world class adaptive scm - dbguide.net · 2008-08-13 · 6 performance measures •99% delivery...
TRANSCRIPT
World Class Adaptive SCM
VP Sangwook Cho, A.T. Kearney
July 11, 2008
2
Agenda
SCM Cases
• Korea
• Global
What is Adaptive SCM?
Methodology of Adaptive SCM
3
SCM Cases - Korea
‘97 ‘99 ‘01 ‘03 ‘05 ‘07
•SCM
•GSCM
•
•GSCM
•FP
•GSCM
•APS Pilot
•APS
•SCM
• Template
• -
••
“”
“ SCM ”
“SCM ”
“ ”
•MP Pilot
Conventional SCM Integrated SCM SCM
AB
• Delivery
Supply Performance
• Top Rule•
A
•SCM
•, SCM
B
국내의 경우 10여년 전부터 SCM의 역사가 시작되었으나, 현재까지성공적인 성과 획득 및 지속적인 혁신을 하는 회사는 극소수임
SCM History
4
SCM Cases - Global
• SCM
–Visibility Demand / Supply Balancing SCM
•
• Platform Stage PLC
–Engine / ATO
–Gap
‘95 ‘99 ‘01 ‘03 ‘05 ‘07
•Global SingleERP
•Engine/ATO Concept Design
•Demand-SupplyBalancing
•CPFR
•Post Eng.
“Demand /Supply
”“Engine / ATO
”“Global
OperationVisibility ”
“SCM ”
LogisticsCrisis
‘97
•Engine/ATO •Realization
•Product Performance Tracking•Early Supplier Involvement Program•i-Hub
Global Leading SCM Company C사는 1995년 Logistics Crisis 이후 지속적인 SCM 고도화 활동을 통하여 SCM 경쟁력을 확보함
C SCM History
5
What is Adaptive SCM?
New Adaptive Supply Chain Thinking
Conventional IntegratedSupply Chain Concept
•Supply Chain(Simplicity)
•End-to-end Supply Chain
• Product Group Level
•SKU Level
•• Constraint
•Decouple (BTS1) / ATO)
• Supply Chain Point Zero
• IT Tool• IT Tool
• , /
Readiness Constraint
,
•Model Suffix Complexity
,
• VisibilityReliability
이러한 국내외에서의 A.T. Kearney의 경험에 비추어 고객의 요구 및해당 비즈니스 특성과 환경 변화에 맞는…
1) Build to Stock
Status
6
Performance measures
• 99% delivery accuracy to first commitment
• 90% delivery accuracy to customer request
• Order response in minutes
• Quality in ppm
• Ability to customise rapidly with high reliability
• Low % supply chain cost to sales
Adaptability measures
AgilityThe speed with
which the systemcan adapt to theoptimal cost and
service
ResponsiveSpeed that cansatisfy changingmarket demands
LeanMinimizingwaste in allactivities
Time Cost
Quality
IntelligenceMaximizing use of all information
• Product availability at point of sale
• Total supply chain inventory
• Lowest supply chain cost of the total supply chain
• Time for a permanent 20% uplift in volume
• Time to adjust costs to an X% volume decline
• Flexibility on the week –50% ?
• Time to introduce a new product in the TTC process
• Supply chain lead time
What is Adaptive SCM?
Adaptive SCM의 특징은…
7
What is Adaptive SCM?
Speed
Reliability
Flexibility
(Collaboration)
Feasible Single S&OP
Lean OperationCost
Supply Chain
Supply Chain
World Class Adaptive SCM
SCM
Order To Delivery Lead TimeLead Time
… Adaptive SCM으로의 새로운 Paradigm 변화가 필요함
Adaptive SCM World Class Adaptive SCM
Illustrative
8
Adaptive SCM 추진 방법론
SCM SCM SCM
SCM
Roadmap VOC
•• VOC •
SCM
/
/ Gap
/
War Room / Quick Win
• Day-To-Day • KPI Tracking
/KPI
Roadmap
Adaptive SCM 추진 방법론
9
Adaptive SCM 추진 방법론의 특징
• War Room Control–Daily-to-Day Quick Fix
• KPI –
• VOC • In-depth • KPI SCM Roadmap
SCM
• Rule /•
Adaptive SCM 추진 방법론 – 특징
••• Plan-Do-Check-Act Cycle
10
사업 전략 및 핵심 고객의 명확한 VOC 파악을 통해 개선 요구 역량정의
EOL Collaboration
Order Flexibility
Delivery
Product Quality
Price Protection
Price Competitiveness
Brand Impact
Exclusivity
Low importance (relative)
High importance (relative) • CPFR1) Meeting
• Communication
•
•
•Visibility
•( : 6 )
Visibility
•
•Launch Support
Adaptive SCM 추진 방법론 – 사업 전략 및 핵심 고객 VOC 조사
Illustrative
1) Collaborative Planning, Forecasting and Replenishment: Interviews, ATK European Mobile Operator Survey, 2006
Critical Success Factors* – Vendors Relationship
VOC
11
In-depth 벤치마킹을 통한 역량 평가 및 개선 기회 도출
Adaptive SCM 추진 방법론 – SCM 경쟁력 평가 및 역량 진단
SCM Gap
16A.T. Kearney X/mm.yyyy/00000
• The company’s R&D strategy is closely aligned with corporate strategy and strictly guides portfolio decisions.
