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Überleben ist nicht genug… The Anatomy of adaptive manufacturing Neue Sourcing Modelle „Predicting is hard, especially a

Überleben ist nicht genug… The Anatomy of adaptive manufacturing Neue Sourcing Modelle „Predicting is hard, especially about the future„ Michael Klemen März, 2004 2003 2004 The changing IT industry landscape Predicting is hard, especially about the future... 2000 A long way to go

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Überleben ist nicht genug… The Anatomy of adaptive manufacturing Neue Sourcing Modelle „Predicting is hard, especially a

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  1. Überleben ist nicht genug…The Anatomy of adaptive manufacturingNeue Sourcing Modelle„Predicting is hard, especially about the future„ Michael Klemen März, 2004

  2. 2003 2004 The changing IT industry landscape Predicting is hard, especially about the future... 2000

  3. A long way to go

  4. United States Britain France Japan An apartment building was built in a highly desirable area, and there are people from all over the world that want to move in.

  5. United States Britain France Japan As they are moving in, the landlord realizes that each person has appliances with a different type of plug.

  6. United States Britain France Japan The landlord tried to solve the problem by installing standard outlets.

  7. United States Britain France Japan The tenants said “I don’t care what my landlord wants!”… and refused to use it because each had invested so much in their appliances that they did not want to change.

  8. United States Britain France Japan Need For a Common Infrastructure Apartment owners tried to solve the problem themselves by using an adapter for each of their appliances. This was expensiveand inflexible.

  9. United States Britain France Japan The Solution……. in 2002 Any-to-any Conversion Better - Each apartment continues to use their appliances and someone else does the conversionfor them. Best - Long term adoption of standard industry wide interfaces.

  10. Fully integrated and collaborative business process Future XML enables computers and applications to be connected Present Simple Portals connect people to information Connectivity EDImoves simple data E-mail improves communications between individuals Value and Structure Evolution Of Supply Chain Interoperability • True collaboration and interoperability are only possible after communication and connectivity foundation has been established.

  11. connectcollaboratecommunicate STATUS 2004 : DIE GESCHICHTE IST GUT... ES HAT NICHT FUNKTIONIERT

  12. A long way to go

  13. The Vision: Value Collaboration Networks Value Collaboration Network Dynamic • ERP, Planning, R&D • Integration of the legacy applications • Front-End/Back-End integration • Customer Relationship Management Trading Community Integration • Supply Chain Planning/Mgmnt. • Collaborative Design • Linkage with Supply Chain partners • Trading Communities • E-Procurement Relationship • Dynamic Relationships with partners • Recombinant Business Relationships • Loose Internet Coupling • E-Services driven Enterprise Integration Static # of Participants single single multitude

  14. SCM tendencies and trends in early 2004

  15. 2003 • My Trading Partners • Collaboration • Inside Out • Hub-and-spoke • SC integration • 2010 • My Ecosystem • Synchronization • Outside In • Peer-to-Peer • Ecosystem synergy SRM - The Focus Shifts to the Ecosystem • 1990 • My Enterprise • Integration • Inside • Hub • Dept. productivity Source : Gartner Group 2003

  16. Then Business Logic was managing manufacturing: build, store, sell Just in time Just in sequence Now Business Logic: supply side commodizitation demand side customization Real time : Wal-Mart captures precise information and lets P&G figure out what to deliver to each store RTE Supply Chain Processes Supply Chain - the biggest operational shift ever

  17. A quick trip to the future: RFID • Wal-Mart recently announced that it wants its top 100 suppliers, by 2005, to begin fitting their cases and pallets with radio-frequency-identification (RFID) tags—chips that can automatically transmit to a special scanner all of the information about a container’s contents or about individual products.

  18. Key components of the RFID process Tag Antenna Reader Middleware Supply chain execution - Each item has a “tag” attached to it or embedded In it- Transmits identification data to a reader - Coiled antenna ofreader creates magnetic field with coiled antenna of tag- Waves turns into digital information • Transmit data tomiddleware- Associates tag info with product info - Process information from reader- Filters data- Sends data tobackend servers - Backend SCE or ERPsystems receives InformationExamples of SCE:- Updates inventory- Notifies shipment arrival- Triggers procurement

  19. Supply chain economics - the world today

  20. The Need for the Real Time Enterprise

  21. RTE: Beyond Optimization to Synchronization Of the Extended Supply Chain Extended Supply Chain Synchronization Latency Increasingly Synchronized Supply Chain 60 Days in 2002 Point-to-Point Integration Today’s cycle time Change: from periodic to continous Strategy : from monthly to rolling Opportunity: from windows to keychains 30 Days in 2004 14 Days in 2006 7 Days in 2008 3 Days in 2010 Sameday in 2012 RTE Simultaneous Decision Support Across Multiple Enterprises Seconds

