Carpeta general brochure optima integra

1 Copyrights OptimaIntegra SpA

Consultancy Services for Processes Optimization and Integration.

Cost Reduction on Transport, Fuel Consumption, Warehousing, Cost to Serve.

Inventory Management & Policies. The Right Inventory. SLOBs reduction.

Category Management, Tenders, Suppliers Negotiation & Contracting.

Analysis on Logistic Foot Prints: Localization, Infrastructure, Savings.

Diagnosis on Supply Chain: Processes, Organization, Technology.

Project Management: Pre-Feasibility, Feasibility, Implementation.

Training & Implementation of Best Practices: S&OP, PtP, OTC, MRP, DRP, Lean.

OptimaIntegra

Operational Excellence

More than 22 years of experience in the areas of Supply Chain and Procurement, including Customer Segmentation and Services, Sales & Operations Planning process, Purchases of Raw Materials, Spare Parts and Logistic Services, Maritime Transport, Land Transport, Warehousing, Inventory Management, and Cost to Serve reduction.

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Solid Backround and Expertise

• Lean Management tools. • Project Management: Pre-Feasibility (Class D), Feasibility (Class C), Implementation (Class B)

• Training Program based on 4 Key Processes for Supply Chain: Plan, Source, Make, Deliver. • Change Management: Individual (Reactive), Team (Proactive), Organization (Facilitation). Right Competences. • International experience in LATAM, USA, Europe, India, Egypt, & Australia.

• SHEC (Safety, Health, Environment & Community) applied to Supply Chain. • Experience on Dangerous Goods: Chemicals, Pharma, Explosives, Cyanide.

Copyrights OptimaIntegra SpA

Distribution: Routes Engineering & Planning, Gravity Centres, Cargo Planning & Maximization, Transport Cost Model, Routes Risk Assessments, Intermodal Transport, Warehousing.

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Working Experience

OptimaIntegra

Operational Excellence Copyrights OptimaIntegra SpA

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Sales & Operational Planning process:

•Demand Planning.

• Supply Planning.

• Inventory Planning.

• Shipment Planning.

Purchases to Pay process:

•Category Management

•Tenders & Negotiation.

•Contracting.

•Order Creation.

•Receipts & Invoice.

Production Scheduling process:

•Repetitive vs Discrete production.

• Lead Times.

•MTO, MTS, ATO.

•MRP II

Order to Cash process:

•Order Creation Confirmation.

• Follow Up .

•Distribution Planning & Call list.

•Goods Issue & Invoice.

Cost & Capital

•Cost of Inventory.

•Transport Cost.

•Warehousing Cost.

•Cost to Serve.

PLAN SOURCE MAKE DELIVER COST

Overall Supply Chain Flow Map

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Basis of Safety:

•Basic Configuration Design.

•Take 5: Stop, Think, Identify, Plan, Proceed.

•Check Lists.

• Incidents Categorization.

• Incidents Management.

•Emergency Response Teams.

•Performance KPIs

Route Risk Assessment:

•Road Maps & Risks identification.

•Central Database.

•Comunity Engagement.

•Permits & Regulations

Drivers Behaviour:

•Drivers License to Operate.

• Individual Assessments: who follow the rules, who not? why?

•Training .

SHEC applied to Supply Chain

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Sales, Plan. & Oper.( SOP ) PP

Demand Mgmt PP

Master Plan Schedule ( MPS ) PP

Material Requirement Plan. ( MRP ) PP

Production PP

Purchasing MM

Product Group PP

PP, SD, CO-PA

Bill of Material ( BOM ) PP

Critical Capacity

CO, MM, PP

Detailed Capacity PP

Vendors MM

Materials MM

GR/GI MM Postings

FI, CO

Strategic Planning

Operational Planning

Execution

Inventories MM

Materials MM

Purchases Requisitions MM Planned Orders PP

Planned Firm Orders based on

Forecast or Sales Orders

Planned Dependent

Requirements

First Level Planning (S&OP, MPS, MRP):

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Manufacturing

Customer

Supplier

MRP II - DRP (Manufacturing Resource Planning vs Distribution Resource Planning)

Lot size Loading Capacity Delivery Schedules

Trransport Cost Incoterms

Etc

.

