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    Supply chain management  june10 Supply chain management june10 Document Transcript

    • This supplement is an independent publication from Raconteur Media twitter.com/raconteurmedia June 10, 2010 SUPPLY CHAIN MANAGEMENT Driving value through the supply chain “may be doing their first production run a long way from home, but their top-up runs much closer to home, mainly in Eastern Europe”. “There are a lot of issues around de- oVERVIEW Achieving competitive advantage is now demand is now seen by many to be not longer lead-times. There is ris- mand planning, production planning, more valuable than price alone. ing anecdotal evidence of companies timing of acceptance of stock, getting a delicate balance between seeking best value One significant development that reconsidering their sourcing strate- it into the store and selling it through,” and managing complex risks within the supply has occurred over recent months is gies, with some moving manufactur- he says. “There are signs that some the move by shipping lines to moth- ing back closer to Western markets. companies have found that the costs chain. Nick Allen reports ball fast but fuel-hungry container “Buyers are looking for shorter pro- of getting it wrong are too high and vessels – built for rushing Chinese duction runs and they are looking they are starting to outweigh the ben- T goods to the United States – utilis- for flexibility,” says Stephen Rinsler efits of lower manufacturing costs. If he quest to deliver greater cally increased supply-chain risk. ing instead slower moving, larger and of Bisham Consulting. “The problem you want smaller quantities, because value to the customer has Longer lead-times require greater more economic container ships. The with long supply chains is that they you want to change your stores much sent Western companies to investment in inventory and cor- net result is an extra few days on the are not flexible. A retailer of electri- more frequently, you need to be much distant locations in search porate brands are now exposed to lead-time for goods arriving from the cal units may have one technology in closer to home. Only then are you able of low-cost goods. Stretching sup- increased risks from their suppliers. Far East. This may not sound a great store, another on the water and yet to cope with the change in design, pat- ply chains across the globe to low- The recession has highlighted deal, but holding inventory for even another technology in production. tern, colour, and specifications needed wage economies, such as China a number of these risks and has a few days more can add to costs and What happens if the first technology for fast-changing markets, such as and India, has brought an influx caused many to re-evaluate the way impact responsiveness. doesn’t sell too well?” with technology goods.” of cheap goods. But the complex- they run their supply chains. Flex- In uncertain times procurement According to Mr Rinsler, there is ity of distant sourcing has dramati- ibility to respond quickly to market professionals want greater flexibility, some evidence that a growing number continued on page three
    • Allport has helped Pets at Home come on in leaps and bounds Pets at Home is the UK’s leading pet care Home’s supply chain, building enterprise solutions So if you would like to find out more about the retailer, providing pet lovers with thousands of such as finance tools, ready reckoners and vendor total visibility and competitive advantage provided products for their dogs, cats, birds, fish and other performance measures. In the words of Logistics by our award winning supply chain management animals. The company is still growing fast, with Director Phil Hackney: “Allport’s approach has team, then go to: a clear strategy to go on expanding - with more certainly been a keen enabler to success.” www.allport.co.uk/scm stores, more products and a global supply chain to What Allport are doing for Pets at Home, we can help make it all happen. or drop an email to paul.kelly@allport.co.uk do for you. Already three of the top four That was the brief for Allport - the UK’s supermarkets use us, as well as many high street leading independent freight forwarder. The result retail giants and some of the biggest names in the has been an on-going transformation of Pets at fashion industry. www.allport.co.uk S u p p l y c h a i n S o l u t i o n S t h a t h E l p y o u G R o W
