk and sandwiches)
is directed into a single temperature controlled truck. There are
four categories of temperature controlled trucks: frozen foods
(-20C), chilled foods(5C), room temperature processed foods, and
hot foods (20C). Each such truck makes deliveries to more than one
retail store. The number of store per truck depends on the sales
volume. All deliveries are made during off-peak hours and are
received using the scanner terminals. The system works on trust and
does not require the delivery person to be present when the store
personnel scan in the delivery. This has cut down on the time spent
at each store during delivery. This distribution system has enabled
Seven-Eleven to reduce the number of vehicles required for daily
delivery service to each store, even though the delivery frequency
of each item is quite high. In 1974, 70 vehicles visited each store
every day. Now only 11 are necessary. This has dramatically reduced
delivery costs and enabled rapid deliver of a variety of fresh
foods. Seven-Eleven has a total of 45 distribution centers (DCs)
for combined delivery of rice dishes (20C) and 38 distribution
centers for refrigerated items (5C). These DCs handle all the fast
food and fresh items. None of these DCs carry any inventory. They
merely transfer inventory from supplier trucks to Seven-Eleven
distribution trucks. These items are delivered from a total of 152
companies and 201 plants. The transportation is provided by
Transfleet Ltd., a company for the exclusive use of Seven-Eleven
Japan, set up by Mitsui and Co. The outline of the combined
distribution system is shown in Figure 6.
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TABLE 1
Financial Figures for Seven Eleven Japan (1985-1994)
For fiscal years ended February 28/29
1985 1986 1987 1988 1989
Net Sales (Billion Yen) 386.7 453.6 521.9 559.1 686.3 Revenue
(Billion Yen) 69.8 83.7 94.7 94.0 100.2
Ordinary Profit (Billion Yen) 20.0 25.5 31.2 37.9 45.2 Net
Income (Billion Yen) 9.1 11.6 14.4 18.4 22.3
Net Income per share (Yen) 29.9 38.2 47.1 59.9 72.7 Dividends
per share (Yen) 23.0 28.0 23.0 26.0 26.0
Number of stores 2,299 2,651 2,964 3,304 3,653
For fiscal years ended February 28/29
1990 1991 1992 1993 1994
Net Sales (Billion Yen) 780.3 931.9 1081.8 1194.9 1281.9 Revenue
(Billion Yen) 113.8 137.2 162.8 181.9 195.7
Ordinary Profit (Billion Yen) 53.0 66.9 77.6 85.1 88.1 Net
Income (Billion Yen) 26.2 33.1 40.6 45.0 46.5
Net Income per share (Yen) 83.8 106.1 129.9 143.8 148.7
Dividends per share (Yen) 26.0 29.0 32.0 34.0 35.0
Number of stores 4,012 4,328 4,687 5,106 5,523
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Figure 2
Geographic Coverage of Seven Eleven in Japan
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Figure 3: Sales by Product Category
1990 1991 1992 1993 1994 Processed Foods 334.4 394.3 447.6 604.8
648.3 Fast Foods 148.6 179.2 223.8 229.5 231.8 Fresh Foods 111.5
143.4 167.9 163.9 154.5 Nonfoods 185.8 215.1 242.5 196.7 247.3
Total 780.3 931.9 1081.8 1194.9 1281.9
1990 1991 1992 1993 19940
200
400
600
800
1000
1200
1400
1990 1991 1992 1993 1994
Processed FoodsFast FoodsFresh FoodsNon FoodsTotal
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Figure 4
Seven-Eleven Japans Information Network
To improve the efficiency of operations among franchises,
distribution centers and manufacturers, Seven-Eleven established an
unrivaled, fully integrated information network. In 1991, to enable
the rapid dissemination of important information at low cost, they
installed one of the worlds largest capacity store information
systems using ISDN. Sales data gathered from all stores can be
analyzed the following day. This information enables them to
constantly revise their merchandise mix and develop appropriate new
products, thereby boosting sales.
