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Supply Chain DevelopmentA step-change in Supply Chain performance
19/04/23OFFICIAL 1
Supply Chain Focus Group – 17th September 2014Vic Carlill
Our drivers for change
• Need excellence in our key strategic themes – safe, secure site stewardship, demonstrable progress, and return on investment
• Accelerate hazard reduction, deliver to plan, ensure value for money to the UK taxpayer
• Supply Chain vital link - deliver products and services safely, to schedule, at correct quality and to agreed cost
• Step-change needed in Supply Chain performance, inc. SL’s role• Supply Chain Development programme established to catalyse
and deliver this step-change
19/04/23OFFICIAL 2
Programme synopsis and next steps
Scope –a step-change in the relationship between SL and the Supply Chain at all levels. Adopt a continuous improvement cycle, embedded from baseline assessment, the measuring of performance and then identifying the need for further supplier assessments and improvement activities.
September to December - mobilisation, design, assessment– Contract awarded to KPMG - Arup
– Partners induction - nuclear safety and culture ,security
– Baseline performance data-gathering of our suppliers
– Review assessment matrix, using best practice and parent body support (AREVA)
– Design assessment method
– First assessment planned November - selected from our Strategic Supplier Relationship identified listing
– Developing training partner resources, KPIs, ROI and performance-tracking models
– Target – up to five assessments by February in first phase
19/04/23OFFICIAL 3
Principles of our approach
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Assessment
Improvement Activity
Performance Tracking
ROI & Benefits
Realisation
Robust Method
Capability Building
Enabling IT
Socio-Economic
Attitudes & Behaviours
Principles
The assessment process includes technical conformance and operational performance.
Improvement activities are embedded in the normal way of working.
Benefits are tracked in cost, scheduling and maturity.
Supplier performance improvement should be enabled by IT system to support this
Selection and operating principles
• Consistent criteria for qualification and programme roll-out priority – transparent approach to programme schedule
• Selection process – risk, value, medium/long-term involvement• Coaching and training provided to raise standards and build future
preparedness• Behavioural engagement approach to enable innovation• Consolidating existing approaches – single engagement
programme in conjunction with Supply Chain• Integrated approach, aligned with support areas (e.g. Commercial,
EHS&Q)
19/04/23OFFICIAL 5
Performance tracking
Structured way of monitoring performance - key component of the programme. Three key elements to monitoring:
19/04/23OFFICIAL 6
Safe, secure site stewardship
Performance-tracking of each supplier / group, using dashboards with consistent KPI structure and metrics that are applicable and appropriate to the area. Metrics aligned with SL strategic goals
Demonstrable progress
Assessments identify improvement opportunities; resulting plans managed within the software platform, including progress against plan and performance outcomes
Return on investment
Jointly find and develop opportunities - save time, effort, cost and resources (benefit for all, no detriment to end objectives). E.g. improving delivery capability, streamlining processes, reducing waste, and / or value engineering
Programme goal
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Team (including the strategic supplier base) autonomously conduct a range of key activities, including assessments and a range of Improvement activities (developmental, proactive, and remedial).
Performan
ce
Maturity
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