    • SUPPLY CHAIN MANAGEMENT 3 INSIDE continued from page one the electronics sector seems set to have an influence on the way many (UKWA), says: “The need to drive cost out of the supply chain is often demands to comply with a growing number of standards. But things are DILEMMA industrial sectors will monitor sup- cited as a major reason for using changing for the better. 4 Delivering the goods Elizabeth Tyrrell, business develop- pliers concerning CSR risk. At the third-party logistics service pro- The UK Environment Agency has Spending on roads slips down ment director at upmarket gift com- beginning of March, Achilles and viders. However, perhaps a better just approved CEMARS, the chosen the agenda pany, Basket2U.com, highlights the the Global e-Sustainability Initiative reason for engaging outside experts certification standard of Achilles And volcanic ash means no sushi dilemma facing many companies. (GeSI) signed a memorandum of is the in-depth knowledge, flexibil- carbonReduction programme, as “Presentation is absolutely critical for understanding to set a new three- ity and added value that a specialist an early-action metric or measure- 6 Managing risk us. With our latest range of newborn year strategic plan to drive forward contractor can provide. In short, as ment in the CRC Energy Efficiency baby gifts, we wanted to respond to the Electronics Tool for Accountable well as helping companies to achieve Scheme. It is the only programme in How companies cope with the market demands for a top-quality gift Supply Chains (E-TASC). Subscrib- significant cost savings, a good serv- the UK with a standard that provides unexpected and the unpredictable box to sit alongside our established ers enter details of how their supply ice provider will enable a business certification to ISO14064 Part 1, is luxury baby baskets. Sourcing a box facilities manage and reduce their to enjoy shorter order cycles, better government-approved and is recog- 7 Insuring the supply chain from the Far East would offer the labour, social and ethical, environ- customer service and improved all- nised in major global economies. Taking out insurance can make a lowest unit price but lead-times were mental, and health and safety risks, round business efficiency.” business a better bet for the bank three months,” she says. “We wanted and share the information, through Another concern for corporate en- CERTIFICATION to capture early market positioning the online tool, with their customers. tities is the resurgence of interest in By attaining CEMARS certification, 8 Shop till you drop with the packaging concept and test In this way they drive continuous carbon management within the sup- companies will have verified infor- acceptance of the product without improvement in the supply chain. ply chain. Buyers are now increasingly mation that can be submitted with So many ways of shopping pose committing to large production runs. looking to source confidence for their CRC reporting challenges for retailers We needed to launch the range in two from suppliers and, with no additional work or cost, 10 A question of finance weeks, not three months time, and we wanted to check that the foil block- Flexibility is more that are actively in- volved in measur- have the opportunity to achieve the early-action metric. Furthermore, for Industry experts engage in a ing of our logo was reflective of our valuable to us than ing and controlling companies that operate globally, they roundtable Q&A brand image. So it made sense to go their carbon emis- can apply CEMARS to all operations, for a short run from a UK manufac- simple unit cost. It allows sions. According to which will fulfil UK legislative re- 12 How to keep the cash turer, even though the cost per unit a report just pub- quirements on carbon consumption flowing was higher, and then source bulk or- ders from the Far East once the prod- us to keep one step ahead lished by manage- ment consultancy, while being in line with emerging in- ternational standards. Buyers want more time to pay while suppliers need prompt payment uct was proven in the market. That flexibility is more valuable to us than of the competition AT Kearney, 6 per cent of leading Perhaps the greatest contributor to carbon emissions within most supply simple unit cost. It allows us to keep companies already chains is transport. Vehicle manufac- 14 Technology tips one step ahead of the competition.” Although E-TASC has been used deselect suppliers who fail to manage turers are making significant efforts Supply chains stretching around the A major consideration for buying extensively by the electronics in- carbon and 56 per cent are commit- to reduce fuel usage by introducing organisations sourcing from suppliers dustry since 2007, with more than ted to do so in the future. Some also sympathetic designs. Trailer manufac- world need tracking in distant locations is the potential for 1,000 supply facilities on the system indicated that they intend to develop turer Schmitz Cargobull has recently And public sector procurement is exposure to risks related to Corporate and over 50 global brands now sub- contracts which require improved car- introduced a range of trailers with a centre stage as cutbacks begin Social Responsibility (CSR). Business scribing, the new agreement puts it bon management. These companies lightweight