• The company regularly revisits R&D strategy according to corporate strategy, however its linkage to portfolio decisions is not explicit.
• R&D strategy is partially aligned with corporate strategy and focuses on short-term or imminent issues.
• Ad-hoc tactical meetings instead of clearly-defined R&D strategy guide R&D project selection and prioritization.
Alignment With R&D Strategy
• The portfolio committee mainly consists of CXO-level executives, leverages cross-functional task force to look at portfolio recommendations from each SBU, and balances the interests against corporate strategy across different SBUs.
• The company has a structured set of selection criteria, but heavily towards strategic impact and resource constraints with insufficient financial evaluations.
• The company follows structured, transparent process for R&D project selection, however with a basic set of data and analysis.
Stage III – Established
• Each SBU has a formal cross-functional task force determining gross R&D investment and portfolio decisions, however without appreciation of the interests of other SBUs.
• The company has a minimum set of criteria for project selection and prioritization.
• The company has a minimum procedures to carry the R&D project selection, but no activity/ template in place to dictate comprehensive analysis and to establish transparency.
Stage II – Developing
• A centralized, widely-represented portfolio committee is fully empowered and accountable for portfolio decisions.
• The criteria for R&D project selection and prioritization creates optimal balances among strategic impact, financial consequence, technology aspiration, and resource constraints.
• The R&D project selection process is transparent and data-driven, and well balances the interest from both SBU and corporate
Stage IV – Best Practice
• The portfolio decisions at SBU level relies on a loosely-organized team.
Portfolio Committee
• The R&D project selection does not have explicit criteria and is mainly dependent on the subjective judgment of selection committee.
Project Selection Criteria
Project Selection Process • The company uses ad-hoc meetings instead of formal process for R&D project selection.
Stage I – Rudimentary
Stages of Excellence – Portfolio Management
Portfolio Management – Summary of Characteristics
Stage of Maturity
Key Dimension
Client Rolls Royce
Source: Client Management Workshops / Interviews; Industry expert interviews; A.T. Kearney “Stages of Excellence” analysis
5A.T. Kearney X/mm.yyyy/00000
Alignment With R&D Strategy
1 2 3 4
Portfolio Management – Portfolio decision is mainly made at SBU level, with little involvement and monitoring from the corporate
Project Selection Process
Project Selection Criteria
Portfolio Committee
Source: Client Management Workshops / Interviews; Industry expert interviews; A.T. Kearney “Stages of Excellence” analysis
R&D Capabilities Diagnostic
“Stages of Excellence” Evaluation Preliminary
• Portfolio decisions are not closely linked with R&D strategy; decisions are primarily at the discretion of individual management
• The Technology Center is responsible for drafting annual development plan, including new technology research, technology platform, and product planning. However, the Planning Unit at the Technology Center has not gained credibility from Product Divisions and they do not have the authority to influence the product planning at Product Divisions level.
• At CDMA Product Division, the Product Operating Committee is responsible for reviewing and endorsing annual product planning drafted by its own marketing unit. Monthly following meetings are target for execution.
• The Corporate Operating Committee decides on annual R&D budget for each Product Division based on their applications. Each Product Division decides on budget for each product line.
• Each Product Line decides on internal projects, while Product Division decides on projects that cross several product lines.
• Formal template exists for project applications, however is not strictly followed in company wide.
• Projects sponsored by the Technology Center sometimes needs approval from Corporate Operating Committee.
• There is no mechanism (both process and organization) at corporate level to review/monitor the performance of selected R&D projects
• The corporate level lacks of objective criteria to select R&D projects• At Product Divisions, project applications are reviewed based on R&D investment, ROI,
alignment with corporate and SBU development, required resources, etc.
