Rampup

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Rampup

  1. 1. Are you ready for the Ramp-Up!?<br />Coppa<br />2009<br />
  2. 2. Content<br />Introduction<br />Challenges<br />Keys for Success<br />Results<br />Approach<br />Coppa<br />
  3. 3. IntroductionIn the News<br />“OESO expects 0,7% economic growth in 2010” (FD 24-06-2009)<br />“IMF expects an improvement of the economy the second half of 2009 (10-07-2009)<br />“NXP expects a 25% increase in turnover during the 2nd quarter of 2009” (FD 05-06-09)<br /> “Nevi Purchasing managers index June 2009 the highest in the last 8 months” (Nevi)<br />“The decline of our economy decreases” (Prof. Arjan Weele, June 2009)<br />
  4. 4. IntroductionStatement…<br />Organizations focusing on the reduction of working capital today, may lose market share during ramp-up tomorrow.<br />
  5. 5. IntroductionParadox<br />To survive the crisis, organizations have minimized inventory levels to create cash and minimize loss.<br />This minimization of inventory is a good strategy during a crisis, but is a barrier to success during ramp up, and eventually may lead to increased lost sales and decreased market share. <br />
  6. 6. IntroductionParadox<br />Demand<br />Demand<br />Lost Sales<br />Q<br />Ramp-up<br />T<br />Demand <br />= <br />Supply<br />Q<br />α<br />Ramp-up<br />T<br />Organizations NOT prepared for Ramp-up: <br /><ul><li>Have increased lost sales;
  7. 7. Offer decreased customer service;
  8. 8. May have a competitive disadvantage in comparison with organizations who are prepared for ramp-up.</li></ul>Organizations prepared for Ramp-up:<br /><ul><li>Forecast the start of the Ramp-up;
  9. 9. Forecast the speed (α) of increasing demand;
  10. 10. Are able to adapt and align the organization and supply chain to the increasing demand.</li></li></ul><li>Content<br />Introduction<br />Challenges<br />Keys for Success<br />Results<br />Approach<br />Coppa<br />
  11. 11. Challenges<br />Depending on the economic situation you need to change the focus of your Supply Chain Strategy to achieve a Fit with the economic situation.<br />1. Cost Reducing Supply Chain<br />2. Agile Supply Chain<br />3. Responsive Supply Chain<br />4. Efficient Supply Chain<br /><ul><li>Decrease inventory levels
  12. 12. Design SC for adaptability
  13. 13. Demand planning and forecasting
  14. 14. Mass customization
  15. 15. Eliminate non-value adding activities
  16. 16. Reduce Product variability
  17. 17. Align with key suppliers
  18. 18. Increase speed and visibility
  19. 19. Order accuracy
  20. 20. Strong focus on utilization rate</li></li></ul><li>Challenges<br /><ul><li>As demand rises your supply chain will need to meet this demand. If market demand is increasing faster than your supply chain can fulfil, you might lose market share.
  21. 21. As a result it is not only your adaptability but also </li></ul> the speed to ramp-up your supply chain that counts.<br />Keys for succes are:<br /><ul><li>Increase Supply Chain Visibility
  22. 22. Increase Supply Chain Adaptability
  23. 23. Increase Supply Chain Alignment</li></ul>The question that needs to be asked:<br /><ul><li>Are my organization and Supply Chain ready to </li></ul> ramp-up and what are risks involved?<br />
  24. 24. Content<br />Introduction<br />Challenges<br />Keys for Success<br />Results<br />Approach<br />Coppa<br />
  25. 25. Keys for successSupply Chain Visibility<br />Objective:<br /><ul><li>Increase your organization's ability to be aware of all </li></ul> relevant activities taken place along the <br /> Supply Chain.<br />“The first step in solving a problem is realizing that it is there”<br />
  26. 26. Keys for successSupply Chain Adaptability<br />Objective:<br /><ul><li>Increase your organizations ability to react on up- </li></ul> and downstream Supply Chain changes, while <br /> maintaining the same service levels.<br />