steel roof which allows ethics are now an issue. in a strong position to be adopted are choosing to take such steps ahead the overall weight of the trailer to be Damage to corporate reputation by other industries for managing of regulation because they make good reduced, thereby significantly reduc- and brand are central concerns for CSR compliance globally. business sense. However, regulation on ing fuel consumption on a typical businesses operating in a global carbon usage is already upon us. journey. Initiatives such as this will market. How a company behaves in OUTSOURCE From April 1, some 5,000 UK become increasingly important as one part of the world can have huge Boardroom awareness of the com- companies were required by new companies search for ways of reducing Editor ramifications on how its reputation petitive advantage a considered, legislation to register for the Carbon their carbon footprint in order to hit Peter Archer and brand are perceived in another. well-planned and efficiently execut- Reduction Commitment (CRC) their carbon reduction targets. Ensur- And nowhere is this more impor- ed supply chain delivers is leading Energy Efficiency Scheme, commit- ing full utilisation of the vehicle, avoid- Contributors tant than in how an enterprise many to outsource this increasingly ting them to submit an information ing empty running and smarter route Steve Agg sources its products and services. complex function. Roger Williams, statement on their carbon usage. planning will all play a part in reduc- Nick Allen In recent weeks a significant col- chief executive of the United King- Many organisations operating on an ing footprints and, importantly, will Peter Archer laborative initiative from within dom Warehousing Association international basis are perplexed by help drive value in the supply chain. Ron Condon Iain Martin James Silver Publisher Jamie Simon Production manager Fabiana Abreu Design Shipping lines Hervé Boinay are mothballing faster but fuel- Published in association with: hungry vessels and using slower container ships For more information about Raconteur Media publications in The Times and The Sunday Times, please contact Freddie Ossberg T: 020 7033 2100 E: info@raconteurmedia.co.uk W: www.raconteurmedia.co.uk twitter.com/raconteurmedia The information contained in this publication © F1 Online/Rex Features has been obtained from sources the proprietors believe to be correct. However, no legal liability can be accepted for any errors. No part of this publication may be reproduced without the prior consent of the Publisher. © RACONTEUR MEDIA
    • 4 SUPPLY CHAIN MANAGEMENT Delivering the goods Mr Hammond has also ruled at how it raises the revenue that it review of transport taxation across out the prospects of road pricing needs from both the motorist and the board is long overdue. being introduced in this Parlia- the road transport industry. As I have said, the logistics and ment, despite the growing con- The time has surely come for transport sector is smart, innova- come what may viction of many industry groups government to listen with attentive tive and efficient, and it will contin- that it is a sensible way forward. ears to arguments for an equitable ue to deliver the goods come what It seems clear that we must find a taxation system which is capable of may. And while we recognise the new way of raising funds for any distinguishing between the needs Government’s problems, the fact additional road capacity and road of users-of-choice and those of is that we could do so much better TRANSpoRT The new coalition Government faces tough pricing is thought by many to be necessity as well as, of course, ad- with a little more help. a potential option. On the subject dressing the structural disadvan- choices over cutting public spending and, according of taxation and the raising of rev- tages that the UK transport op- Steve Agg is chief executive of the to Steve Agg, investment in transport networks is enues, perhaps our new Govern- erators face when competing with Chartered Institute of Logistics and ment, with its stated commitment their neighbours from other Euro- Transport which represents some unlikely to be at the top of the agenda to “fairness”, will take a fresh look pean countries. Yes, a fundamental 19,000 professionals T he likely low priority of can be delivered efficiently and eco- On route to government spending on nomically. The British Chambers of becoming transport and logistics is Commerce has estimated that road part of the bad news for an industry congestion is costing the economy transport which turns over £75 billion a year, some £23 billion a year. Investment network employs 2.3 million people, and is of in the network is both essential for absolute importance to the operation our economy and for our environ- of the economy and the needs of the ment; the roads need to be open population. If you have