jon guyett – americas service parts logistics...
TRANSCRIPT
![Page 1: Jon Guyett – Americas Service Parts Logistics Directoropim.wharton.upenn.edu/fd/forum/pdf/Guyett.pdf2003/10/23 · Jon Guyett – Americas Service Parts Logistics Director Wharton-Stanford](https://reader030.vdocument.in/reader030/viewer/2022013014/5b01cd6d7f8b9a54578ebfbc/html5/thumbnails/1.jpg)
Service Supply Chain ForumJon Guyett – Americas Service Parts Logistics Director
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Page 2Wharton-Stanford Service Supply Chain Forum – October 23, 2003
n Challenges & Opportunities in re-structuring Service Supply Chainsn Challenges & Opportunities in re-structuring Service Supply Chains
n Solutions to re-structuring to overcome Challenges & Exploit Opportunitiesn Solutions to re-structuring to overcome Challenges & Exploit Opportunities
Agenda
n DHL‘s role in supporting Service Supply Chain re-structuringn DHL‘s role in supporting Service Supply Chain re-structuring
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Page 3Wharton-Stanford Service Supply Chain Forum – October 23, 2003
The New DHL
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Page 4Wharton-Stanford Service Supply Chain Forum – October 23, 2003
DHL Service Parts Logistics Vision Statement
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Page 5Wharton-Stanford Service Supply Chain Forum – October 23, 2003
DHL’s Global SPL Business Model
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Page 6Wharton-Stanford Service Supply Chain Forum – October 23, 2003
Same-daydeliveries
Customers (Field Service Engineers)End-userrequest
Repaired items
Repair
Pick-Pack &delivery request
SPC’s
DHL ELC
Next DayDelivery
Returns
Defectiveitems
Ordertransmission
DHL LCSC
Overnight replenishments
ManufacturingCenters
R
OrderConfirmation
Customer
Service Parts Logistics Offering
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Page 7Wharton-Stanford Service Supply Chain Forum – October 23, 2003
Service Supply Chain Re-Structuring Challenges
n Customer needs
– Expected improvement in cost & service level
– Need to manage entitlement and differentiated service levels
n Partners in Service Supply Chain
– Retain and re-format
– Develop exit strategies
– Change of management relationship e.g. LLP (4PL)
– Knowledge retention in partner organizations
n Implementation challenge
– Service degradation & cost risk
– Seamless transition for existing customers
– Pressure for rapid implementation
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Page 8Wharton-Stanford Service Supply Chain Forum – October 23, 2003
Service Supply Chain Re-Structuring Opportunities
n New Business Models
– Improved service at a given cost
– Manage entitlements
– Differentiated service levels within supply chain
n Partner Management
– Retain key partners within network
– Replace weaker less strategic partners
n Increase Outsourcing Activity
– Execution (Logistics)
– Management (LLP)
– Perceived Core Service e.g. Planning, Sourcing etc.
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Page 9Wharton-Stanford Service Supply Chain Forum – October 23, 2003
Service Supply Chain Re-Structuring Solutions
n Existing in-sourced capability
– Core competence evaluation
– Cost of outsourcing versus doing in-house
– Partner evaluation process
n Existing outsourced capability
– Are partners performing
– Are partners continually proactively driving innovation
– Is partners long term vision aligned to your direction
– Does the partners business culture ‘fit’ yours
n Develop a management framework for development
– Identify partners with – design, implementation and program resources
– Identify partner who can manage service network
– Focus on overall IT backbone for network management
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Page 10Wharton-Stanford Service Supply Chain Forum – October 23, 2003
The IT approach to re-structuring Service Supply Chains
n Visibility
– Maximize visibility throughout all relevant nodes and action points
n Adaptability
– Flexible Plug & Play Architecture that supports variable changing business environments
n Workflow
– Standardized processes and flows with service elements and configurability
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Page 11Wharton-Stanford Service Supply Chain Forum – October 23, 2003
Synchronised Fulfillment Management
Synchronized FulfillmentReal-time, intelligent execution of simultaneous supply chain partner activity
(customers, partners, operations, suppliers) in a manner that is mutually supportive and seamless
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Page 12Wharton-Stanford Service Supply Chain Forum – October 23, 2003
MCA SPOStrategy • Target stock
levels
• Historical demand• Product flows• Distribution Lead times• On hand
• Service level analysis• What-if scenarios• Management reports• Forecast MTBF
DHLLogistics
OEMService
Mktg
OEMPlanning
(Central)
(SPC’s)
• Installed base / Contracts• Entitlement• Part attributes • Effectivity• Initial MTBF• Target service levels
• Historical demand• Repair /New buy Lead times• On hand on order / repair
Repair / Sourcing
CentralDepot
USSPC’s
FieldEngineer
Customer
SAP
Development of Integrated Solutions
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Page 13Wharton-Stanford Service Supply Chain Forum – October 23, 2003
Meeting the re-structuring challenge
n Re-structuring challenges
– Customer needs
– Partner in service supply chain
– Implementation challenges
n Opportunities
– New business models
– New partners for execution and management
– Increased Outsourcing
n Solution Methodologies
– Review in-house activity
– Review of existing partners
– Identify a partner who can manage (part of) the total solution
– Focus on an IT back-bone for network management