Longevidade do Redesenho de Malhas

Logísticas: Riscos e Oportunidades

Fábio Ishikawa, Supply Chain Manager, Sephora

Alexandre Oliveira, Partner, Cebralog23/set/2015

Fabio Augusto Ishikawa is a Supply Chain executive with 19 years of experience inSupply Chain operations, and an expert in retail for the luxury Market.

Fabio is a bachelor in Civil Engineering at Escola Politécnica da Universidade de SãoPaulo and has a Specialization in Business Administration at Fundação Getúlio Vargas(SP).

He began his career planning logistics operations for the financial market as Trainee atBrinks, and then at Ryder Logistics for the industry, coordinating Milk Run for GeneralMotors (BRA & ARG) and warehousing operations for Unilever (GO), where he gainedexperience in transportation network and distribution centers operations.

Since 2002, Fabio has been managing retail operations for luxury brands like LouisVuitton, Lacoste and L'Occitane. At Sephora since 2011, he implemented all thelogistics operation for the company, managing two distribution centers, transportationnetwork, reverse logistics, inventory management, procurement, importation andregulatory affairs.

Fabio is participating in a new project implementing the RFID technology at Sephora.

br.linkedin.com/in/fabioishikawa

• 1969 - fundada por Dominique Mandonnaud

• 1997 - adquirida pelo grupo LVMH

• 2015 – 31 países, 2.000 lojas no mundo

• Focada em diversidade de marcas, inovação de produtos

e experiência de compra

Sephora Shanghai

Sephora no Mundo

Sephora Eldorado-SP

• 2010 - Entrada no país com a compra da Sacks (e-commerce)

• 2012 - Abertura da 1ª loja no Brasil

• 2015 – 17 lojas e 5 popup stores

• 2 Centros de Distribuição

• Retail – Louveira SP

• E-Commerce – Palmas TO

• 200 Marcas

• 30 Fornecedores

Sephora no Brasil

Alexandre Oliveira is a founding-partner at CEBRALOG, a supply chain consultancy and training company

headquartered in Brazil since 2001. Alexandre has also been President of the Brazilian Institute of Supply Chain

Professionals (I.B.S.) since 2007. He offers courses for MBA programs at Business School Sao Paulo and is a

regular contributor to seminars, conferences and congresses.

Alexandre began his career at Procter and Gamble, where he gained executive experience in manufacturing, quality assurance,

and logistics in assignment in Brazil and in Europe, but for the past 15 years he has developed his career as consultant. Alexandre

has worked as a senior consultant, trainer, and expert advisor for companies such as GE, 3M, Sony, Bayer, Pepsico, Pernod

Ricard, Unilever, Avon, Adidas, John Deere, Eaton, Walmart, Motorola, and several others.

Alexandre holds a Bachelor of Arts degree in Chemical Engineering and a Master in Finance degree from the State University of

Campinas (Unicamp, Brazil) and a Master of Science (Honors) degree in Logistics and Supply Chain Management from

Cranfield’s University School of Management, United Kingdom.

Since 2001, Alexandre has actively influenced logistics thinking in several supply chain organizations. He chaired the Logistics

Committee at the American Chamber of Commerce (Amcham, Brazil, 2001–2004), chaired the Supply Chain Committee at the

British Chamber of Commerce (Britcham, Brazil, 2006–2007), and he was Regional Vice-President of former Brazilian Logistics

Association (2002–2003). He has lectured in MBA courses since 2004 in top regional universities such as State University of

Campinas (Unicamp) and State University of São Paulo (USP).

Alexandre is the author of a series of books on supply chain management published by Pearson/Financial Times, New York, USA:

(1) A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices, (2) A Customer Service

Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value, (3)

Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators, (4) Managing Supply Chain Networks:

Building Competitive Advantage in Fluid and Complex Environments and (5) Supply Chain Management Strategy: Using Scm to

Create Greater Corporate Efficiency and Profits.