it then it has and well-maintained for the UK to certainly travelled on a lorry or a train do business, and congestion does or a boat or a plane and most likely a nothing for air pollution and car- combination of some or all of these. bon-dioxide emission levels. Of course, given their innovative Quite rightly the new Secretary and can-do nature, the logistics and of State for Transport, Phil Ham- transport professionals will contin- mond, has declared that he will ue to deliver the goods. But, as the “sweat the assets” of roads by im- nation recovers from recession, and proving traffic information, quick- we once again see increasing traffic er clear-up of accidents and max- © Bruce Wiliams/Rex Features levels, as we move more people and imising the capacity utilisation of freight, we are sure to see increased the current network. Amen to that. congestion, and the increasing But it seems certain that there will waste of man-hours and money be little funding available for the which inevitably accompanies it. construction of new road capacity; As a whole, UK industry cries spending on roads is a soft target out for improvement in the road for the dreaded “cuts” in that it does network so that goods and services not hit individual taxpayers. Volcanic ash means no sushi No wonder then that, when an Icelandic volcano, dormant since 1823 near the Eyjafjallajoekull gla- cier, erupted on April 14, sending a If the butterfly effect refers to the theory that the flutter of a butter- fly’s wings might create tiny atmos- pheric changes that may ultimately coNTINgENcy plANNINg plume of ash into the atmosphere, alter the course of a tornado thou- leading to the closure of swathes of sands of miles away, 2010’s Icelan- Supply chain event Threat to European airspace for seven days, the dic volcano might be viewed as a management is all airspace: global sushi supply chain was badly sort of butterfly effect in reverse. A volcanic ash disrupted. At the height of the crisis, major faraway natural event rippled very well but there are grounded April 18, there were just 5,204 flights out to cause thousands of small dis- some things you just freight as well in Europe compared with 24,965 on ruptions across the world. Prime cannot plan for, no as passenger the same day a week earlier. Exports ministers and heads of states could flights of Norwegian salmon to Taiwan not attend the funeral of the Polish matter how much risk dropped by up to 20 per cent, for ex- President Lech Kaczynski, who had assessment you do, as ample, forcing Taipei’s largest chain, been killed just a few days earlier in Sushi Express Co, which imports an air crash; families found them- James Silver reports three to five tonnes of salmon daily, selves stranded on holiday; sushi- to switch to Canadian and Australian addicts in London had to make do alternatives. In Malaysia, the price with tuna sandwiches. W ith its dependence on for fresh salmon more than doubled Effective supply chain event fresh fish, few businesses to US$16 per kilo. management gauges the risk of all have as complex and Leading UK sushi chain itsu de- conceivable events and factors that finely-calibrated supply chains as clined to comment on how the Ey- can disrupt a supply chain. Every- the sushi trade. The journey from jafjallajoekull eruption impacted day risks can be screened out and fisherman’s net to chef’s blade can on their supply chain; itsu’s rival contingency plans woven in. Some be tortuous, often clocking up sev- YO! Sushi claimed that that they events fall into the category of un- eral thousand air miles. As a rule had not been affected. However, a likely, but foreseeable: if you have sushi restaurants dislike discussing customer who visited a City branch goods on a vessel passing through their Godzilla-size carbon footprint, of itsu during the flight ban was the Gulf of Aden or the Somali Ba- which made it all the more eyebrow- informed that tuna sashimi was off sin, it is entirely possible that that raising when the boss of one top the menu because of the volcanic ship may be hijacked by pirates. New York chain recently revealed ash cloud. A subsequent conversa- After all, in 2009 there were some © KPA/Zuma/Rex Features that the bluefin tuna served at his tion with a branch manager con- 214 attacks in the region, of which tables was caught in Greek waters, firmed that the company’s supply 47 resulted in hijacking. flown to Japan to be gutted, cut and of yellowfin tuna, which is sourced But other events are entirely un- boxed, before being air-freighted from the Indian and Pacific oceans, foreseeable. Few in the sushi busi- to New York, a roundtrip of 12,676 had been interrupted “for one or ness are likely to forget Eyjafjal- miles. Not so much a supply chain two days”. French beans imported lajoekull in a hurry; even if they as an around-the-world tour. from Kenya were also hit, she said. never learn to spell it.
