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EBI Presentation 2011
 

EBI Presentation 2011

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    EBI Presentation 2011 EBI Presentation 2011 Presentation Transcript

    • EBI Your partner for all Strategy, Supply Chain & Change PRESENTATION solutions MAY 15TH, 2011 CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of Executive BusinessIntelligence Pte. Ltd. is strictly prohibited EXECUTIVE BUSINESS INTELLIGENCE
    • EBI: Our expertise and realizationsEBI’s Mission:Our team of practitioners uses a personalized approach to achieve its mission to:o Advise and integrate innovative value-added solutionso Encourage the development of its resources through collaboration, ongoing competency improvement, and involvement in the organizations day-to-day operationso Develop a unique partnership with clients, based on quality, innovative and personalized serviceso Ensure we transfer our best practice knowledge to ensure that all processes and systems are in line with current and future global standards Our business is to support your businessNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 2
    • Our strategy and change solutions are focused around five key areas To inject into your team the core expertise  Determining where and how to invest required to keep the high standards you resources and leadership attention demand INTERIM BUSINESS RESOURCES STRATEGY MAXIMISE VALUE Determining the best  Designing and Technology possibilities TECHNOLOGY OPERATIONS implementing successful and realities of technology operating models STRATEGY STRATEGY ORGANIZATION CHANGE MANAGEMENT STRATEGY  Building the change architecture and organizing the people enablers November 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 3
    • The Five service areas of EBI ensure an end-to-end service model for its clients. Business Strategy Operations Change Technology Interim Resources Strategy Management Assist clients to move Assist clients to ensure Assist clients with Assist clients with To inject into your from issue to that their Supply Chain implementing a implementing & using team the core outcome, with speed, runs at maximum company culture the right IT solutions expertise required to certainty, and strategic efficiency and at which is constantly for their business keep the high focus. minimum costs adaptable to new standards you demand directions. • Analytics • Supply Chain strategy • Change management • Dashboard – KPI • Rapid Reaction Team • Business process • Stress test • Management • Modernization & • Interim Management management • Cost analysis Information Systems & Optimization • Organizational structure • Operational Excellence • Network Modeling & Control • Delivery & sourcing review • Process & Innovation Simulation • Business process systems • Talent & Organization Performance • Supply Chain planning & improvement • CAST Performance • Customer Relationship optimization • Stakeholder • Warehouse management • Database of 650 Management • (New) Facility design Management Systems practitioners  Performance • Sustainability & Go- • Modernization & • Complaint Management Management Green Optimization systems  Strategic and Program • Transport Planning &  Communications Planning optimization Strategy  Finance & Performance • Raw Material management Management  Management • Educate, train, facilitate Dashboard/ Scorecard and implement up-to-  Business Intelligence date best practice proceduresNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 4
    • EBI uses the six sigma DMAIC process as standard approach for its projects. Define Define Project Document Processes Control Control the process with Measure how well existing process really Measure statistical fulfils existing customer methods. needs Analyze process data & main Improve & optimize causes of defects / issues and processes determine possible areas of improvement / gaps Improve AnalyzeNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 5
    • Our offices are spread across Europe, Asia & the Middle East ensuring close proximity to our clients. London Paris Bangkok Dubai Singapore Head Office Offices Associate PartnersNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 6
    • The relevance of Supply Chains to Businesses has become far greater in recent years Some Reasons: • Globalisation/Expansion Trade is Irreversible. • Higher Expectations and Demands by Customers. • Inefficient Supply Chains result in poor customer service and weaker financial results • Companies Compete with Their Supply Chains • Supply Chains Getting increasingly more complex • More focus on order to cash cycle • McKinsey estimates 85% of world’s GDP will be sold across int’l borders within 20 yearsNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 7
