罗兰贝格为大众汽车(日本)的咨询.ppt

-1-Improving the logistics for spare parts Proposal VOLKSWAGEN Group Japan KKFebruary 26,1999Roland Berger&Partner Japan Ltd.International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Dsseldorf Frankfurt HamburgHelsinki Hong Kong Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow Munich New York ParisPrague Riga Rome So Paulo Shanghai Stockholm Stuttgart Tel Aviv Tokyo Vienna Zurich1-Coverpage.-2-ContentsPageA.Background:The spare parts business becomes increasingly 3important for VW in Japan B.Potential areas for logistics improvement from RB&Ps perspective7 C.Setting the objectives of the project14D.Project approach and schedule16E.Team and budget19.-3-A.Background:The spare parts business becomes increasingly important for VW in Japan.-4-Changing the sales channel in 1992 resulted in increasing sales volumeAutomobile units registered and in operation in JapanVW Groupca.4721988198919901991199219931994199519961997Units in operation 000 020406080New unit registered per year 000CAGR-22.5%CAGR24.7%VW Audi Japan(VAN)EstablishedToyota DuostartedYanasequittedsalesVAN gotJAXSources:Automotive Year Book,Nikkei,Daily Automotive Newspaper1997.-5-Parts sales increased overproportionally to the increase in units in operationSource:CPD Parts sales trend mill.38940643247219941995199619976858941,0161,12019941995199619971998Units in operation mill.CAGR6.7%CAGR17.8%.-6-New models will raise the inventory level in CPDFuture modelsVWPolo(2dr,4dr)BeetleGolf(CLi,GLi,GTI,GTX,W,Cablio)LupoPassart(1.8,1.8T,V6,W1.8,W1.8T,WV6)BoraSharanOthers(?)A3(1.8,1.8T)TT?A4(1.8,2.4,2.4Q,2.8Q,1.8TQ,A2.4,A2.4Q,A2.8Q)A6(2.4,2.4Q,2.8Q,A2.4,A2.4Q,A2.8Q)A8(3.7,4.2Q)Current Line-upModel Line-upBentleyBugatti.-7-B.Potential areas for logistics improvement from RB&Ps perspective.-8-The actual logistics system provides distinctive advantages but potential short comings have to be reviewedhigh experience of Kimura Unity in logistics(Toyota)fast distribution 97%overnight deliveryhigh reliabilityhigh cost level(?)excess inventory(?)overstaffing in CPD(?)concerns on packaging(?)materials(Carton box).-9-Distribution is totally outsourced to KIMURA UNITY including subcontracting to fleet operations.Question:How much margin is justified for Kimura?Nagoya PortBy shipGermanyCPD240-feetcontainersper dayKIMURAUNITYOutsourcingFahren dealersToyotas DepotKamigoDuo DealersToyota distribution networkKIMURA UNITY(40%)BY 8 fleet operators controlled by KIMURA UNITY(60%)Physical distribution systemAirportBy airSource:CPD.-10-KIMURA UNITY selects the fleet operators and contracts the tariff.Question:Is the split-up to different regional subcontractors really cost effective?Transportation SystemMatsuokamanHokkaido AreaDaiichiTohoku AreaSeinoKanto AreaTonamiHokuriku AreaFukuyamaKansai AreaS-Line GifuKyushu AreaSeibu KoukuAir CargoShinkyo AutoFor Shinkyo GroupTokoroYanaseKIMURAUNITYCPDSource:CPD Operators seem to be selected according to regional criteriaCustomer requests?.-11-A total of 61 employees are currently working at CPD.Question:Is there any cost reduction potential,considering benchmarking with comparable warehousesCPD Operation OrganizationReceiving(4)Inspection&Unpacking(8)Receiving&InspectionOpen Storage&Rack(13)AutomatedStorage(5)Replenishment&PickingPacking forMedium/Large Parts(4)PackingChubu Kogyo(34)Sorting(4)Packing forSmall Parts(5)PackingShipping(8)DeliveryControl(2)Shipping&DeliveryKIMURA UNITY(19)CPD(8)Note:Figures in the parenthesis show the number of staff in chargeSource:CPD.-12-The current occupancy rate is very high.Question:Where is the bottleneck and how to improve it?Source:CPD#of locations#of location usedOccupancyShuttle&Server5,9783,97066.4%Horizontal M/R12,96010,76883.1%Vertical M/R3,4963,07688.0%Bin rack24,81819,80079.8%Palette rack5,5104,53682.3%Open storage1,48579653.6%Flammable area91356561.9%Total55,16043,51178.9%Note:average figures between Aug.1998 and Oct.1998Storage capacity.-13-The inventory level shows sharp drops which may be caused by crapping or parts write-off.Question:How can inventory level be optimized and write-offs be reduced?(with an increasing number of models)Inventory trend in CPD303234363840Jan-95Mar-95May-95Jul-95Sep-95Nov-95Jan-96Mar-96May-96Jul-96Sep-96Nov-96Jan-97Mar-97May-97Jul-97Sep-97Nov-97Jan-98Mar-98May-98Jul-98Sep-98Inventory000ScrapSource:CPD 1995199619971998.-14-C.Setting the objectives of the project.-15-The objective of the logistics project should cover three interrelated issuesThe subcontractor issueThe inventory issueThe service level issue123Clarify realistic alternativesto the actual systemevaluate regional split up of transport contractorsassess tariff adequacy of transport contractors and cost reduction potentialcategorization of necessary spare parts availability(volume/time)Evaluate and develop attractivescost effectiveness of CDP operations:staffinginventory level and bottlenecksscrap and write-off level.-16-D.Project approach and schedule.-17-The project will consist of three phasesLogistical auditImplementationNew logistical design123logistical systemcost level/benchmark,comparison of tariff structureservice levelcapital utilizationlogistical system(plan)cost reduction proposalsservice level improvement or adaptationinventory reductionActual project scopeImplementation project.-18-Project ScheduleOrientationInternal interviewsData Analysis-transportation-inventoryExternal interviews-users-competitors-contractorsPlan developmentPresentation1st week2nd week3rd week4th week5th week.-19-E.Team and budget.-20-Project OrganizationThe overall responsibility for the project will be with Dr.Eugen von Keller,managing partner of the Japan office of Roland Berger&Partners.The project will be managed by Mr.Masakazu Shima,principal in the Tokyo office,with special responsibility and experience in logistics and operations.Furthermore,Roland Berger&Partners will include two other consultants specialized in logistics and operations into the project.A strong cooperation with VW-group is needed during all phases of the project.We therefore recommend to include 1 or 2 staff members of VW into the project team.-21-BudgetThe professional fee for the project will amount to 9,800,000 yen plus VAT 5%.In addition,20%of the fee amount will be charged to cover incidental expenses such as traveling costs,communication,report production,etc.-22-The value of the project for VW-group will exceed the project budget multifoldVW-groups total logistic costs p.a.ValueBudget RB&Preduction of 5%discounted 10%eternally=X.-23-Project ObjectivesAudit the validity of current parts logistics system in terms of Logistics systemCostService levelCapital utilizationProject output will cover new logistics plan if necessary and appropriateLogistics strategy design for partsEstimation of cost reduction and improvement of service levelThe implementation of the new plan will be excluded in this phasePhase 2(Implementation)if necessary.