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Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
Chemical Supply Chain
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Chemical Supply Chain

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Achieving standardization …

Achieving standardization
of Supply Chain Processes
to increase ‘‘end to end’’
transparency and decrease
costs

By Peter Devos

LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.

Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.

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  • 1. Düsseldorf April 21, 2010 Achieving standardizationof Supply Chain Processes to increase ‘end to end’transparency and decrease costs Peter DevosBusiness Process Competence Dir. Monsanto Europe 1
  • 2. MONSANTOTHE COMPANY AT A GLANCE 2
  • 3. Monsanto is an Agricultural CompanyCrop Protection: Seeds: Corn, Soy, Rape, Cotton, RoundUp Vegetables “According to the UN, by 2050 the world needs todouble its food productionto feed 9.3 billion people” Technology : “Monsanto is committed todouble yield of corn, soy and RoundUp Ready, cotton by 2030” SmartStax -Hugh Grant, Monsanto CEO 3
  • 4. Monsanto Factsheet 4
  • 5. Production Sites Crop Protection Site Vegetable Seeds Site Row Crops Seed Site161 Production Sites35 Countries 5
  • 6. SUPPLY CHAIN PROCESSMANAGEMENT 6
  • 7. Supply Chain Process ManagementA Process is the way your supply chain people are executing their daily job supported by IT- tools Process Technology People Page 7 7
  • 8. Supply Chain Process ManagementThe Quality of a supply chain organization is determined by the quality of execution of its business processes Process Quality & Productivity Technology People Page 8 8
  • 9. Supply Chain Process Management CEO to SC Manager: The risk: a rigid process embedded in a resistent Deliver my customers Now!!!! organization without innovative thinking Process - Org with resistance to Change - Lack of SC Agility - Reduced Scalability - Lack of leverage Quality & ProductivityTechnology People Page 9 9
  • 10. Renewed focus around Process Mgt• Process Mgt is a way to prepare for the Economic Upturn – Status Quo is not acceptable• Reorganizational pressures – Do more with less people (= different from working harder) – Leverage existing people skills by new process & IT- tools – Align Roles & Resp – process ownership• More awareness that Supply Chain performance is driven by process mgt Page 10 10
  • 11. SUPPLY CHAIN PROCESSMANAGEMENT BUSINESS CASE 11
  • 12. Supply Chain Improvement• Costs - WC• Quality Information Management within your Business Process• Volume• Inventory Visibility Transparency• Compliance Information Reliability• Risk Mgt Page 12 12
  • 13. Process Improvement: where to start? Business ITSupply Chainneeds fast & agile Process & Cost ICT need to cut Improvementsresponses & costs & needprocesses to serve longer leadtimesthe more Technical to cope withdemanding innovation Requirementscustomers Miaow ?? ROCK HARDPLATE Wuff ?? 13
  • 14. Process Improvement @ Monsanto Business ITSupply Chainneeds fast & agile Process & Cost ICT need to cut EMEA Improvementsresponses & costs & need Businessprocesses to serve longer leadtimes Processthe more Technical to cope with Competence Centerdemanding innovation Requirementscustomers 14
  • 15. Process Improvement: Monsanto case Roles Responsibility • Std Process solutions • Tech Designs EMEA • Crossfunct. views Business Process • Std process mappingsCompetence • Lean – Six sigma Center • Power user Training • KPI’s - dashboards • Reporting - analysis • Data transparency • master data mgt • process parameters 15
  • 16. Some examples1. Crossfunctional workshops around Business Process Improvement ‘Streamline execution of business processes” AS-IS * TO BE Process mappings People “on boarding” work as “owners” for change Install smarter business processes to make cost reductions sustainable Create ownership for the “end result” Encourage crossfunctional process thinking Map systems within business process 16
  • 17. Some examples2. Installation of a standard DRP process accross EMEA DRP Process orchestration Standardized delivery process Logistics Costs tranparency & Cost savings Process automation Improved inventory prepositioning 17
  • 18. Some examples3. Installation of central business dashboards: easy accessibleCommon SC process & master data => full business data transparencyDaily order, inventory, business trackingRight business decisionsStandard business process mgt => Agility 18
  • 19. Conclusions• Process Management is a survival need in the current business climate• Process Management goes beyond six-sigma, lean and IT-tools• Process Management is working smarter versus competition, not working harder• Process improvement is not new, it’s a race without a finish. ⇒ I wish you all the best with your process improvement endeavours Page 19 19
  • 20. Q&A Page 20 20

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