dayton - maximizing value from central distribution
TRANSCRIPT
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Maximizing Value from Maximizing Value from Central Distribution
Britt DaytonVice President, Supply Chain Development,
Lowe’s Companies, Inc.
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Today’s DiscussionToday s DiscussionSome Background and BasicsOur Recent FocusOur Recent FocusUsing the Network…
And Some Challenges… And Some Challenges
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At a GlanceAt a Glance$46.9 billion in Net Sales in Fiscal 20061 500 Stores in 50 States and Canada1,500 Stores in 50 States and Canada13 million Customers per Week210 000 Employees210,000 Employees40,000 SKU’s per StoreCentral Distribution and ReplenishmentCentral Distribution and ReplenishmentAdvanced Transportation Management System
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Lowe’s Distribution NetworkLowe s Distribution Network• REGIONAL DC’s for CARTON GOODS• IMPORT TRANSLOADS & HOLDING • FLATBED DC’s for BUILDING COMMODITIES• FLATBED DC s for BUILDING COMMODITIES
RDC (14)Import (7)FDC (15)
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Why Central Distribution?
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Store Direct Can Be EfficientStore Direct Can Be Efficient
VENDOR STORE
BEST WHEN BECAUSEBEST WHEN:Store frequently sells a vendor full truckload shipment
BECAUSE:Low cost flowStore turns inventory
Vendor ship point near stores Manage freight costs
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A Few Products Fit This ProfileA Few Products Fit This Profile
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Most Products Don’tMost Products Don t
Store Direct Would Have:• HIGHER COSTS
MORE STORE INVENTORY• MORE STORE INVENTORY
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Central Distribution Offers ValueCentral Distribution Offers Value
VENDOR A STORE 1
VENDOR B
DC
STORE 2
VALUE COMES FROM:
VENDOR B
WITH TRADE OFF’s:VALUE COMES FROM:Efficient freight movesRisk pooling
WITH TRADE-OFF s:Facility costsDC inventory
Delayed allocationStore serviceVendor efficiencies
DC labor
Vendor efficiencies
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Achieving Value from DistributionAchieving Value from DistributionTransportation EfficienciesLabor ProductivityLabor ProductivityVolume of Right Products in DistributionRight Mix of Stock/Cross-DockRight Mix of Stock/Cross-DockFacility Design and LayoutNetwork Design
INCREASING DIFFICULTY
Network DesignAlign with Store OperationsNegotiate Vendor Pricingg g
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Getting Back to Basics at Lowe’s
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Rapid Response ReplenishmentRapid Response Replenishment
CORE PLATFORMDISTRIBUTION
REPLENISHMENTTRANSPORTATION
LEVERAGE the PLATFORM• IMPROVE SERVICE• REDUCE COSTS
• REDUCE INVENTORY• REDUCE INVENTORY
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Improving ServiceImproving Service
Service = Faster with Less Variability
DC• DC Ordering• Stock/X Dock
Better In-Stock at Store
IN-STOCK• Stock/X-Dock• Storage Layout
SPEED &VARIABILITY
DAILYFULFILLMENT
• Daily Allocation• Demand Turns
INCREASEDDELIVERIES
• Short Trips• More Products
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Reducing CostsReducing Costs
LABOR
STORERECEIVING
•Store Friendly•Scheduled Del’s
LABOR
DC LABORPRODUCTIVITY
•Methods/MHE•Performance Mgt
FREIGHT OPTIMIZED •System Settings•55” PalletsFREIGHT
ORDERING •55 Pallets•Load Config
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Big Savings from Inbound FreightBig Savings from Inbound FreightInbound moves = ½ cube, 2X miles of outbound
BEFORE AFTER
2,253 Cube 2,503 Cube
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Labor Savings Are Making an ImpactLabor Savings Are Making an ImpactPerformance Management Fully Implemented
Measure effort and performance of coachesMeasure effort and performance of coachesand team membersTrain to achieve goals, and celebrate successSignificant productivity improvements
R d d l b d hi h k & Reduced labor cost under higher work content & wage pressures
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Reducing Inventory Takes a Village!Reducing Inventory Takes a Village!
