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UK MoD Logistics: Support Chain Integration
2
Introduction
• Take look at the process and system complexity within defence
• Explore a model for support chain integration
• A view of the Support Network
3
Support Chain
• Support Chain Integration is complex • Support Chain Integration in Defence
− Geographic Spread with static & mobile locations − Range of equipment & material − Number of partners, processes, systems, people
• Defence Industrial Strategy
− Share more MoD business with industry − Dependency on Process, Data & Integration
4
• £4.8 billion pure logistics costs
• 200 million demands per year
• 11k end user locations
• 150 Product Groups
• Local to Global delivery.
The MoD support chain
5
The MoD support chain
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The Task
260+
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The Support Chain Challenge
260+
8000+
500+
1000+ 150+
430+
200+
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Business Model Complexity
• Capital Asset & Support Services − Greater Integration
− Control Shift • Asset Classes
− Marine – Infrastructure
− Air – Fleet Management • Motivation
− Military – Effect
− Industry – Shareholder Value
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Contractual Complexity
• Contracting for Availability − No template contract; inconsistent
boundary of responsibilities between the parties
− Variable partnering behaviours
− Does not optimise end to end processes
− Significant dependencies
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MoD View of SC
Support Chain Configuration
Buy Store Move Use
Purchase Store Move Provision
OEM 1 Commercial View of SC
Procure Stock Ship
OEM 1 Defence View of SC
Consume
B S M U
OEM 2 View of SC
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Abstract End–to-End Process Historically the End-to-End process owned & controlled by Defence
Industry Partner
Mod
Theatre
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Abstract End–to-End Process End-to-End process ‘shared’ with partners
Industry Partner
Mod
Theatre
The ISSUE Management
of cross boundary transactions
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Low Level - Cross Partner Transactions
Request for Quote
Quote
Order
Acknowledgement
Despatch Advice
Despatch Note
Invoice
Payment
Proc
ess
depe
nden
cies
Proc
ess
depe
nden
cies
Partner X Partner Y
Many process versions may exists to support
multiple partners.
Small changes to local MoD or partners
systems can have a significant impact to all
other processes & partners
14
Low Level - Cross Partner Transactions
Request for Quote
Quote
Order
Acknowledgement
Despatch Advice
Despatch Note
Invoice
Payment
Proc
ess
depe
nden
cies
Proc
ess
depe
nden
cies
1
2
3
4
5
6
7
8
a
b
c
MoD Partner X
Public Process
Private Process
Need to understand
partner systems and process is
reduced or removed.
Partners need
only subscribe / agree to public orchestration
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Process Integration
Current Issues: • Poor “system-to-system” transaction
processing • Lack of process visibility • Poor coordination of inbound /
outbound data • Long cycle times / manual
intervention • Poor planning inputs /outputs • Unable to measure/Improve supplier
performance • Tie in to partner systems / process
• Support Chain : : Transactional view of End-to-End
processing : Improved planning/decision
making due to greater information accuracy
: Reduction in cycle time due to information latency, errors, manual
processing : Active supplier management due
to activity reporting/tracking : Removes dependencies of partner
systems & processes
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Is this possible? Generation Consumption
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What about supply chain? Commodities Transport
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Support Network?
Chain Long and slow Forecast-based Manufacturer-driven Designed from product
forward Cost-reduction
Network Fast and flexible Demand-based
User-driven Designed from frontline to the
back Improved effect
From To
supplier OEM MOD Theatre
Theatre
OEM
supplier
MOD
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Business Network Types
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What might this look like?
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System of Systems
Agree the Extended Enterprise information needs and the public processes i.e. the processes that cross boundaries [the public interface]. To define and agree the end to end process for multiple OEM’s and
multiple IPT’s is not feasible at this stage.
22
Simple Steps
• Clear enterprise wide principles • Open standards for communication • Use of patterns & models • Governance but good practice first • 80 / 20 rule
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