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Supply Chain – Developing a Strategy for the Future

Supply Chain – Developing a Strategy for the Future. . Agenda. History of Supply Services at BC Transit Key Statistics Why are we looking at Supply Chain now? Roundtable Discussion #1 – Objectives + Risks Roundtable Discussion #2 – Nanaimo Conference Ideas.

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Supply Chain – Developing a Strategy for the Future

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  1. Supply Chain – Developing a Strategy for the Future .

  2. Agenda • History of Supply Services at BC Transit • Key Statistics • Why are we looking at Supply Chain now? • Roundtable Discussion #1 – Objectives + Risks • Roundtable Discussion #2 – Nanaimo Conference Ideas. • Roundtable Discussion #3 – Key Strategies • Recap

  3. Supply Services History • 1990 - Victoria providing rebuilt and emergency items to RTS only. No TEDs. 1 stores location. Open Stockroom. • May 1990 - Inventory value $1.56M, monthly shipments + issues $400,000 • 1999 – BC Transit divided, CMBC created, LTC opened. 51 Darts arrive. • 2000-2 – Add 75 Darts. Victoria becomes a parts distribution hub. • 2009-10 Fleet Realignment. Stranded Inventory. • 2012-13 Pilot Project: potential savings of $200K annually. • Today – Inventory value $8.2M, monthly shipments + issues $1.4M plus $900K in fuel. Inventory in 16 locations across province.

  4. Key Statistics • Inventory Value $8.4M, annual expenditure $24M. • Inventory Turns – 3.1, 1.9 w/o Fuel. • 2,000 Shipment lines per month going to 50 different operators annually. • Averaging 22 items on back order to operators ($6,000.) at any given time. • Over 21,000 different inventory items (SKUs) across all BC Transit branches. • Utilization over 18,000 different inventory items (by branch location) in last 2 years.

  5. Why look at Supply Chain now? • Nanaimo Conference findings • Pilot projects • New ERP – JD Edwards  E-Billing • Operator Contract Renewals • On-Line Communications • EII

  6. Roundtable #1 – Objectives + Risks • With respect to the provision of supply chain services throughout BC Transit’s systems, what are the three key objectives and what are the key risks to accomplishing those objectives? • 15 minutes. Each table will present.

  7. Roundtable #2 – Key initiatives from 2012 Workshop • The following are the three most important findings from the 2012 Nanaimo conference: • Are these initiatives aligned with the strategies and risks identified in the first discussion? Are there modifications or additional points? • If so, what are the strategies to accomplish these initiatives? • 1) Establish a website to search for parts and pricing, with a list of locations (operators + vendors) that stock our parts, leverage supply chain through other locations and supplier inventory management. • 2) More accurate and longer projections to BC Transit purchasing and vendor commitments. • 3) Setting up BC Transit owned or operated or contracted parts warehouses utilizing existing contractors, facilities or local gov’t.

  8. Roundtable #3 – Fleet + Facility Considerations • From a Fleet and Facilities perspective, what key strategies and plans are imperative to meeting the Supply Chain strategies identified? • 15 minutes, each table will present.

  9. Recap – Next Steps - Looking Forward • BC Transit will refine and finalize a new Supply Services Strategy. • We will develop a business case focusing on efficiency gain and additional costs required to implement the strategy. • Strategy adoption and implementation. • Thank you for your participation.

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