SUPPLY CHAIN• Cycle Time• Variability • In Stock
STORES• Down Stocking• Cycle Counts
• Store Pulls• In-Stock• Low Cost
• Store Pulls
INVENTORYLEVERAGE
MERCHANTS• Planogram Space
• Presentation Min’s• Presentation Min s• SKU Rationalization• Seasonal Strategies
• Markdowns
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Store Presentation Trumps SCStore Presentation Trumps SCPaint Aisle from a Supply Chain Perspective…p
… and from a Retail Perspective
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Planogram vs. Rate of SalePlanogram vs. Rate of SalePure Rate of Sale for Slow-Moving Items…
… Wouldn’t Always Look Good to Customers
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Using the Network to Maximize Value
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The Need for Decision-SupportThe Need for Decision SupportLeveraging the Network Required Better Decisions
Which items through distribution? S k d k? Stock or cross-dock? Full case or break-pack?What’s the right pack size? Wh t d d titi ? F ?What vendor order quantities? Frequency?How much inventory should be where?
N d d T t l C t M d l t E l t T d ffNeeded a Total Cost Model to Evaluate Trade-offs:Purchase Price from Vendor for Ordering MethodFreightH dli t b th DC d StHandling – at both DC and StoreInventoryInfrastructure Costs – Building, MHEOther Costs Damage DutiesOther Costs – Damage, Duties
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Solution was SC Channel ModelSolution was SC Channel ModelTool Calculates Lowest Total Cost Alternatives:
Domestic vs. ImportDirect to Store vs. Distribution; Cross-Dock vs. Stock; Full Case vs. EachesFreight Mode (LTL, TL, Parcel); Prepaid vs. Collect; Ocean vs. IntermodalOrder Strategy (EOQ, Order Frequency, Truck Constraints, Ship Units In/Out)DC and Store Target Inventory and Service Level
Inventory Modeling Mirrors Replenishment Systemsy g p y
Vendor Program can Generate 100 Million Options!
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Meaningful Results Depend on InputsMeaningful Results Depend on InputsFor Each Vendor Program Analyzed:
Item Sales Rate (incl. Seasonality)
InputsForecast AccuracyVendor Cost of Item (4-Way Pricing)Vendor Lead Time & Variability
GraphicalI f “Engine” Outputs
yItem Dimensions & WeightItem Handling Characteristics & Damage RatesPlanogram SpaceInterface Engine OutputsPlanogram SpacePresentation & Job Lot Requirements
I G l
SensitivityAnalysis
In General:DC & Store Handling and Occupancy CostsFreight Costs by Mode, Lane
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… And Process …… And Process …
Who gathers the inputsg p
How to interpret the output
How and when merchant teams use the informationteams use the information
When to adjust budgets
When to reevaluate
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… And Organization… And Organization
ChannelManagement
ProductTeams Distribution
ProductTeams Distribution
ChannelManagement
Teams
Channel Management Process Channel Management Organization
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Channel Model Directs Team EffortsChannel Model Directs Team Efforts
41%
25%
0%4%
24%
22%
8%12%
4%12%0%
48%
LUMBERFrt: 63% Hdl: 33% Inv: 4%
MAJOR APPLIANCEFrt: 36% Hdl: 16% Inv: 48%
13%27%
1%
13%
0%
19% 13%
7%
6%47%
13%40%
DECORATIVE HARDWAREFrt: 28% Hdl: 53% Inv: 19%
18%
9%
CEILING FANFrt: 20% Hdl: 24% Inv: 56%Frt: 28% Hdl: 53% Inv: 19% Frt: 20% Hdl: 24% Inv: 56%
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And Provides General GuidanceAnd Provides General GuidanceProduct Costs Determine Profit Drivers
LOW HIGH
$/Unit
LOW HIGH
LOW
LUMBER MAJOR APPLIANCES
F i hHandling
F i hHandlingLOW
HIGH
$/C
ube
DECOR. HARDWARE CEILING FANS
FreightInventory
FreightInventory
FreightHandling
FreightHandling
FreightInventory
FreightInventory
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So Everything is Optimal Now?