  27. 27. Keys for successSupply Chain Alignment<br />Objective:<br /><ul><li>Establish incentives for key supply chain partners to </li></ul> improve performance of the complete supply chain <br /> and mutually benefit from improvements.<br />
  28. 28. Content<br />Introduction<br />Challenges<br />Keys for Success<br />Results<br />Approach<br />Coppa<br />
  29. 29. Results<br /><ul><li>Increased market share and profitability.
  30. 30. Increased customer service, while maintaining </li></ul> low inventory levels.<br /><ul><li>Lost sales reduction.</li></li></ul><li>Content<br />Introduction<br />Challenges<br />Keys for Success<br />Results<br />Approach<br />Coppa<br />
  31. 31. Approach<br />Prepare<br />Execute<br />
  32. 32. Approach<br />1. Define strategic objectives<br />2. Scan Supply Chain<br />3. Improvement plan<br /> Go/No Go<br />4. Implementation<br /><ul><li>Define scope
  33. 33. Supply Chain Strategy</li></ul>Prepare<br /><ul><li>Interviews
  34. 34. Supply Chain mapping
  35. 35. Risk analysis
  36. 36. Transformation plan
  37. 37. Risk reduction action plan</li></ul>Execute<br /><ul><li>Execution of transformation plan</li></li></ul><li>Content<br />Introduction<br />Challenges<br />Keys for Success<br />Results<br />Approach<br />Coppa<br />
  38. 38. Coppa<br />35 Professionals <br />Sourcing and Supply Chain Management<br />Consultancy, Projects & Interim<br />3 Business units<br /><ul><li>BU Industry
  39. 39. BU Business Services
  40. 40. BU Healthcare</li></ul>2 Expert Areas<br /><ul><li>Supply Chain Innovation
  41. 41. Sourcing Professional services</li></ul>Core Values<br /><ul><li>Professionalism
  42. 42. Ambition
  43. 43. Cooperation
  44. 44. Compassion
  45. 45. Fun</li></li></ul><li>Team<br />Bart Vos, Expert Partner Supply Chain Innovation<br />Background:<br /><ul><li>Professor at the University of Tilburg for the Faculty of Economics and Business.
  46. 46. Taught at Insead and the Technical University of Eindhoven.</li></ul>Bas Bouwman, Partner<br />Education:<br /><ul><li>Radboud Universiteit, Bedrijfskunde;
  47. 47. Stanford University, SCM for global competitiveness;
  48. 48. Harvard Business School, Leading Professional Service Firms.</li></ul>Michael Nieuwboer, Senior Consultant<br />Education:<br /><ul><li>Radboud Universiteit, Bedrijfskunde;
  49. 49. Cranfield University: Supply Chain Management programme;
  50. 50. Certified Supply Chain Professional (CSCP).</li></ul>Marco Verstappen, Senior Consultant<br />Education:<br /><ul><li>TU Delft –Transport and Logistical Engineering;
  51. 51. Erasmus Universiteit – Business Economics;
  52. 52. Certified Supply Chain Professional (CSCP);
  53. 53. Universiteit van Amsterdam – Six Sigma Black Belt.</li></li></ul><li>Client Quotes<br />Supply Chain Engagement – LCC Assembly Set-up in CEE<br />“The Coppa Team worked very hands-on with us, combining vision with determination; their empathy has been crucial in such a delicate project, always offering solid advice how to deliver the required project result…” (Ton van Haaren, Program Director CEE)<br />Procurement Engagement – Global Sourcing<br />“Coppa doesn’t sell you nonsense: when they’re up to the job, they’ll do it. When they can’t, they’re open and honest about it. This kind of sincerity combined with serious results provides a lot of confidence” (Thomas Buijtenhuijs, Director NPR Purchasing)<br />Logistics Engagement – Warehousing Location Search<br />“The project was a very educational process for us too. The results were conclusive and dependable. Our opinion of Coppa was very positive…describing the project result in two words: Spot On!” (Erald Verbruggen, Manager Operations Benelux)<br />
  54. 54. Contact<br />Bas Bouwman<br />Partner<br />GSM: +31 6 51195907<br />E-mail: bas.bouwman@coppa.nl<br />

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