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TABLE 5: Information Analysis of POS Data
Sales analysis of product categories over time SKU analysis
Analysis of waste or disposal Ten week sales trends by SKU Ten day
sales trends by SKU Sales trends for new products Sales analysis by
Day and Time List of slow moving items Sales analysis by product
categories Analysis of sales and number of customers over time
Contribution of product to sections in store display Sales growth
by product categories Evaluation of merchandising
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Figure 6
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Figure 7 Trend of Inventory from 1984-94
Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
1994Inventory 12.3 11.1 10.9 10.6 10 9.4 8.8 7.9 7.7 7.8 7.7
Days of Inventory
02468
101214
1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994
Year
Ave
rage
Inve
ntot
ry
Inventory
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Figure 8 Trend of Sales
Year 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993
1994Sales/store 485 502 506 508 524 545 564 629 669 682 669
Average Daily Sales per Store ('000 Yen)
0
100
200
300
400
500
600
700
800
1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994
Sales/store
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Tpicos de especializacin II -1 semestre 2011 Oerlikon Soldadura
se dedica a la fabricacin de electrodos por extrusin de prensa e
hilo tubular y a la comercializacin de todo tipo de productos para
la soldadura fabricados en las diferentes empresas del grupo francs
AIR LIQUIDE WELDING. En Oerlikon Soldadura se entiende la Gestin de
la Cadena de Suministro (GCS) como la total integracin y
sincronizacin de todos los departamentos involucrados en las
diferentes etapas por las que atraviesa un producto: compras,
produccin, almacenaje y distribucin. El modelo de Supply Chain de
Oerlikon Soldadura se fundamenta en cuatro factores claves:
estrategia, agilidad, integracin y medicin. La estrategia de gestin
de la cadena de suministro est liderada por el Supply Chain Manager
y respaldada por la Direccin General. El apoyo y dedicacin de la
Direccin General, otorgando a la cadena de suministro un papel
relevante y diferenciador dentro de la empresa, se considera parte
muy importante del xito. Los responsables de cada departamento
involucrado en la GCS son los responsables de definir las
estrategias y procesos dentro de la misma. Para generar y revisar
todas las estrategias se realizan reuniones bimensuales de los
responsables de la GCS, donde se analizan diversos puntos: evolucin
de las medidas adoptadas y ventajas competitivas generadas,
evolucin de los ratios mensuales (relacin causa-efecto),
previsiones a corto y medio plazo, gestin personal, benchmarking,
etc. Los temas y decisiones adoptadas en estas reuniones son
transmitidos por los lderes de la GCS a los miembros de su
departamento, para que los empleados conozcan, a todos los niveles,
la misin de la empresa y sus objetivos y planes de futuro. Para
ello ha sido necesario establecer unos mecanismos de comunicacin
muy efectivos, apoyados en una fuerte motivacin y reconocimiento
del personal dentro de Oerlikon. La planificacin estratgica viene
definida con periodicidad anual y horizonte a tres aos a nivel
multinacional, con revisin continua de la misma a nivel interno de
cada pas. Esta planificacin es transformada con posterioridad en
indicadores valorados econmicamente a travs de un planning de accin
muy detallado. La agilidad est basada en un proceso de mejora
continua de la planificacin operacional y tctica, que ha supuesto
grandes ahorros va reduccin de stocks (20% aproximadamente),
aumento de la productividad, reduccin de los costos de transporte
(17% aprox.), reduccin del espacio de almacenaje y buenos procesos
de servicio al cliente. Para la gestin de planificacin de la
demanda-distribucin y para el suministro de materiales-produccin,
Oerlikon dispone de dos herramientas informticas (DRP distribution
resource planning y MRP II manufacturing resource planning)
integradas dentro de su sistema ERP que, si bien son parte
importante dentro de la planificacin de la empresa, siguen siendo
un complemento a las reuniones mensuales de GCS. La diversidad de
los integrantes de estas reuniones (gerencia, produccin, comercial,
calidad, logstica, compras, post-venta) permite abarcar la prctica
totalidad de la empresa, y generar as planes operacionales y de
posicionamiento tctico en el mercado basados en diversos factores:
bsqueda de productos sustitutivos a los ya existentes, introduccin
de productos nuevos en el mercado, gestin de campaas y promociones,
realizacin de simulaciones, anlisis de las causas que provocan los
cambios acaecidos, anlisis de actividades y productos que no
generan valor aadido, anlisis de reclamaciones de clientes, y
anlisis de las desviaciones en los planes de produccin y previsin