    • SUPPLY CHAIN MANAGEMENT 5 SponSored FeATUre Managing your risk in the supply chain Supply chains can be vulnerable to more than just the financial Middle-East markets: opportunity or risk? pressures of the global downturn. As well as the possibility of a supplier defaulting, there are risks of compliance, ethical Entering the Middle-East markets can seem a daunting prospect but there are solutions which responsibility, cultural and political issues and supply chain make it more than worthwhile. One solution is to disruption, such as physical or natural disasters. Companies such use the Jebel Ali Free Zone (JAFZA) in Dubai where as Charles Kendall are increasingly asked to produce significant companies, such as CH Field, have established import services. CH Field holds a General Trad- cost savings through tailored risk management and compliance ing Licence issued by the Dubai Government and programmes. Charles Kendall is a highly experienced global this allows them to offer a rare service by acting as your company in JAFZA and providing a low-cost, company, who provide supply chain solutions tailored to low-risk entry point for a wide range of products, individual needs through the procurement cycle from sourcing with no duty due at the time of import into the valuable markets of the Middle East and beyond. to delivery to the end customer More information about CH Field can be found at www.charleskendallfreight.com/solutions/ch-field Mexican Lock-down Customs Advisory & Compliance W hen a multi-national pro- road transport in Mexico is 20 per ducer of consumer goods cent higher than in the United States. T decided to launch a new he informed-compliance cul- of supply chain and freight man- duty. Charles Kendall recently ad- distribution-centre (DC) facility near RISk MITIGATION ture, established in the US in agement, including on-site audit of vised a client to use an alternative Saltillo, Coahuila, in Mexico, the chal- Charles Kendall made specific recom- the 1990s through the Cus- current import and export practic- Customs Procedure Code (CPC) lenges of operating in a volatile region, mendations including undertaking toms Modernisation Act and suc- es by former senior Customs staff, which has produced savings of €2 marked by an escalating narco-civil war, background checks on all drivers, no cessive amendments by the Federal and product classification advice million per annum through im- soon became apparent. They turned to weekend or Friday deliveries, routing Maritime Commission of the Ship- and follow-up with Customs for proved cash flow, and reductions in Charles Kendall to provide the essential through Houston to a secure, private- ping Act of 1984, has been adopted rulings to establish correct rates of clearance and freight costs. risk-management advice needed for security compound on the Laredo bor- globally post 9/11 and is being ag- the shipment in 2010-11 of 5,000 TEU der, escorts with radio control to central gressively implemented in the EU shipping containers of highly pilfer- able consumer goods. Charles Kendall law enforcement, and use of steel-bolt seals. Charles Kendall re-designed currently. The customs regime is increasingly complex and the pen- AEO Status undertook a disciplined approach to the supply chain to mitigate specific, alties for non-compliance can be risk management through a four-step pre-quantified threats, and have put a severe. UK Customs are increasing Authorised Economic Operator status (AEO), plays a vital process of assessment, quantification, check-and-balance system in place to the number of audits and visits to role in the security amendment of the Customs Code (Regula- mitigation and ongoing audit. ensure that these are maintained. traders, with fines of up to £2,500 for tion (EC) 648/2005) which came into force on 1 July 2009. The each individual error. Even so, few amendment aims to ensure an equivalent level of protection ASSESSMENT organisations have in-house compli- through customs controls for all goods going through EU cus- Assessing the risk is an important first step to address and Charles Since implementation ance experts, which is where Charles Kendall can provide assistance. toms territory and stipulates that relevant security data must be provided electronically by economic operators before the Kendall quickly determined that a significant, ever-present risk of in March 2009, a zero AvOIDING PENALTIES goods enter or leave the Community customs territory. With the transition period due to close at the end of 2010, all importers theft, vehicle hi-jacking and contra- band smuggling exists and the cus- loss record has been Serious infractions, such as rebat- ing or illegal discounting, regularly and exporters operating in the EU zone must comply with the changes in EU law or face potentially hefty government fines. As tomer’s