卡特彼勒供应链如何保持优势(ppt文档).ppt

292011,Hilton,How to generate a substantial competitiveadvantage in the supply chain and logisticsJrgen TrolesGlobal Supply Chain Solution ManagerCaterpillar Logistics Services 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green2450 000 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green3.and has always been a Caterpillar core competencyLogistics Is Integral Part of our Heritage Committed to Customer Success 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green4AmericasAsia-Pacific61 Locations5,770 Employees44 Locations4,600 Employees14 Locations1,450 EmployeesCommitted to Customer SuccessEAME(Europe,Africa,Middle East&CIS)110+Facilities&OfficesShipping to 190+Countries11,900+Employees2,7M+m160M+Orders/Yr19M+SKUs Serviced/Yr$2.4B Transportation Purchased/YrCat Logistics Today 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green5AUTOMOTIVEMAINTENANCE,REPAIR&OPERATIONS(MRO)(Mining,Oil&Gas)INDUSTRIAL(AEROSPACE&DEFENSE,TECHNOLOGY,ANDCONSUMER DURABLES)Committed to Customer SuccessLong Term Relationships 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green6How to generate a substantial competitive advantage The Right Supply Chain Strategy and Design The Right System and Technology Operational&Lean ExcellenceCommitted to Customer Success 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green7Network Optimisation Supply Chain Strategy begins with Network Design Advanced network modeling processes and technology takethe guess-work out of the facility location decision.Network re-design can significantly improve customerservice by reducing transportation times while reducing totallogistics costs.Customer Density AnalysisCenter of Gravity Analysis 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green8Network Optimisation Typical topics which needs to be addressed:What type of network?How many locations?Where?Where should I put my inventory?How much?Single FacilityMultiple FacilitiesMulti Echelon 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green9Client B facilityBase Case FootprintClient A Distribution NetworkCase Study Network OptimisationClient A and Client B currently serve theirdealer network through 2 master depots and63 facing facilities overlapping each othergeographically.Hyundai Master LummenClient B Distribution NetworkKIA Master BremenClient A facility 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green10Importance Score125Case Study Network OptimisationObjective:Customer goal for this network study was to define a parts logistics strategy for Europe investigating anintegrated network and multi-brand warehouses for all products.Critical Customer Requirements(CCRs)Customer Service Level:85%to all dealers within 12 or 24 hours(VOR/Stock).Lower Total Logistics Cost.Reduction in number of depots.Importance Score:1=Highest importance5=Medium importance10=Lowest importanceCommitted to Customer Success 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green11Base Case Scenario 1Scenario 2Scenario 3Number of mastersNumber of satellitesCost Variance to BaselineEstimated Service Level263090%216-18%87%28-22%86%18-27%86%Case Study Network OptimisationClient A&B Yearly logistics costs(EAME region)Personnel costSpace costInventory carrying costOther operational costTransportation cost 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green12Inventory OptimisationFor a targeted service level,what should bemy ideal inventory level?orFor a given inventory value,what should bemy ideal service level?Committed to Customer Success 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green13 1 to 3 years of demand at transaction level and daily level 1000 orders x 1 off1 order x 1000 off Parts value information10 offper day 10 offper dayInventory SimulationInventoryInvestment(x1000)2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green14$40,000$60,000$50,00070%75%80%85%90%95%100%Fill rate at allocationBaseCSimulationBA$30,000$20,000$10,00092%,$56,587Inventory Simulation ToolA unique IP(Intellectual Property)developed over the yearsService/Inventory Exchange Curve$70,000 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green15Network&Inventory Optimisation:A Balancing ActPerformanceCommitted to Customer SuccessCost 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green16 Adapted to the network&channel strategy Customer friendly web front Advanced Inventory,Warehouse&Transport management functionalities Enabled to Continuous Improvement:VMI,DMI,etc Management by exception Cost effective and reliableCommitted to Customer SuccessThe Right IT Platform 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green17IncreasedCustomer SatisfactionDramaticCost ReductionState of the art LogisticsManagement SolutionsAcross Multiple IndustriesIntellectual PropertyKnow-HowCapabilityScalabilityCommitted to Customer SuccessA Best In Class IT PlatformService PartsManagementBest-In-ClassLogistics Performance 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green18A Best In Class IT PlatformService Parts PlanningExtended WarehouseManagementCustomer Relationship Management 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green19Operational&Lean Excellence Delivering Results through the Caterpillar Production System What is the Caterpillar Production System(CPS)?It is the common Order-to-Delivery process being implementedenterprise-wide to achieve our Safety,Quality and Velocitygoals.Applying a consistent set of standard processes Continuously improving processes through waste elimination Creating the measurements and management structure that supportcontinuous improvement Identifying challenges and determining what must change Creating a culture that shares best practices and learns from mistakes 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green20Caterpillar Production System(CPS)3 Sub-Systems and 15 Guiding Principles 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green21Continuous Improvement(CI)Engage minds throughoutthe team Utilize ideas from thoseclosest to the work Provide leadership supportat all levels in theorganizationCommitted to Customer Successopportunities can be realized 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green22Make it Visual-Metric BoardsValue Stream LevelCellArea/Section LevelFacility/Business Unit LevelBuild the visual workspace sono problems are hidden andLevelopportunities can be realized 2011 Caterpillar Logistics Services,Inc.Caterpillar Confidential:Green23PQVC progress since CPS implementationCommitted to Customer Success292011,Hilton,Thank You for your attention!Jrgen TrolesGlobal Supply Chain Solution ManagerEmail:Troles_JOffice Phone:[phone]Caterpillar Logistics Services