Five Strategies for Making    Manufacturing Pay                Louis Columbus                Cincom Systems
Speed Is New The PlatformAre passionate about improving the accuracy andspeed of Demand ManagementManaging variability in ...
Are passionate about improving the accuracy     and speed of Demand Management
Strong Focus On Analytics And An Effort To Continually   Improve Permeate Highest Performing Companies
Dashboards: Less is more(6 metrics total, all measuring collaboration)
Managing variability in their supply chains        using Demand Planning
Reducing manufacturing costs by coordinating      Demand Management and Quality
Obsessed with QualityEnergized with the vision of seeingtheir products last decades longerthan anyone predictedCredit: NAS...
GKN AerospaceResults Achieved:•   50 percent reduction in Total Cost of    Ownership (TCO) of enterprise    system•   $25-...
Increasing profitability by knowing which deals to take
Increasing profits by knowing which deals to take                        Input:                         RFPs,             ...
Increasing profits by knowing which deals to take                   Input:                    RFPs,                Contrac...
Drive down cycle times by continually improving the Sales &           Operations Planning Process (S&OP)
Best Practice: Making Sales & Operations Planning (S&OP) and Demand Planning Strategic with a 3 to 5 yr. horizon
The S&OP Process At BoeingSources: WSJ, Purchasing.com, AMR Research
Launch Sequence Making Manufacturing PayAre passionate about improving the accuracy and speed of DemandManagementManaging ...
Thank You
For more information visit:              http://erp.cincom.com/              lcolumbus@cincom.com                         ...
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5 Strategies for Making Manufacturing Pay: How GKN Aerospace Cut $25 million in six months

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Check out the slides from the webinar, "Making Manufacturing Pay." This webinar reveals how manufacturers can become competitive again by simplifying complexity and:

Improving response to market demand
Better managing variability in the supply chain
Reducing manufacturing costs
Increasing profitability
Improving competitive advantage
View the webinar on-demand: http://forms.cincom.com/CMUS1204050

Presented by Louis Columbus @LouisColumbus

Published in: Business, Technology
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  • Lessons Supplier readiness Organizational changePractices Segmentation Platform design Digital prototypes
  • 5 Strategies for Making Manufacturing Pay: How GKN Aerospace Cut $25 million in six months

    1. 1. Five Strategies for Making Manufacturing Pay Louis Columbus Cincom Systems
    2. 2. Speed Is New The PlatformAre passionate about improving the accuracy andspeed of Demand ManagementManaging variability in their supply chains forcompetitive advantageReducing manufacturing costs by coordinatingDemand Management and QualityIncreasing profitability by knowing which deals to takeDrive down cycle times by continually improving theSales & Operations Planning Process (S&OP)
    3. 3. Are passionate about improving the accuracy and speed of Demand Management
    4. 4. Strong Focus On Analytics And An Effort To Continually Improve Permeate Highest Performing Companies
    5. 5. Dashboards: Less is more(6 metrics total, all measuring collaboration)
    6. 6. Managing variability in their supply chains using Demand Planning
    7. 7. Reducing manufacturing costs by coordinating Demand Management and Quality
    8. 8. Obsessed with QualityEnergized with the vision of seeingtheir products last decades longerthan anyone predictedCredit: NASA/JPL-Caltech)
    9. 9. GKN AerospaceResults Achieved:• 50 percent reduction in Total Cost of Ownership (TCO) of enterprise system• $25-million reduction in inventory investment in the first six months• 42 percent increase in inventory turns• 38 percent reduction in cycle time, improved electronic collaboration with key customers and more.
    10. 10. Increasing profitability by knowing which deals to take
    11. 11. Increasing profits by knowing which deals to take Input: RFPs, Contracts Orders Margins Finding Competitive Advantage Output: Products and Services Massive Lost Lack of knowledge Overcommitments lead to Lack of profitability Lack of agility transfer from lost sales and customers project and flexibility in engineering to project Manual, fragmented Inconsistent & Massive time due to lack ofselection and responding to management & Sales processes driving conflicting SLA drains due to accuracy onprioritization quotes, bids change orders slows bids, estimates suboptimal decisions performance & chaotic bidding, based on and pricing and ECNs in a and contracts to a leading to lost compliance estimating and profitability timely manner crawl opportunities contract mgmt. llifecycle
    12. 12. Increasing profits by knowing which deals to take Input: RFPs, Contracts Orders Margins Funding Competitive Advantage Output: Products and Services Higher Customer Satisfaction 50%+ Levels increase in 2X increase in leading to 34% 34% increase in greater project 4X reduction in 67% 54% increase in contract closure increase in SLA profitscompletion ECNs; reduction perfect order rates; 58% quoting & performancerate, under consolidation in quoting performance increase in pricing and 25%budget and of product and order profitability from accuracy reduction inon schedule changes rework better clause compliance management costs
    13. 13. Drive down cycle times by continually improving the Sales & Operations Planning Process (S&OP)
    14. 14. Best Practice: Making Sales & Operations Planning (S&OP) and Demand Planning Strategic with a 3 to 5 yr. horizon
    15. 15. The S&OP Process At BoeingSources: WSJ, Purchasing.com, AMR Research
    16. 16. Launch Sequence Making Manufacturing PayAre passionate about improving the accuracy and speed of DemandManagementManaging variability in their supply chains for competitive advantageReducing manufacturing costs by coordinatingDemand Management and QualityIncreasing profitability by knowing which deals to takeDrive down cycle times by continually improving the Sales & OperationsPlanning Process (S&OP)
    17. 17. Thank You
    18. 18. For more information visit: http://erp.cincom.com/ lcolumbus@cincom.com 2012 Cincom Systems, Inc. All Rights Reserved Developed in the U.S.A.CINCOM, the Quadrant Logo, and Simplification Through Innovation are registered trademarks of Cincom Systems, Inc. All other trademarks belong to their respective companies.
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