product range falls within the five highest risk categories for maintained incur severe penalties. A multi- national agent was fined $1million one of the relatively few companies to hold this standard in the UK, Charles Kendall have a lower risk score within HM Revenue theft in Mexico. in 1980 for accepting illegal rebates and Customs systems and in turn they benefit from a fast track ONGOING AUDIT from ocean carriers. service through Customs controls. They are also ready for the QUANTIFICATION Quarterly site visits occur to inspect changes due later in 2010 with ICS (Import Control System). Additional risks exist in the form infrastructure, ensure adherence SOLUTIONS of federal penalties, fines, and dam- to standard operating procedures Analysis of customs procedures can age to brand image and reputation. (SOPs) and to audit the process. benefit businesses in many ways Cargo theft was the most prevalent Charles Kendall also source daily from duty and demurrage savings property crime in Mexico in 2008 high-level security briefings on the to fiscal representation which can and led to the cost of road transport Mexican market to ensure that the improve your cash flow, and pro- increasing by 40 per cent in three customer is briefed immediately on vide consistent delivery lead times. years. Insurance premiums increased any relevant developments. Since im- Drawing on more than 30 years’ by $1 million year-on-year between plementation in March 2009, a zero- experience, they provide technical 2007 and 2008. Overall, the cost of loss record has been maintained. assistance and advice on all aspects www.charleskendall.com/times Contact Peter Sunderland 0208 831 1300 e: times@charleskendall.com
    • 6 SUPPLY CHAIN MANAGEMENT Right product, right place, Supply chain risks ployed hedging. Companies have also suffered from strong swings in commodity prices, such as oil and in numbers copper, which have been going up right time, right price and down like a fiddler’s elbow.” A string of significant weather 29% disruptions, European labour dis- putes and supplier quality failures – exemplified at Toyota, BMW and BP RISk MANAgEMENT How do companies cope of the most challenging supply Percentage of – are causing a rethink of the Lean, chain risks. Andrew Leahy, DHL’s globalised, supply chain model with with the unexpected and the unpredictable to vice president for product develop- companies experiencing its emphasis on cost management. deliver on time? Iain Martin finds out ment, believes the increased possi- The failures of oil production sup- bility of suppliers going into liqui- a supplier insolvency in pliers at BP’s Deepwater Horizon T dation has sparked a wider review drilling rig in the Gulf of Mexico he global economic down- turn in the last two years financial effects of the global reces- sion had been a “wake-up call” for of supply chain risks. “Companies are now monitoring the potential 2009 (RBS/Economist – clocking up $1 billion in clean up costs and rising – and component has highlighted significant weaknesses in many com- many companies. From a situation a few years ago where supply chain risks of tier-two or tier-three sup- pliers as well as their main, tier-one, Intelligence Unit) suppliers for Toyota, highlight the substantial brand and financial risks 33% panies’ supply chains. These range risk was not on the radar screen, he suppliers,” he says. “We’re also see- for companies from supply chains. from minor and easily resolved believes that the fear of suppliers ing supply chain risks being incor- “There is no doubt that today’s glo- weaknesses to some with the poten- tial to put companies out of business. going under made it a boardroom issue for many UK organisations. porated in organisations’ enterprise risk management models.” Percentage of bal economy and the resultant global supply chains have raised the level of Risks can be split into four catego- ries, according to supply chain infor- “Companies are increasingly realising that risk management af- The disruption caused to Euro- pean air travel from volcanic ash companies cutting the supply chain risk,” warns PRTM’s Mr Colborn. For example, he believes mation specialists Achilles: financial fects the end-to-end supply chain since April has caused chaos for that jet engine manufacturers, like risk; compliance risk; supply chain and not just suppliers. The sup- supply chains. It highlights that number of suppliers in Rolls-Royce, will be examining their disruption risk; and ethical respon- ply chain has so many potential companies need to have flexible supply chain to assess the level of sibility risk. The economic slow- sources of risk that assessment supply chains to cope with surpris- 2009 (RBS/Economist risk and identify potential mitigation down has largely focused minds on and mitigation need to be wid- es. Peter Sunderland, managing di- strategies should volcanic ash clouds financial risks. Achilles chief execu- eranging. Leading companies are rector of supply chain management Intelligence Unit) turn out to be more than an unneces- tive Colin Maund says: “The possi- looking at a comprehensive col- specialist Charles Kendall, thinks sary hindrance to air travellers. 