    • Common supply chain problems at customers show the importance of proper Supply Chain management • Lack of relevant SCM metrics: How to measure responsiveness? • How to measure efficiency, costs, worker performance, etc? • Poor inventory status information • Transaction errors & Misplaced inventory. • Information delays, dated information, incompatible information systems • Spoilage & theft. • Product quality and yield • Lack of visibility in Supply Chains – Do you know the inventory your distribution centers hold? – Do you know the inventory your fellow retailer holds? • Poor delivery status information • Not knowing the order status • Poor IT design • Unreliable, duplicate data • Security problems: too much or too little • Ignoring uncertainties • “The flight from uncertainty and ambiguity is so motivated that we often create pseudo certainty. (source: Nitin Nohra, HBR February 2006 issue, p.40.) • Internal customer discrimination • Giving lower priority to internal customers than external customers • Poor integration • Elusive inventory costs • Accounting systems do not capture opportunity costs • SC-insensitive product designNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 8
    • Supply Chain Optimization as key success factor for companies Area for review: To optimize storage sites and logistics processes in order to reach world-class standard Typical Project Requests: o Storage site design & optimization  Site assessment and capacity diagnosis  Storage site design and optimization (MP, WIP, PF, MRO, etc.)  Applicable technologies selection o Optimization of logistics processes  Diagnosis of logistics operations using in depth analysis  Optimization and reengineering of processes  Development and implementation of labour standards  Optimization of product positioning (slotting) Tools: o Diagnosis: Analytics, Dashboards, Auditing o Drawing: AutoCAD o Simulations: CAST DPM & CLASS (Warehouse Simulation)November 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 9
    • (New) Facility Design best practice is key in optimizing the supply chain and maintaining a low cost basis Area of review: To assist our customers in getting world-class buildings and facilities optimised for their individual requirements Our consultants have experience in designing facilities for both warehouse and transport operations to ensure a safe and environmentally friendly workplace which is also cost effective to operate and provide maximum efficiency and flexibility. We have successfully designed and implemented Distribution Centres of up to 60,000 square meters, including Internal fit out, mechanical handling equipment and fully automated systems. Capability for delivery of Turn-Key Solutions and management of multiple contractors. • Green-Field or site improvements • Data Analysis to confirm sizing etc • “Floor Up” Design evaluations • Internal Fit Out: • Racking evaluation and design • M.H.E. • Conveyors and sortation equipment • Operational office layout • Lighting • Safety equipmentNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 10
    • There are many different areas in (New) Facility Design that need to be taken into consideration EBI / Customer/ Contractor Joint Project Team Our Consultants are experts in considering all factors in new warehouse designs such as: • Capacity • Future use flexibility • Pedestrian access • Special needs maximization • Goods vehicle and walkways • Staff movement • Communications parking • Piling • Staff vehicle access • Construction costs • Government • Plot coverage • Staff welfare • Construction regulations • Pillar positions • ISO & GMP timescale • Green image • Power locations • Storage equipment • Corporate standards • Culture & religion • Health & Safety • Power usage • Sustainability • Customer • Hygiene • Prevailing weather • Temperature requirements • IT Systems • Process flows regulation • Damage limitation • Integration of • Product flows • Transport • Driver movement handling equipment • Product protection management plan control • Location & Aspect • • Vulnerable traffic • Durability Productivity • Environmental • Low cost lighting management • Vehicle access, factors • Maintenance and • Risk protection egress and parking • Fire protection upkeep • Seasonality factors • Ventilation • Floor flatness • Natural lighting • Visitor movement • Security & CCTV • Floor strength • Peak handling control Strength in Operations from Secure FoundationsNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 11
    • Appendix I PARTNER IN MIDDLE EASTNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 12