de ventas. La planificacin de la produccin est basada en un
programa de produccin MPS (Programacin maestra de produccin) y un
programa de clculo de las necesidades de materiales MRP II, que se
parametriza en funcin de las necesidades y que se adapta a cada
producto en funcin de sus caractersticas. El resultado de cada uno
de estos programas es analizado y revisado conjuntamente para
adecuarlo a los objetivos y planes fijados en las reuniones
mensuales. La gran versatilidad de estos programas, y los
diferentes mtodos de clculo estadstico de que disponen, ha hecho
que la flexibilidad de la produccin aumente, adecundose cada vez ms
con la demanda, siendo la desviacin entre los planes de produccin y
ventas prcticamente nula. La planificacin de la distribucin se
fundamenta en el programa DRP que, basndose en el histrico de
ventas - a travs de diferentes mtodos estadsticos, genera una
previsin de la demanda (la mejor para cada articulo en funcin de
las caractersticas de cada producto y en qu fase se encuentra:
estable,
-
estacional, lanzamiento, crecimiento, final...). Este programa
genera una serie de propuestas de accin en funcin de las
necesidades: aumentar o retrasar plazos de entrega, aumentar o
disminuir cantidades en pedidos, generar rdenes de compra, reclamar
pedidos pendientes por fecha de entrega, etc. Los procesos de
servicio al cliente se realizan a travs de un departamento de
atencin al cliente cuya misin principal es la grabacin y gestin de
pedidos de cliente. Este departamento de reciente creacin -tras la
centralizacin en Zaragoza de toda la red de distribucin- ha
propiciado un incremento en la satisfaccin del servicio al cliente,
como demuestran las encuestas. Este departamento mantiene
puntualmente informado al cliente sobre la situacin de los pedidos,
la disponibilidad y caractersticas de los productos, los plazos de
entrega, los precios y condiciones de cliente, las reparaciones
post-venta, etc. La total integracin con el proveedor de transporte
nacional permite poder disponer en tiempo real, va Internet, de la
situacin en la que se encuentran todas las expediciones en cada
momento, pudiendo as dar una informacin veraz y real a los clientes
sobre la situacin de sus pedidos. Estos procesos de servicio al
cliente se complementan con un continuo seguimiento de las
reclamaciones del cliente por parte del departamento de calidad,
que ha conseguido la total documentacin de las mismas, y con un
buen proceso de gestin de cobro a clientes. Oerlikon utiliza varios
KPI para medir su gestin, entre stos:
Servicio al cliente: medido en funcin del plazo de entrega de
lneas por pedido (el objetivo en Oerlikon est fijado en 24 horas).
Para analizar este indicador se apoya en el informe de calidad de
servicio del proveedor de transporte.
Evolucin de quiebres diarios de stock: distinguiendo entre alta,
media y baja rotacin, y
analizando su impacto monetario.
Evolucin de roturas fin de mes.
Niveles de inventario: valorados en das o meses de venta, as
como rotaciones del mismo.
Tiempo de ciclo total: el tiempo que transcurre desde que un
cliente realiza un pedido hasta que recibe el producto.
ROCE (rentabilidad de los capitales empleados) y ROE
(rentabilidad de los fondos
propios).
Cash to cash o anlisis del plazo medio de cobro frente al plazo
medio de pago.
Costos de Supply Chain propiamente dichos: % costo servicio
cliente s/ventas, costo de servicio y procesamiento de pedidos por
pedido, % costo aprovisionamiento s/compras,% costo
almacn/distribucin s/ventas, costo almacn/distribucin por pedido, %
transporte de ventas s/ventas, % transporte de compras s/compras y
obsolescencia de productos s/valor del stock total.
Productividad por trabajador: tanto en fbrica como en almacn
(por ejemplo, nmero de
lneas preparadas por operario/da).
% errores de envo por n de pedidos da, % de planes de produccin
alcanzados sobre los previstos, Cumplimiento de las previsiones de
venta (% de desviaciones respecto a lo previsto), % de entregas del
proveedor recibidas a tiempo, % de entregas del proveedor recibidas
completas.
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Encuestas de satisfaccin externa (clientes externos) e internas
(clientes internos: red
comercial de Oerlikon). Preguntas:
1. Con relacin a los 4 pilares de la cadena de abastecimiento
(inventarios, instalaciones, transporte, informacin) que
estrategias identifica Ud., qu objetivos tendrn?.
2. Es esta empresa una productora de un commodity? Como aplica
el concepto de calce
estratgico?
3. Que KPI aplica Oerlikon para medir customer service y
eficiencia?.
4. Como se mediran estos KPIs (datos requeridos, frmulas de
clculo)?
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Caso WW Grainger
W.W Grainger es un distribuidor de empresa a empresa (B2B) de
suministros de MRO (mantenimiento. reparacin y operacin) que vende
ms de 200.000 productos diferentes que van desde consumibles como
lubricantes de maquinaria hasta ferretera como tornillos y tuercas.