Capacity / Storage Demand Planning Shifts / Data SAP

Reorder Points Etc .

Storage Capacity Cycle Counting Cost & Freights

Loading Times Carriers Transport Lanes .

Production Routes Capacity Level Maintenance stops

Schedules / Shifts Storage capacity BOMs .

DC: Distribution Centre

Inbound Logistic Outbound Logistic

Primary Distribution Secondary Distribution

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Second Level Planning (MRP, DRP):

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Preparation &

Maintenance

Order

Intake

Prepare

Delivery Billing Distribute Cash In

Customer/ Material Master Data

Pricing

Planning

Credit Management

Capture Orders

Process Orders

Changes

Back Orders

Delivery Due List processing

Picking

Transport Call Off

Loading

Billing Method

Create a Billing document

Monitor Billing

Rebates & Commissions

Payment Methods

Banking Structure

Payments

Dunning

CUSTOMERS

Delivery

Customer Service Centre (CSC) Logistic units at Sites Finance

1 2 3 4 5 6

CSC

High Level Order to Cash (OTC) Flow

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Inventory Management & Policies (1/2)

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MTS v/s MTO v/s ATO: how to define it?

HIGH LOW

LONG

Frequency of Deliveries

MTS - ATO

MTO (pure) MTS - MTO

ATO

Demand

Internal

Lead-Time

Replenishment Stock

SLAs for lead-time.

ELT > ILT

SHORT

Anticipate Stock

SLAs for lead-time.

SLAs for Order Size.

Inventory Management & Policies (2/2)

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SS: Safety

Stock

Stock

Averag

t

RS:

Replenishment

Stock

to be protected against

fluctuations in Supply or

Demand.

LS: Lot Size.

An established

lot size or

order quantity.

DLT: Demand

Through

Lead time

LT: Lead

Time required

to replenish

DLT: the amount of inventory to be used during the replenishment lead-time.

Q

RS = DLT + SS

Stock Average = ½ * LS + SS

DLT = (Average Tons/day) * LT

SS = % DLT

[Tons] [Tons]

[Tons] [Tons]

TARGET

Lead Times Analysis (1/2)

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Customer

send

an Order

t1

Requested

Delivery

Date

Order is

Entered

t2

Planned

Delivery

Date

Order is

Confirmed

t3

Confirmed

Delivery

Date

Production

Starting

date

t4

Reaction time

In CSC

Confirmation time

Needed by Site

t5

Goal:

t1 = t2

Goal:

t2 = t3

(products MTS)

Production time

Needed by Site-Product

combination

Loading

date

t7

Production

Finishing

date

t6

Picking

date

Expedition time

Needed by Site-Product

combination

Delivery

Date at

Customer Site

(Real)

t8

Transport time

Needed from the Site to the

Customer

t9 t10

Planning

Inefficiency

Transport

Inefficiency

Goal:

t8 = t9

% Capability

Goal:

t9 = t10

% Reliability

MTO – Lead-times conflicts (1):

Lead Times Analysis (2/2)

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MTO – Lead-times conflicts (2):

MTO: D1 D2 D3 DX DX DX DY DY DY DZ DZ DZ

orders handling

frozen zone

RM call-off

RM preparation

production time

finishing time

packaging time

transport call-off

pick list

loading

Total 4 days + X + Y + Z + W

(minimum 6 days; maximum 15 days)

Production Time days Finishing Time days Packaging Time days

ISO 1 Max Standard 1 Max Tankcar 0 Max

SMC 1 Max Thixo 2 Max Drums 2 Max

Ortho 1 Max Pigmented IBC 1 Max

VE 2 Max LES

VE TDI 1 Max Halogenated

D Resins 2 Max LPA/ Polystyren 1 Max

DCPD Light initiator 1 Max

LPA reactor 2 Max Storage tank 1 Max

LPA mixer 1 Max

Equipment availability time = W

ISO 5 Max

SMC 5 Max

Ortho 5 Max

VE 5 Max

VE TDI 3 Max

D Resins 3 Max

DCPD

LPA reactor 5 Max

LPA mixer 5 Max

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Supplier Assessment and Negotiation Preparation Negotiation and Implementation Category Analysis and Strategy Development

