what supply chain managers want you to know
TRANSCRIPT
D2 - WHAT MANAGERS
WANT YOU TO KNOW
I N T R O D U C T I O N T O S U P P L Y C H A I N M A N A G E M E N T
THIS 2 DAYS SEMINAR COMBINES SUPPLY CHAIN
STRATEGY, PLANNING, OPERATIONS REAL -W ORLD
EXAMPLES, ROLE-PLAY SIMULATION TO EXPERIENCE TYPICAL
ISSUES/CONSTRAINTS . W E W ILL INTRODUCE PERSONAL
DEVELOPMENT ELEMENTS FOR SELF-UNDERSTANDING VS
W HAT IS REQUIRED FOR EACH POSITION. THE SEMINAR ALSO
INCLUDES A BUSINESS CASE TO DEVELOP ANALYTICAL SKILLS
FOR THE NEW HIRED.
w a j i h @ g u e n n o u n . n e t
WHY YOU ARE HERE – WHAT IS EXPECTED
Understand who you are, Understand the job and start the journey
Create value & Position Yourself
Understand others and master collaboration
Keep the passion
w a j i h @ g u e n n o u n . n e t
1Know the rules to
Break the rules
The key to career planning isrecognizing yourcompetences and strengths.
Competence consist of yourknowledge, skills andpersonal attributes. In orderto be successful in yourposition, you must know howto use your areas ofcompetence.
Don’t get confused between what people say
you are, and who you trully are
-
Oprah Winfrey
The MBTI have been widely promoted in
business management used to help people
for self-understanding and self-
development
START THE JOURNEY OF
UNDERSTANDING YOURSELF
MBTI
Sales Forecast Supply validation Pré S&OPDemand planning S&OP
Gather Data on pastsales, Analyse Trends and report forecasts
Validateforecasts, understand
sources of demand, account for
variability, reviseinventory
Asses the ability to meet demand by
reviewing availablecapacity and
scheduling requiredoperations
Match supply and demand plans with
financialconsiderations (impact
considerations)
Finalize the plan and release it to
implementation
Forecast accuracy
System Data Accuracy
MAIN MISSION
o Leading Plant S&OP and Synchronizing demand and supply capacity
o Analyze forecasted demand & maintaining statistical models
o Optimizing inventory and maintaining phase in phase out
o Assuring organization Adherence to the plan
o Long term requirement for the Organization scenario analysis
LOGISTICS ROLES – DEMAND MANAGER
KPIs
CHALLENGES – SYSTEM & PROCESS
1 Multiple Systems not cleaned @ 100% - Gap System vs reality
2
Absence of automating mindset3
Lake of Simplification of process
Out of stock
Inventory turn
NPI
Quality at reception
Supplier OTD
Supplier CFR
Blocked invoices
…
MAIN MISSION
o Coordinate the Weekly Demand/Supply control & production Reviews
o Coordinate raw material availability issues and planning
o Owns Slow Moving and Obsolete visibility
o With Marketing/R&D monitor new initiatives & adjust production/sales
o Sets safety stock targets.
o Supply can become more challenging with stretch Cash constraint
LOGISTICS ROLES – SUPPLY MANAGER
KPIs
CHALLENGES – CUSTOMERS & SUPPLIERS
1 Focusing on scorecard (Data) before customer perception (Emotional)
2
Neglecting the importance of building strategic relationships with key suppliers3
Synchronization between physical and financial flow
5 Working with too few or too many suppliers
5 Keep up with the environmental changes in procurement
On time delivery
Case Fill rate
Out of stock
…
MAIN MISSION
o Lead the flow from end to End with high sense of discipline
o Interface with many functions (Log, prod, finance, marketing, customer, Carrier)
o Monitor service levels, any risk is being escalated to the right service for action
o Put the right priorities on day to day for the organization
o Provide accurate and timely information on resources and capacity
o Control closely Budget spending/Hiring
o Continuous improvement
LOGISTICS ROLES – Log OPS. MANAGER
KPIs
CHALLENGES– COMMUNICATION
1 Lake on “real time End-to-end supply chain transparency” with consolidated data
2
Operating in silos & not enough communication among stakeholders 3
Missing the right information, for the right person at the right time
5 Beyond the communication; failing to synchronize (ex: Demand/supply)
INVENTORY ACCURACY
Productivity
Incidents
Damaged goods
Cost vs budget
MAIN MISSION
o Monitor receiving, storing, picking, expedition, productivity
o Establishing and monitoring security procedures and protocols
o Conducting physical counts; reconciling with data storage system
o Recruiting, and training employees on Process
o Implementing new design layouts;
o inspecting & maintaining equipment;
o Complies with warehousing, material handling, and shipping standards
o Design capacity of warehouse and transport for long terms
o Achieves financial spending budget as % of NOS.
o Review Contracts and terms with purchasing to meet budget targets
LOGISTICS ROLES – Trans & Warehs MGR.