    • Our Associate partner in Dubai - Logistixware Logistixware specializes in supply chain and logistics - consulting, software solutions, systems integration and performance analysis. In today’s complex supply chain environments, Logistixware understands the challenges and provides its clients with solutions keeping their unique needs in mind. Logistixware’s business model is based on successfully leveraging our association with internationally renowned partners such as Manhattan Associates, Cubiscan, Psion Teklogix, Symbol.. for supply chain execution solutions to ultimately provide its customers a fulfilling experience using world-class technology solutions with a local flair. Headquartered in Dubai, Logistixware covers projects in the region encompassing the GCC (UAE, Qatar, Saudi Arabia, Oman, Bahrain and Kuwait) and the greater Middle East. Logistixware Customers Mr. Hemal Shah MBA hemalshah@logistixware.biz www.logistixware.biz P O Box 2 Dubai, United Arab Emirates Tel: + 971 4 3311605 Fax: + 971 4 3317088 info@logistixware.bizNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 13
    • Appendix II SAMPLE OPERATIONAL ASSESSMENT TOOLSNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 14
    • Sample Operational Assessment Tools -1 Assessment Overview Checklist The purpose of this overview is to define the The detailed Operational Assessment checklist contains 8 steps required for conducting Operational chapters split in 29 sub chapters with a total of 700 questions. Assessments on Logistics warehouse sites. The Operational Assessments will look at various components such as Safety, Health, Environment, Operations, Performance, Systems, People, Finance, and Risk Management. Audit Sample scope of Operational Assessment : Safety, Health, and Environment Operations People Environment Inbound Communication Audit Facility Infrastructure Outbound Training Safety Inventory Management Qualification The Audit Summary will show the overall score per chapter/sub- Security Returns Management Attendance / Retention chapter, including a spider-web graph for visual understanding. MHE & Pallets Housekeeping Health & Safety Policy 15 Material Storage & Handling Office Finance Performance Additional Services Budget & Margin KPI’s Transportation Debit & Credit Continuous Improvement Value-added Services Best Practice Risk Management Customer Relation Systems Contingency Plan WMS Operational Assessment Network LegalNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE
    • Sample Operational Assessment Tools -2 Rating System Documentation Review A binary rating system will be used to complete the Example of documents (procedures, work instructions, records etc) Operational Assessment form. For each topic of the which will be reviewed during the Operational Assessment. Operational Assessment checklist, the auditor will assign a rating: either 1 or 0, depending on whether Minutes of meeting, both internal and external (with Roles & the site satisfies the criteria in question. The ratings Responsibilities / job description documents will be used in trend analysis and total performance calculation. Safety, Health, and Should an area mentioned in the Operational Environment Operations SOPs (min. Inbound, Outbound, Systems Sample manual processing Assessment form be irrelevant for the Assessed site, Safety Training Manual Cycle Count) Inventory check results / forms the auditor has to indicate a ‘NA’ so that this Accident Records variance reports (in case WMS fails) Fire Certificate Records of exception handling component will not be taken into account when Equipment Insurance Certificate Finance calculating the performance. MHE Safety Operating Certificate Additional Services Contract MHE Maintenance records Transport delivery schedule Operating Budget MHE checklist Vehicle maintenance forms Billing SOP MHE downtime log Driver’s checklist SOP / Work Instruction for ESD handling instruction Value-added services Risk Management Contract (max liability clause, SLA etc) Performance People Operating licenses Proof of Operational KPI Reports (QBR etc) Organization chart Assessments (forms) Records of staff attendance/absenteeism & Records of corrective action turnover plan Continuous improvement / Business Continuity Plan / best practice example HR Manual Emergency Response plan Manual back-up plan Health & Safety Policy (sample forms)November 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE 16
    • Sample Operational Assessment Tools -3 Detailed Checklist Detailed Checklist In addition to the binary rating system, the auditor is The idea behind the “Green the Wheel” principle is to use a very encouraged to document the observations made during visual method to give the status of a project, sector or anything the Operational Assessment: Detailed Operational else. The simple goal is to get all boxes colour green… Assessment Checklist. Each section will be colour Green if the corresponding Operational Assessment Findings including Best chapter/sub-chapter scores above 85%, Yellow (low risk) if Practices & Recommendations. between 60%-85% and Red (high risk) if below 60%. Recommendations Consolidation Report Operational Assessment Findings including Best Consolidated summary report / graphs assist to visualize the weak Practices & Recommendations. area for improvementNovember 14, 2011 EXECUTIVE BUSINESS INTELLIGENCE Consolidation