Define

Category

Analysis

Approach

100-1

Perform

Industry

Analysis

100-2

Analyze

Customer

Requirements

100-3

Perform

Supplier

Analysis

100-4

Category

Strategy

Development

100-5

Screen

Suppliers

200-1

RFP

Process

200-2

Qualify

Suppliers

200-3

Prepare

Implementation

Plan

200-4

Negotiate

Business

Agreement

300-1

Finalize

Implementation

Plan

300-2

Implement

Program

300-3

Prepare Financial Analysis /

Fact Based Negotiation Case

200-5

Define

Negotiation

Approach

200-6

Categories Suppliers Contracts

Strategic Sourcing:

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Supply Chain Analysis & Diagnosis (SCAD):

Setup

Project Roadmap

7

TH

E P

LA

N

Prepare

Business Cases

6

TH

E V

ALU

E

Execute!

8

DO

EVALUATE

Measure!

9

CH

EC

K

ACT

Define

Routes

towards Solution

5

TH

E C

UR

E

Define

Root Causes

4

DIA

GN

OS

E

Prepare

SCA Project Plan

1

CO

NT

EX

T

VA

LU

E P

RO

P

Understand

Gaps Business

Position

2Understand

Supply Chain

Position

3

EX

EC

UT

ION X

-RA

YC

UR

E

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Project Management

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Business Study

•Demand Analysis.

•Supply Analysis.

•Proposed Supply Chain Configuration.

•Cost Composition

•Savings Expected

•Investment Required

•Business Case (Class D)

•Initial Risk Assessment

•Scope Definition

•Resources for Pre-feasibility study

•Gate Approval

Pre-Feasibility

Study •High level project schedule

•Risk Assessment

•Supply Chain Design

•Business Case Review (Class C).

•Tests Execution & Learnings.

•Scope review.

•Resources for Feasibility Study

•Funding Strategy

•Gate Approval.

Feasibility Study

•Review Risk & Control.

•Last Review Supply Chain Design

•Final Business Case (Class B)

•Final Scope Review

•Permits & Regulations

•Detailed Project Schedule & Resources for Implementation.

•Detailed Design for building & construction.

•Final Gate Approval.

Implementation

•Contracting Suppliers, Resources and equipment.

•Procurement

•Execution of Implementation Plan (PO´s generation)

•Construction & equipment installation

•Physical completion

•Permits and Regulations

Handover

•Final Operational Procedures.

•Knowledge Transfer to the organization.

•Resource Deployment.

•Project Closure.

Ambiguity

Number of Ideas

Time

Concept Pre-Feasibility Feasibility

Diverge Converge ImplementationOptimaIntegra


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Lean Management

Delivering Value from Customers perspective. Eliminating Waste. Continuously improving the processes.

PULL. Defining Value from the standpoint of the end customer. Minimize Inventory, Over-production and Assets.

ONE STEP FLOW. Step by Step, and eliminating those that are not creating value. Minimize WIP, Process interruption and Waiting time.

TAKT. Vale-creating steps occur in a tight sequence. Balancing Production according to Demand, achieve continuous flow and respond flexibly to changes.

ZERO DEFECTS. Continuous basis until all waste has been eliminated. Mistakes from previous steps must be fixed before going on.

Lean is:

Based on following principles:

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TIM WOOD

Concept Description + / -

T ransport unnecessary transport/ movement

of products.

Excess

I nventories in excess inventories of Raw

Materials, Finished Goods and/ or

Semi-finished.

Excess

M ovement unnecessary movement of people. Excess

W aiting Resources that are waiting a cycle

to be to finished.

Lack of

O ver-Process Processing beyond what is required

by customers.

Excess

O ver-Production Producing earlier or faster o higher

volume that is required by Demand.

Excess

D efects Forcing a step repetition or product/

process correction, causing

additional time or resources.

Lack of

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Change Management Curve

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[email protected] F: +56 9 9949 4489

www.optimaintegra.cl

Contact Information

OptimaIntegra


mailto:[email protected]

mailto:[email protected]

http://www.optimaintegra.cl/