69% bility of key suppliers going bust saw lection of mitigation strategies, European governments could have More flexibility in supply chains some companies providing loans or like dual-sourcing, increasing handled the situation better and and transportation is an important other financial support to suppliers. In a few cases, companies bought stock levels, increasing customer collaboration, modifying their kept more flights flying. However, he points out that whatever the Percentage of component of mitigating risks such as bans on flights or road haul- out suppliers in financial difficulties to protect their supply chain.” manufacturing processes and fi- nancial support to suppliers, to problems “the one thing custom- ers want is continuity of supply to companies focusing on age strikes. DHL’s Mr Leahy says: “We’re seeing greater flexibility in Gordon Colborn, lead director in the UK of supply chain manage- name just a few,” says Mr Colborn. DHL, the world’s largest contract agreed deadlines”. The outbreak of labour dis- effective stock shipping goods to customers. This could involve using sea freight over ment consultants PRTM, says the logistics specialist, deals with some putes in Greece, France, the UK and other European countries in management to mitigate relatively short distances in Europe rather than via road.” The flipside Bankruptcy, strikes or sabotage? recent months creates more po- tential disruption to supply chains. risk (PRTM, June 2010) of this is that, by saving costs or di- versifying transport risk by using 8m The geopolitical risks associated sea freight, lead times are far longer. with countries such as Greece are Charles Kendall’s Mr Sunderland Events affecting companies’ supply chains in 2009 causing more companies to review says: “Companies need to review 40% where their manufacturing plants Size of Toyota’s possible risks in supply chains right Severe weather event are located. “The logistics and risks from the start of the chain. This in- 29% of getting supplies to customers on car-recall programme due cludes where production facilities Insolvency time from a plant close to Greece and warehousing are located. For IT failure 22% may outweigh the cost benefits of manufacturing in the region,” says to faulty component instance, we’re seeing more compa- nies warehousing goods manufac- Increased tariffs 19% Mr Sunderland. Risks are being exacerbated by (December 2009) tured in China locally in free-zone China before they are transported $1.25bn extreme swings in exchange rates to customers round the world.” Lower quality standards 16% and commodity prices. Mr Maund, of Achilles, warns: “Companies Labour dispute 16% have seen nothing like the degree of Transport shutdown 13% volatility in US- dollar, euro or ster- ling exchange rates experienced in BP’s clean-up costs from recent months. Hedging currency Air freight is Theft 12% risk is not necessarily a cost-effec- Deepwater Horizon oil an important tive solution for companies and link in the Product Tampering 5% not many manufacturers have em- spill (BP, June 7) supply chain Sabotage 3% None of the above 20% Source: Economist Intelligence Unit
    • SUPPLY CHAIN MANAGEMENT 7 In case of disaster, “The alternatives are living with And there is insurance to cover The cost of insurance depends on the risk or changing to a supply the consequences of political events, the degree of cover from a “sleep- chain with fewer risks,” he says. such as unrest in China, which could easy” policy to a more workaday There are types of cover which interrupt manufacture and delivery schedule. But policies are invariably dissent or default insure against the impact of phys- of goods to the West. Trade embar- bespoke to suit the differing needs ical disasters, like the Gulf of Mex- goes, port blockages, strikes, IT fail- of different companies. ico oil spill. If oil pollution forced ures, as well as war, terrorism and “Customers have usually worked the closure of the Mississippi, piracy, could all be covered. out their contingency costs, in the movement of grain down river, Then there is insurance to cover event of a problem, and want to cover INSuRANcE A breakdown in the supply chain for example, would be disrupted economic problems; for example, that amount,” says Kiln’s Mr Culham. can be costly so it makes good business sense and result in alternative freight or if a company in the supply chain “They already know what extra costs warehousing costs which could be becomes insolvent and