Alexandre has published in the International Journal of Physical Distribution and Logistics Management (JPDLM) and for the

Supply Chain Practice (Cranfield School of Management). He also coordinates the Operations and Supply Chain Academic group

at LinkedIn since 2009, which currently has more than 24,000 members.

www.linkedin.com/in/alexoliveira www.cebralog.com www.amazon.com/Alexandre-Oliveira/e/B00KZQCFIE 5

O CEBRALOG É ESPECIALISTA EM

MANUFATURA

NÓS

FAZEMOS

CONSULTORIA

CURSOS PRESENCIAIS

SUPPLY CHAIN

LOGÍSTICA

COMEX

TREINAMENTOS IN-COMPANY

TEXTOS CUSTOMIZADOS

ADVISORY

QUEM CONTRATA O CEBRALOG ?

35% INDICAÇÃO

35% ATUAIS

30% NOVOS

montelo.com.br

Longevidade do Redesenho de Malhas

Logísticas: Riscos e Oportunidades

Fábio Ishikawa, Supply Chain Manager, Sephora

Alexandre Oliveira, Partner, Cebralog23/set/2015

11

Modelos de gestão de supply chain

AMBIENTE DE INOVAÇÃO

SC VISIBILITY

SC RISK MNGT

KNOWLEDGEMANAGEMENT

INNOVATIVEENVIRONMENT

Source: BOOK: A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices.

Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

PEOPLE

O ciclo virtuoso

Source: BOOK: A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices.

Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

Pessoas

Identificar

Adquirir

Reter

Desenvolver

Partilhar

Usar

Visibilidade InovaçãoAção ValorDecisão

Gestão de

conhecimento

Network

Gerando

novas vendas1

Reduzindo

custo de vendas2

Reduzindo

o ciclo de receita3

Reduzindo

o custo de servir4

Melhorando gestão

de ativos5

Ganhando

de market share6

Melhorando

percepção de valor7

Melhorando a gestão

de investimento8

Nivelando com

marketing e vendas9

Alavancando as

novas iniciativas10

Supply Chain Management

Adicionando valor ao negócio

Source: BOOK: Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits.

Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

13

Estudo de malhas

ENTENDIMENTO DA SITUAÇÃO

Inbound Outbound

ESTRUTURA “AS IS”

Estudo de malhas

Industry Supply Chain Director

Team

DEFINITION OF MITIGATION

PLAN

TODAY(PRESENT)

DISTANT PAST

DEFINITION OF CONTINGENCY

PLAN

RISKEXPOSURE

LEVEL

Implementation of mitigation plan

RECENT PAST

Risk event

Risk impact zone

Time toreact Time to recover

Contingency plan ageing

FUTURE

Risk immediate

impact

Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments.

Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

ABORDABEM DE GERENCIAMENTO DE RISCO

Supply Chain tradicional

Supply Chain tradicional

Strategy Definition

Strategy ImplementationBuilding blocks

Strategy ImplementationComplete fundamentals

Strategy ImplementationFine tuning

Strategy Implemented

Strategy ObsolescenceReduced performance

Strategy ObsolescenceUndesirable performance

New Strategy

LONG STRATEGY LYFECYCLE

TME

ST

RA

TE

GY

AD

HE

RE

NC

E T

O B

US

INE

SS

EN

VIR

ON

ME

NT

Disruption valley

CICLO DA ESTRATÉGIA E VALE DE RUPTURA

Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments.

Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

Transformação no ambiente de negócios

ENABLERFEW PEOPLE /

EXPERT

TRADITIONAL Value CHAIN

Business definition

INNOVATIVE Value NETWORK

MANY PEOPLE / COMMUNITY

ASSESSKNOWLEDGE INVENTORY

MANAGE KNOWLEDGE CONTINUOUSLY

PRACTICE

CORPORATEGOVERNANCE

STRUCTURES

SHAREHOLDERINFLUENCE

STAKEHOLDERINFLUENCE

1. Customers

2. Employees

3. Suppliers

4. Financiers

5. Government

6. Political groups

7. Competitors

8. Trade associations

9. Service providers

10. Trade unions

11. Other firms

TRADITIONAL VALUE CHAIN

INNOVATIVEVALUE NETWORK

CORPORATEGOVERNANCE

STRUCTURES

Board of directorsBoard committees

Chief executive officer Executive committee

Management committeeIndependent auditors

SHAREHOLDERINFLUENCE

STAKEHOLDERINFLUENCE

TRADITIONAL VALUE CHAIN FLUID AND COMPLEX SUPPLY NETWORKS

Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments.

Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

Industry Supply Chain Director

Team

Supply Chain Consultancy w/

Simulation

IndustryLSP

(TRA & WHS)

Estudo de malhas

ENTENDIMENTO DA SITUAÇÃO E DE ALTERNATIVAS

Industry CFO Team

Industry Supply Chain Director

Team

Supply Chain Consultancy w/

Simulation

IndustryLSP

(TRA & WHS)

Estudo de malhas

IMPACTO TRIBUTÁRIOS

Industry CFO Team

Law Firm

Industry Supply Chain Director

Team

Supply Chain Consultancy w/

Simulation

IndustryLSP

(TRA & WHS)

Estudo de malhas

IMPACTO TRIBUTÁRIOS

Industry CFO Team

Industry Marketing &

Sales

Industry HQ

(Europe)

Law Firm

Industry Supply Chain Director

Team

Supply Chain Consultancy w/

Simulation

IndustryLSP

(TRA & WHS)

Estudo de malhas

PROJEÇÃO DE CENÁRIOS DE MÉDIO E LONGO PRAZOS

IndustryLSP

(TRA & WHS)

Industry HQ

(Europe)

Industry Marketing &

Sales

Industry Supply Chain Director

Team

Supply Chain Consultancy

Industry CFO Team

Law Firm

Estudo de malhas

TRADE-OFFS

IndustryLSP

(TRA & WHS)

Industry HQ

(Europe)

Industry Marketing &

Sales

Industry Supply Chain Director

Team

Supply Chain Consultancy

Industry CFO Team

Law Firm

Estudo de malhas

TRADE-OFFS

Strategy Definition

Strategy ImplementationBuilding blocks

Strategy ImplementationComplete fundamentals

Strategy ImplementationFine tuning

Strategy Implemented

Strategy ObsolescenceReduced performance

Strategy ObsolescenceUndesirable performance

LONG STRATEGY LIFECYCLE

STR

ATE

GY

AD

HER

ENC

E TO

BU

SIN

ESS

ENV

IRO

NM

ENT

TR

AD

ITION

AL V

ALU

E CH

AIN

FLUID

AN

D C

OM

PLEX

V

ALU

E NE

TW

OR

K

Early strategy

2nd strategy

3rd strategy

Nth strategy

Disruption valley

Small Oscillations

SHORTSTRATEGY LIFECYCLE

Source: BOOK: Managing

Supply Chain Networks:

Building Competitive

Advantage in Fluid and

Complex Environments.

Alexandre Oliveira and

Anne Gimeno. Pearson

Financial Times, New

York, 2014.

CICLO DA ESTRATÉGIA E VALE DE RUPTURA

Source: BOOK: Executing

the Supply Chain:

Modeling Best-in-class

Processes and

Performance Indicators.

Alexandre Oliveira and

Anne Gimeno. Pearson

Financial Times, New

York, 2014.

Envolvimento de stakeholders

Bebidas

2014

Gestão de conhecimento na supply chainPROPOSTA

PEOPLE

KNOWLEDGEMANAGEMENT

SC RISK MNGT

Source: Alexandre Oliveira, 2015.

SC VISIBILITY

ANTICIPATE THE FUTURE

INNOVATIVEENVIRONMENT

Change + Value

Shortcut = Risky Change + Unlikely Value

VirtuousCycle

Reduce impact ofStrategy Disruption

Valeys

References

(PEARSON FINANCIAL TIMES, NEW YORK, 2014)

1. A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices.

2. A Customer Service Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value

3. Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators

4. Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments

5. Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits.

Muito obrigado pela atenção!!

Até a próxima !!

br.linkedin.com/in/fabioishikawa

www.linkedin.com/in/alexoliveira