Bill Stankiewicz Jeremyclarke
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Bill Stankiewicz Jeremyclarke

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You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475...

You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475

Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.

Regards,

Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx

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Bill Stankiewicz Jeremyclarke Bill Stankiewicz Jeremyclarke Presentation Transcript

  • LLC LawHi Tech & Electronics Supply Chain European Summit September 2007
  • Creating innovativecustomer centric 3PL & 4PL service contracts & collaborative frameworkswhilst raising profit: realising the elusive "Win-Win"…
  • Focus:• 3PL & 4 PL• Innovation• Customer satisfaction• Increasing Profit• Win-Win• Creative frameworks
  • Our Work… LLC LLC MHE MHE Logistics Logistics £ Private £ Private Equity Equity Comm Corp Comm Corp Corp Comm• MHE • M&A Deals • 3PL & 4PL Procurement Supply Agmts Joint Ventures Outsourcing Outsourcing Partnerships Agency, distribution, TSA franchise Share/Business Sales WSA Investment Agmts IT Agmts T&WSA Share Option Agmts T&W+VASA Checklists IT Agmts
  • LLC’s Contribution…• leveraging negotiating position• Improve ROI• Reduce risk• Grooming for growth/investment/exit• Understand, apply & deliver…
  • Frameworks…• Contracts• Adversarial• Risk averse• Point scoring• Profit focussed• “I-Win” c.f. “Win-Win”
  • Market Backdrop• Services transactional• Margins eroded• Outsourcing growth• Complexity…
  • Variance in demand Order Risk aversion batching processes Time delays Duplication Poor OTIF of activity operating Large Product stockpiles commoditisation Globalisation
  • …Market Backdrop• Services transactional• Margins eroded• Outsourcing growth• Complexity• 25 % dissatisfaction…• Leveraging opportunities
  • Transactional Logistics• Transport • Inventory• Warehousing management• Container handling • LSP selection• Stevedoring • Coordination (4PL)• Shipping • Reverse logistics• Freight forwarding • Parts management• Customs clearance
  • Transactional SLAs & KPIs• Time compression• Service Costs• Service quality• Flow of product• Lower unit cost• Capacity utilisation• OTIF
  • Adding Value…• Project management • Product re-processing• Info management Local sourcing• IT solutions • Packaging reduction• Product customisation • CO2/ case delivered• Compliance (e.g. • RFID support WEE) • Returns logistics• + • +• + • +
  • Adding Value…• Effective processes…• Consumer focussed… ?
  • Framework Roadmap… Open Market Cooperation Coordination Collaboration Negotiations ≈ Price based ≈ Fewer suppliers ≈ Info links ≈ S/C integration ≈ Adversarial ≈ Longer term ≈ WIP links ≈ Joint Planning contracts ≈ EDI Exchange ≈ Technology sharing
  • Collaborative Team’s Objective• Optimise solutions• Product features• Service features• Reduce misalignment• Info flows• Manpower
  • Collaborative Team’s Objectives• Re-align asset utilisation• Diagnose opportunities• Integrated action plan• Pro-active follow-through• Engage in differentiation
  • Collaborative Value Add No 1e.g. postponed customisation@ UK warehouse by 3PL
  • Collaborative Value Add No 2 e.g. on-location spare parts fitting by in-bound transport 3PL
  • Collaborative Value Add No 3e.g. Transport LSP reduces Retail Usercarbon footprint
  • Collaborative Environments… Create a culture of collaborationCreate the opportunity formanagers to think collaboratively Create a framework for collaboration
  • Direction of Collaboration Vertical Collaboration eg transport management• Vertical & External collaboration horizontal (suppliers) collaboration• Holistic - source to External collaboration Internal External Horizontal Collaborative collaboration end-consumer (other organisations) collaboration (competitors) eg transport management• Non-transactional + transactional External collaboration (customers) Source: Adapted from Barratt 2004
  • Plan for collaboration
  • Traditional Frameworks…?• Not the main LSA• Negotiated arm’s length, adversarial• Formal – ITT, contract, renewal/termination• Not geared to “possibilities”• Transactional by nature• Often relatively short term• Risk averse• Transactional SLAs & KPIs c.f. effectiveness• Resource specific & constrained• Traditionally static for term
  • CFAs – a framework for Collaboration• Constitution• Steering committee• Objectives• Contributions• Cost recovery• IP ownership• Liability• + Rules / Code of Practice• + Ops Guidelines
  • Characteristics of CFA’s…• Trust & relationship based• Planned goals• Prescribed participation• Resourced by Sponsor(s)• Shared management• Limited risk & liability
  • Characteristics of CFA’s…• “Own account” participation• Shared responsibility• Multi-party c.f. dual party• Multi-channel communication• Specific outcome applications eg IP• Joint guidelines eg IT
  • Characteristics of CFA’s…• Strategic objectives - possibilities• Reasonable endeavours• Know-how sharing• Confidential• Shared benefits & rewards• Long term• Dynamic & flexible
  • Characteristics of CFA’s…• Competition compliant & enhancing• Non-solicitation codes• Data protection• Non-binding & Binding + dispute ADR• Expulsion eg code breach• Exclusion of agency, joint venture & partnership law• Process & Consumer focussed c.f. cost
  • Collaborative Value Add No 4• ASN advance shipment • RF communications (wireless notification LAN)• Automated storage & retrieval • Electronic market places systems (AS / RS) • Extranets• Electronic data interchange (EDI) • Intranets• XML / EDI • Satellite communications• Bar coding technology• RFID tags • Decision support systems (DSS,• Voice input services data warehousing)• Portal technologies • Warehouse management systems• Internet applications • etc…e.g. pooled IT applicationssourced from participants…
  • Conventional Contract vs CFA… Conventional Contract - LSA, TSA, WSA etc CFA’s …some outcomes extend LSA
  • Mission of S/C Collaboration• Sponsor’s competitive advantage• Customer focussed• Improved processes
  • Non-CollaborationIndirect: Direct:• EU WTD • De-selected from bidder• WEE Directive list• Congestion charges • Profit / margin erosion• Loading restrictions • Loss of business• H&S compliance • No investors, sale or exit• Price of fuel• Driver shortages• Insurance premiums• Poor asset utilisation• Environmental
  • vs Collaboration… Upside: • Relationships reinforced • best practice spread • Contracts & business grows • Profits increase • Value grows – business, investor & exit • “Win-Win” not “I-Win”
  • Creating innovativecustomer centric 3PL & 4PL service contracts & collaborative frameworkswhilst raising profit: realising the elusive "Win-Win"…