Tradicionalmente venda utilizando un catlogo impreso. Los clientes
colocaban los pedidos por telfono o caminaban para tal efecto hasta
una de las 400 sucursales (similares a las tiendas minoristas) en
Estados Unidos. El comprador recoga los pedidos telefnicos en la
sucursal o un servicio de envo por paquetera las entregaba al
consumidor final. Temprano, ya en 1995, la compaa estableci
Grainger.com. que permiti a los clientes colocar sus pedidos en
lnea. Este negocio ha crecido rpidamente en la industria de los
suministros de MRO con competidores como McMaster-Carr, que ha
construido el suyo propio. Grainger.com le da acceso al cliente a
220,000 productos, mientras que el catlogo impreso ofrece slo cerca
de 80.000. En comparacin con el catlogo, la bsqueda de un producto
es ms simple por Internet gracias a los motores de bsqueda que ha
desarrollado. El incremento de la variedad le permite atraer ms
clientes y satisfacer ms necesidades de los existentes. Internet le
permite incrementar los ingresos al introducir nuevos productos tan
pronto como estn disponibles. Con las campaas de marketing y
publicidad directa tendra que esperar a que se enviara un nuevo
catlogo para que los clientes estuvieran informados de los nuevos
productos. El comercio electrnico tambin le permite ofrecer
promociones y cambiar los precios con facilidad sin tener que
enviar nuevos catlogos. Grainger.com permite a los clientes colocar
pedidos y verificar el estatus en cualquier momento. Esto
constituye un beneficio significativo para los compradores, quienes
pueden aprovechar esta capacidad para mejorar sus procesos de
compra. Por ejemplo, el personal del turno de la noche puede
emplear Internet para colocar y verificar los pedidos que necesita.
Ya no tiene que esperar a la gente del turno de la maana para
colocarlos. Esto mejora la precisin de los pedidos y reduce el
tiempo necesario para procesarlos. Un estudio realizado por la
consultora Aberdeen Group indica que las compras en lnea disminuyen
la duracin y el tiempo de surtido del pedido de un promedio de 7.3
das a un promedio de 2. La disminucin en el tiempo permite atraer
ms pedidos a travs del negocio electrnico. Otro estudio realizado
por W.W. Grainger Consulting estima que los distribuidores de MRO
podran ver ganancias incrementales en las ventas de 10 a 20% al
vender en lnea. W.W. Grainger emplea el comercio electrnico para
disminuir sus costos de procesamiento y, en cierto grado los de sus
instalaciones. Es notable que sus clientes tambin vean una
significativa reduccin en los costos de procesamiento del pedido
como resultado de su uso.
Con el incremento en los pedidos por Internet que se entregan
por medio de servicios de paquetera, W.W. Grainger es capaz de
agregar ms sus inventarios lo que da como resultado la reduccin de
los mismos y aun ms, si las ventas en lnea crecen lo suficiente
permitira a la compaa cerrar algunas de sus sucursales. Sin
embargo, los beneficios quiz sern pequeos, puesto que la red
existente de la cadena de suministro esta bien adaptada para las
ventas en lnea. Los clientes tambin ahorran en costos de inventario
como resultado del comercio electrnico, ya que los tiempos de
entrega del reabastecimiento en Internet son ms bajos que con los
mtodos tradicionales. En los primeros meses de puesta en marcha se
observ aumento de costos de transportes de paquetes y cierre de
algunas sucursales. Debido a que ahora los clientes que hacen
pedidos por Internet realizando todas las actividades de colocacin,
esto ha permitido disminuir el nmero de representantes de servicio
al cliente en todos sus centros de atencin telefnica (call
centers). Los clientes tambin ahorran en los costos de
procesamiento de sus pedidos como resultado del comercio
electrnico, puesto que es una manera conveniente en que la
corporacin coloca catlogos de amplio contenido en las manos de los
usuarios finales de MRO. Como resultado las compaas ya no requieren
de personal para procesar los pedidos. Asimismo para muchas
empresas, el comercio electrnico representa una oportunidad rpida y
conveniente de deshacerse de los ineficientes mtodos manuales de
abastecimiento. El grupo Aberdeen estima que la compra en lnea de
suministros de MRO ahorra cerca de 30 dlares por pedido en costos
administrativos.
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1) En los indicadores y/o criterios siguientes, establezca si
aumentan (+) o disminuyen con una breve argumentacin del por
qu:
1. Tiempo de respuesta a los clientes (distribuidores de
MRO)
2. Variedad de productos
3. Disponibilidad de productos
4. Costos del cliente
5. Visibilidad del pedido
6. Valor de las ventas
7. Costos de Inventario
8. Costo de Instalaciones
9. Costos de Transporte
10. Inversiones en Informacin
2) En base a su experiencia y conocimientos cmo definira Ud., y
de donde obtendra los datos para calcular valores de los
indicadores de arriba?
a14ex_sc_amazon_ikea(es)a15_7eleven
(espagnol)a15_7eleven_japan(en)Company History and ProfileThe
Convenience Store Industry and 7-ElevenThe Seven-Eleven Franchise
SystemStore Information and ContentsBill Payment
ServiceSeven-Elevens Integrated Store Information
SystemSeven-Elevens distribution systemFinancial Figures for Seven
Eleven Japan (1985-1994)Figure 3: Sales by Product CategoryFigure
4Seven-Eleven Japans Information NetworkTABLE 5: Information
Analysis of POS DataFigure 6Figure 7
a15_caso_oerlikon_1sem_2011caso-wwgrainger2012