  22. GG SCM HYPE CYCLE 2003

  23. GG MQ for Sourcing in Discrete Manufacturing

  24. GG MQ Solutions for SCM in Discrete Manufacturing

  25. GG SRM Growth suggestions 2003-2007 SRM Software Components Forecast (Millions of Dollars) CAGR (%) 2003 - 2007 2002 2003 2005 2007 2006 2004 New License Revenue 2,238 2,028 2,114 2,258 2,046 2,44 8 3 1 3 -17 -9 Growth (Percent) Source: Gartner Dataquest (September 2003)

  26. SRM Areas - User adoption 2004-2007 Source : Gartner Group Sept 2003

  27. Demand Chain Management: SCM/CRM Functional Convergence Convergence DCM Demand SCM CRM Products/Capacities Customer Facing Supplier Facing • Key Intersection Points • Promotion Management • Integrated Demand Management • Configurator/CTP • Order Fulfillment • Pricing/revenue optimization • Service Process Management Source : Gartner Group 2003

  28. Align PLM with Supply Chain Processes SCM Processes Make Service Source Plan Fulfill Product Related Processes Describe / negotiate part and service needs Define logistics of fulfillment Fulfill parts and service Dynamic Interchange Product Data Flow Product Information Repository Product Specs. part data pricing lead time “As Built” BOM New product Specs. eBOMS mBOMs, formulas CAD models Technical specs. Product Configs, Specify Design Produce Sell / Grow / Service Retire PLM Purpose Source : Gartner Group 2003

  29. Align engineering-centric and operations-centric processes ERP II Supported Processes Plan Forecast Produce Ramp up Phase out Product-Related Processes Validate Quality, Process, and costs Produce products, manage inventories Materials, Resource, and Process Planning DynamicInterchange Product Information Repository Product Data Flow CAD models Drawings Product Configs, mBOMs Costs New product Specs. “As Built” BOM FD&T Routings ECNs Config. Rules lead time Bills of Material Special Orders Specify Design Produce Sell / Grow / Service Retire PLM Purpose Source : Gartner Group 2003

  30. Down to Earth in 2004

  31. Forecasts Supply Chain Planning Logistics Optimization Production Planning Orders & Call-offs Production Scheduling Production Scheduling Distribution Scheduling Distribution Scheduling 2004 - down to Earth - the practical implementation Supply Chain Strategy

  32. Multi-Enterprise SCM Capabilities Sell Make Store Buy Move Analytical Multiorganization Supply Chain Measurement Transactional Knowledge Repository Supply Chain Visibility — Monitoring and Alerts – multi-modal, Multienterprise TMS Executional Operational Seller Workbench Buyer Workbench Collaborative Supplier Planning and Replenishment Collaborative Demand Planning and Replenishment Tactical Network Design Strategic Trend Analysis Networked Strategic Sourcing Source : Gartner Group 2003

  33. McKinsey Survey Germany 2003 • Survey results reveal some of the chief differences between the best-performing companies and the laggards : • Broadly, the logistics costs of the high performers were about 25 percent lower, and they moved goods out of inventory about four times faster. • On the service side, they had better quality ratings, as well as delivery times that were almost half those of the laggards.

  34. SAP PRTM Survey Germany 2003

  35. Customer Centricity Even excellence in products & the related buying/order fulfillment will not be sufficient to attract & retain customers in the long run Collaboration Faster time-to-market for new product development & order fulfillment is driving the need to collaborate with demand & supply partners Product/ServicesHybrids Complementing excellent products with superior value-adding services will make the difference Supply Chain Business Strategy Three Pillar's for Success How Companies Interact with Their Customers MAXIMUM CUSTOMER VALUE How Companies Fulfill Their Promises How Companies Differentiate Their Offerings

  36. Automotive SCM example High Tech SCM example

  37. Moving to RTE - Automotive Industry example Fleet Car Rental Customer Dealer Wholesalers CRM / ATP • Hot Automotive areas today: • Customer Relationship Mangement and Available to promise • Demand Planning • Demand and Supply Matching • Inbound Logistics • Manufacturing • Outbound Logistic • Adaptive IT Configure Order Processing Sales Scheduling Order Bank Mfg Scheduling Order Bank Marketing Analysis DEMAND PLANNING Dealer Sales Analysis Delivery Model Center Lead Management Stock Inventory MANUFACTURING OUTBOUND LOGISTICS INBOUND LOGISTICS ADAPTIVE IT DEMAND AND SUPPLY MATCHING Stock Replenishment Orders Product Definition Market Offering Wholesale LLP LLP Delivery Model Center Late Configuration Consolidation Warehouse Stock Inventory Dealer Sales Analysis Allocation Added Value Services Added Value Services Constraints Management Capacity Planning Material Forecast Operating Plan 2nd Hand Car Refur- bishmen Line Side Inventory Magmt Procurement Material Mgmt Material releasing Build Production Marketplaces Portals Private MP Covisint Tier 1 Tier 2 Tier 3