KPIs
CHALLENGES – PEOPLE FACTOR
1 After all we are human, we think emotionally not rationally
2
Operations based on people & muscles instead of process/systems3
Resolving Conflict and keep the discussion moving forward
5 Too many or too few ressources in the the organization
Customer Inventory Level
Out of stock
Service level as per customer
MAIN MISSION
o Assuring the service level as measured by the customer
o Managing the discrepancies between deliveries and invoices due to logistics
o Assuring a low level of Out of stock trough the supply chain
o Mastering the end to end supply chain
LOGISTICS ROLES – CUSTOMER LOG
KPIs
CHALLENGES – SPENDING VISIBILITY
1 Inventory, inventory, inventory (level & accuracy)
2
Not enough filled trucks3
Having Too Much Warehouse Space
4 Blocked invoices due to discrepancies between stakeholders
Strong team communication skills can also
help team members learn how to manage
conflict in positive ways. Too often, we can
have a tendency to avoid conflict, by
learning to respond to conflict in positive
ways, both employees and companies can
benefit
communicat ion is what
makes a team strong
Watch the video
SUPPLY CHAIN– Trends (1/2)
1 Move towards centralized procurement/logistics and tracking of costs
2
Better forecasting, sales and operations planning and information sharing3
Stress on real time response to customer requirements
4 Increasing pressure to reduce costs and demonstrate credible cost savings
SUPPLY CHAIN– Trends (2/2)
1 Working closely with suppliers to shorten Leadtimes (due to competition)
2
Complexity management (More business / Less suppliers)3
Reorganization/ Supply consolidation / Cost reduction (due to M&As)
4 E-business (doing more with less)
2OUR VALUES DRIVE OUR ACTIONS
The decisions we make are areflection of our values andbeliefs, and they are alwaysdirected towards a specificpurpose. When we use ourvalues to make decisions, wemake a deliberate choice tofocus on what is important tous. When values areshared, they build internalcohesion in a group
If you want to go fast, go alone.
If you want to go far, go together..
-
African proverb
MARKETING & SALES
High revenues
Many disruptions
High inventory
NATURAL BEHAVIOR
Communicators
Creatives
Analytical
SKILLS
PRODUCTION
Low production change
Low service level
High inventory
NATURAL BEHAVIOR
People management skills
Persuasive & influencer
Emotional & non analytical
SKILLS
FINANCE
Low production cost
Low inventory
Low service level
NATURAL BEHAVIOR
Excellent analytical skills
Excellent comunicators
High level business knowledge
SKILLS
COLLABORATION – MAKE IT WORK
1 How me, myself and I can kill your business
2
Focus on building trust & Watch your body language3
Underneath all the process/math, we are still emotionally driven
4 Make visioning a team sport
5 Utilize diversity in problem solving
Jim Tamm is a former law professor and senior
administrative law judge for the state of
California. He mediated nearly 2,000
employment disputes and handed down legal
decisions that impacted national labor policy.
He’s worked for 40 years in the field of
alliance building and conflict resolution, and is
an expert in building collaborative workplace
environments. He’s the author of “Radical
Collaboration,” published in 2005.
Collaborat ion: Don' t
Be So Defensive!
Watch the video
WHAT IF –
THEY DIDN’T COLLABORATE
3Positioning
yourself to win
Leadership is the potential toinfluence behaviour of agroup towards the realizationof a goal. Leaders arerequired to develop futurevisions, and to motivate theorganizational members towho want to achieve thevisions. It denotes a fewqualities to be present in aperson which includesintelligence, maturity andpersonality. There is no beststyle of leadership. It alldepends upon tackling withthe situations.
CASE STUDY - REVERSE LOGISTICS
As logistics director of an FMCG company, you have been hired to come out with a solution on the reverse
logistics. Indeed, so far the company has been wasting a lot of money in that flow. So to define reverse
logistics, it is Any process or management after the delivery to the customer of the product. usually the product
is defective/ damaged during the shipment. So far, the customer would return the product. The manufacturing
firm would then have to organize shipping of the defective product and proceed with destruction. None of the
damaged goods can be repaired or recycled and then refund the customer.
Based on the last year return history vs sales, you have Half a day to come out with a strategy to optimize the
reverse flow, and reduce loss of the company.
Get the Data
WHY YOU ARE HERE – WHAT IS EXPECTED
1 Working together, Analyse Current Situation vs proposed situation
2
What is the position of everyone, what is the added value, and what is the plan
3
Evaluate the Solution & Financial analysis Advantage and risks during executon
This case must be made by team, to be returned next week the latest, via The Extranet. The report need to
integrate the below blocks. The report must be accompanied by an Excel file
4 Keep the
Passion alive!
Being passionate requiresdedication, hardwork, focus, and thewillingness to fail over andover again. However, if you’reready to put in thework, then being apassionate person whoknows what he wants canbring excitement, joy, and asense of true purpose toyour life. If you want to bepassionate, then you have toknow what you want and bewilling to work hard to goafter it, even if it meansmaking more than a fewsacrifices along the way.
Your work is going to fill a large part of your life, and the only way to
be truly satisfied is to do what you believe is great work. And the only
way to do great work is to love what you do.
-
STEVE JOBS
Keep the passion alive
1 Identify what you value in life. Is it achievement, security or purpose?
2
Find the interaction between what you love and where you excel3
Stay positive no matter what
THINK OUTSIDE THE BOX
Your Take away
Understand who you are, Understand the job
Create value & Position Yourself
Understand others and master collaboration
Keep the passion