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Some Things Work Against UsSome Things Work Against UsSelf-Inflicted Wounds
Internal Costing SystemInternal Costing SystemMetrics & Incentives
Harsh RealityOur Capacity to ChangeVendor Infrastructure Investments
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Costing Approach… Good and BadCosting Approach… Good and BadActual Costing Shows Teams Costs of ServiceHow Costs Charged Impacts Team Decisionsg p
What Comes Through DistributionStocked vs. Cross-Docked
DCIN-STOCK
•DC Ordering•Stock/X-Dock•Storage Layout
SPEED &VARIABILITY
IN STOCK
DAILYFULFILLMENT
•Storage Layout
•Daily Allocation•Demand Turns
INCREASEDDELIVERIES
•Short Trips•More Products
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Change Costing to Support StrategyChange Costing to Support StrategyCube-Based Handling Rates… Unit-BasedToo Many Costing “Classes” ReducedToo Many Costing Classes … ReducedOccupancy Costs Included MHE… Shift to HandlingOccupancy Fully Allocated Capacity-BasedOccupancy Fully Allocated… Capacity-BasedStore Costs not Included… Still Working On That!
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Consider a Merchant’s Plight…Channel Decisions Are Easy…
Consider a Merchant s Plight…
OPTION A OPTION BStore Direct Collect RDC Stocked Collect
ANNUAL SALES $6,153,000 $6,153,000 $0 S 2 8 9 0 8
DIFF
MARGIN $2,309,000 $2,560,000 $251,000MARGIN % 37 5% 41 6% 4 1%
INV TURNS 2.8 1.9 -0.8GMROI 166.7% 137.2% -29.5%
… Until You’re Faced with Conflicting Metrics
MARGIN % 37.5% 41.6% 4.1%
gTotal Margin $ (w/ Asset Charge) is Better
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Business Comes at You Fast
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The Best Laid Plans…The Best Laid Plans…… May Not Be
Underestimated salesNot Coordinated with VendorsAssume Infinite Capacity
Sales Can Vary from PlanMacroRegionalRegional
Abundant Opportunities for Performance FailuresVendorsCarriersDistribution Centers
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Planning Directly Impacts CostsFewer Options, Higher Costs Close to Execution
Planning Directly Impacts Costs
ORDER CREATION OPS
Higher CostsCosts
Fewer Options
Forward Planning Sets Up Efficient Execution
ANNUAL PLANNING
EXECUTION PERIOD
IN-SEASON REPLANNING
g p
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Flexible Service AreasFlexible Service Areas
Regional Imbalances
Network vs. DC Capacity
Transparent to Stores
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Central Network FlowCentral Network FlowAir Traffic Control for Flow
Take Over When Original Plans Won’t WorkHold before “take-off”Hold before take offPrioritize “landings”
Central Group Best Positioned to Make Decisions
“Rules of Engagement”
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What Does It All Mean?
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The Keys to Maximizing ValueThe Keys to Maximizing ValueRelentlessly Pursue Operating EfficienciesImprove Planning & Forward VisibilityImprove Planning & Forward VisibilityMaintain Flexibility and Manage FlowsWork Cross-Functionally to Leverage InventoryWork Cross-Functionally to Leverage InventoryUnderstand Where Costs Are in the Total SCEnsure Merchants Know When Costs ShiftEnsure Merchants Know When Costs ShiftPartner with Stores to Leverage Improved ServiceAlign Metrics & Incentives with Strategyg gy
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Questions?
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Title Sponsor:Title Sponsor:
February 10- 13, 2008 ● Gaylord Palms Resort & Convention Center ● Kissimmee, Florida