  38. RTE Automotive Supply Chain

  39. RTE Automotive SCM/CRM

  40. Volkswagen Today

  41. Volkswagen Today - SCM is big - • Online negotiations 22,000 suppliers participated at various times • > 3,190 online negotiations conducted • > 36 billion Euro turnover in volume (during contractual period) negotiated (as at Jun 5, 2003) • Capacity Management (eCap)> 200 suppliers integrated, among those 60 already migrated to the new eCAP/3 release • 4,000 critical parts identified(as at Jun 18, 2003) • AMES-T 385 VW suppliers with processual conformity are active • 287 of them already implemented "controlled pick up" procedure together with Volkswagen AG plant Wolfsburg, and an additional group of 93 suppliers will start controlled pick up procedure on 18 August 2003 • Audi AG (plants Ingolstadt and Neckarsulm) will start controlled pick up procedure together with 271 suppliers on 15 September 2003 • 14 plants of VW Group implemented the process (Volkswagen, Volkswagen Nutzfahrzeuge, Audi, Skoda) • 10 VW local hauliers are integrated(as at Aug 8, 2003)

  42. Volkswagen Today - SCM is big - • Online catalog631 suppliers linked globally • 1.076.737 articles in global catalog • 10.896  internal users • 2.695 cost centers integrated  • 269.730 transactions • 85.858.102 €  volume ordered(as at May 31, 2003) • Online Inquiries (ESL)> 5,500 suppliers linked • > 730,000 inquiries processed(as at Aug 28, 2003)

  43. DC x Today - SCM is big

  44. HP and our supply chains • HP more than 100 million consumer customers today • We touch45 million consumers every month • In 2003 alone: • HP sold 53 million products to consumers — not including supplies. (That means that a consumer buys an HP product more than once a second) • HP has shelf space in 110,000 retail outlets in 176 countries around the world, in addition to the company's store. • In the last 12 months alone, we've sold 43 million printers — more than one of every two printers sold in the world • We've sold 8 million PCs • Every day more than 167 million pictures are taken using an HP camera

  45. ESV HP IPG go to market CHANNEL DISTRIBUTION MODEL Consumer Commercial Enterprise Global Home SOHO Small Medium Large CRs Retail Traditional VARs Distributor/ Wholesaler Consumer Business Support Commercial Business Support HP PDE / PSDE

  46. HP IPG SC Operations: Key chain supply chain collaboration external internal BU CM source BU tier 1 suppliers eHub design logistics forecast inventory BU tier 2 suppliers procurement BU logistics providers

  47. B2B only trading partners B2B only trading partners SAP (R/3,APO) B2B + web browser trading partners B2B + web browser trading partners Nexus (Baan) HPS (PeopleSoft) Web browser only trading Partners web browser only trading partners Other (Legacy) EDI + web browser trading partners EDI + web browser trading partners HP IPG IT Architecture Multiple “on ramps” ERP-neutral Trading Partners HP Entities Information & Analytics Inventory Collaboration Inventory Collaboration/ Dynamic Repl On line Inventory SAP (r/3, apo) Outsourced XML hub outsourced xml hub Buy/Sell Buy/Sell Nexus (Baan) e-Sourcing, Auctions & Disposition Auction Order & Forecast Collaboration Sourcing keychain webservers KeyChain webservers hps (PeopleSoft) Outsourced EDI hub outsourced EDI hub other (Legacy) Enterprise Integration Services Leverages HP’s integration backbone e-Service provider(s) XML

  48. HP IPG SC Operations: Business Landscape Region: EMEA Segments: Commercial & Consumer Hardware, Supplies Products: - 15 Product-Lines - 3500 SKUs, 7500 components Manufacturing/ - 7 Manufacturing/Product Completion Sites Product Completion: - 57 Production/Product Completion Lines - 3 Regional Warehouses - Build to Stock, Build to Order, Dock Localiza Shipment Volume : - 85 Million Inkjet-Cartridges/year - 20 Million Toner-Cartridges/year - 15 Million Consumer products/year - 4 Million Commercial products/year Trucks : - 200 trucks per day Revenue : - 8 Billion USD

  49. Supply Chain concept aspects 2004

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