• There is no clear role/responsibility at corporate level for portfolio decision• There is a formal portfolio committee at each Product Division
Key Rationale for Client Ratings
ClientRolls Royce
• R&D, , , , SCM
• SOE1)
• Best Practice SOE Gap
• Gap SCM
• Workshop SCM Gap
1) Stage of Excellence, A.T. Kearney Framework
12
SCM KSF KPI
Seasonality
Delivery
BP (KPI/ )
• Planning L/T
• Global
• Demand
•
•
•
’07
x
xx
xx%
xx%
xx%
xx%
xx%
BP(’07)
x
xx
xx%
xx%
x%
xxx%
xx%
’08
xx%
x
xx
xx%
xx%
xx%
xx%
’09
xx%
x
xx
xx%
xx%
x%
xx%
’10
xxx%
x
xx
xx%
xx%
x%
xx%
명확한 KPI 및 역량 혁신 목표 설정
Adaptive SCM 추진 방법론 – SCM 혁신과제 도출 및 Roadmap 설계
13
명확한 KPI 및 역량 혁신 목표 중심의 SCM 고도화 추진 Roadmap 정의
SCM ’07
’09
SCM
’08
CollaborationBreakthrough
PerformanceBreakthrough
Control Breakthrough
• Rule, , SCM
•
SCM
’10
•Reliability
• Daily SCM
• /On Time in Full
•Demand Shaping
• PLC , SCM
Time
BP
70%, Level 3
85%, Level 4
100%, Level 5
95%, Level 4.5
Adaptive SCM 추진 방법론 – SCM 혁신과제 도출 및 Roadmap 설계
SCM Road MapIllustrative
14
구조적 개선을 위한 혁신 과제 설계 및 현업 주도의 과제 추진
Adaptive SCM 추진 방법론 – 혁신과제 상세설계 및 추진
Key Executives
PMO
A 1
B 2
D 4
E
F
G
H 5
C 3
15
신속한 개선을 위한 War Room 운영 / Quick Win 과제 실행
Adaptive SCM 추진 방법론 – War Room 운영 / Quick Win 과제 실행
Day-to-Day
Follow-up KPI
War Room(Cross-functional
)
• Issue Root Cause
– Issue Issue
•– Cross-functional
Daily
• KPI /
–KPI
Quick Win
• “ ”
16
명확한 KPI 목표 설정과 집요한 모니터링 수행
Xxxxxx
38%75%
xxxxxxxxxx
xxxx
99%
xxxx
xxxxxx
xxxxxxxxxx
xxxx
xxxxxxxxxx
xx
xxxxxxxx
xxxxxxxxxx
xx
xxxxxxxxxx
xxxxxxxx
58*US**
UK/FS
Xxxx
xxxx
60N/A
xx
xx
xx
xx
xx
7/307/23
xx
xx
xx
xx
xx
’07 7
N/A
xx
xx
xx
N/A
xx
N/A
6 *
xx
xx
xx
xx
xx
8/6
xx-xxxxW/O Full Kit (%)
Xx102%
xxxxxxLead Time ( )
Xx110%
xx136%
xxxxxxxx(%)
Status
98%
91%
83%
85%
Status
103%
92%
80%
72%
Xx
Xx
Xx
Xx
10/2210/1510/8
xx
xx
xx
xx
9/249/179/10
xx
xx
xx
xx
xx
8/27
xx
xx
xx
8/20
xx
xx
xx
8/13 10/19/3
’07 10’07 9’07 8
xx
xx
xx
xx
KPI
(%)
(%)
(%)***CPFR Pilot
(%)Weekly Global
S&OP
KPI
Status: 100%~ 80%~100% ~80%
Adaptive SCM 추진 방법론 – War Room 운영 / Quick Win 과제 실행
KPI Dashboard / / TrackingIllustrative
17
전 조직 내재화를 통한 일하는 방식의 변화
Adaptive SCM 추진 방법론 – 프로세스 내재화
SCM Culture Shaper Dynamics Model (CSDM)
R & R Tool & System
R & R Tool & System
/
•• /
• , W/S•KPI
Good
Bad
Copyright 2008 by A.T. Kearney Korea LLCThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from A.T. Kearney Korea LLC. This document provides an outline of a presentation and is incomplete without the accompanying oral commentary and discussion. A.T. Kearney Korea LLC is an associated firm, operating independently under the A.T. Kearney name.
A.T. Kearney Korea LLC14Fl., KCCI Building45 Namdaemunro 4-ga, Jung-guSeoul, Korea 100-743
Phone : 02 6050 1100Fax : 02 6050 1065
www.ATKearney.comwww.ATKearney.co.kr
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