defaults fi- would be incurred and want a policy to insure against loss and contingency costs, covered by insurance. nancially, the right policy would to pay for them. We find that people writes Peter Archer The impact on the supply chain pay out. Companies can also insure buy between 0.5 per cent and 5 per of a natural disaster, like the recent against incurring contractual pen- cent of their limits. That may sound as earthquake in Chile, can also be in- alties if a delivery is delayed by a though it’s expensive, but what it does T he temptation may be to “So few people own the means sured against. weak link in the chain. for a business is put a cap on losses.” cut costs, but insuring of production these days,” he says. against calamity can pay “Outsourcing to far-flung places off when money is tight. brings with it a set of new risks com- Natural Despite the downturn, business is pared to the days when the factory disasters can buoyant for insurers who can help was just a few miles down the road.” be covered improve a company’s chances of se- Trade disruption insurance by insurance curing finance from a potential lender. (TDI), which tends to look at spe- “If a company can show it is in- cific risks has been on offer for a sured against losses, a bank is more number of years but market pen- likely to lend it money,” says Paul etration is relatively low. Supply Culham, head of the marine and spe- chain insurance, often with all-risks cial risks division at Kiln, underwrit- cover including loss of profits, was ers in the Lloyd’s insurance market. launched in 2009 by Zurich in re- Nevertheless, few companies seem sponse to customer demand. to be aware of the full scope of cover Alan Day, managing director at © KPA/Zuma/Rex Features when insuring the supply chain. supply chain consultants State of According to Nick Wildgoose, Flux, says: “The disruption caused supply chain proposition manager to air freight by Iceland’s volcanic at insurance giant Zurich, increased ash cloud has raised the profile for outsourcing of production has the need of this kind of insurance. lengthened supply chains and shift- Events like this make supply chain ed the needs of corporate insurance. insurance more important. Your supply chain with Kiln’s Trade Disruption Insurance In today’s competitive markets, businesses with goods to move need to keep surplus stock at a minimum. Adding just-in-time manufacturing and outsourcing to the mix can leave companies vulnerable when things beyond their control go wrong. Whether it’s fire or flood, oil spills or ash clouds, port closures or piracy, trade embargoes or political uprisings, Kiln’s TDI team can help you find a way to protect your profit. Clear thinking. Kiln. Leading providers of insurance and reinsurance in the Lloyd’s market since 1962. Contact: Paul Culham: paul.culham@kilngroup.com R J Kiln & Co Limited 106 Fenchurch Street London EC3M 5NR www.kilngroup.com
    • 8 SUPPLY CHAIN MANAGEMENT Shop till you drop online, Efficient warehousing and flexible “picking” is vital in-store, by phone or TV RETAIlINg Consumers now shop in a wide variety of ways. For the shopper this means greater choice, better service and added flexibility. For the retailer it means huge complexity, as Nick Allen discovers T he age of multi-channel ate channel, in the most cost-effective sions and so enabling an enhanced shopping is here. The bat- way, will offer a significant advantage offer of service to the consumer. tle between high-street to those with the capability. Evidence of change is quite ap- retailers and internet com- Businesses will have to adopt parent in the sector. According to panies like Amazon has been raging more agile processes that are able figures recently released by Marks for the past ten years. And the retail to respond quickly, in real-time, to & Spencer, the company saved £35 landscape continues to change rap- changes in demand. But to achieve million last year through efficiency idly, presenting consumers with an this, they will first need absolute improvements in its supply chain, increasing array of ways to shop. visibility of inventory across their including warehouse consolidation The challenge facing traditional re- entire supply network. and implementation of a number of tailers is how to tackle the complex Mr Smith sees the process of evolu- efficiency projects. The retailer says it supply-chain issues surrounding the tion from “bricks and mortar” to mul- has identified a site in the Midlands implementation of a multi-channel ti-channel retailing as one of the big- which will be a combined national strategy. And it is not something gest problems facing established large distribution centre and a dedicated that can be avoided for long. brands. “Moving from a compara- e-commerce facility. It is expected to The unfolding market position- tively uncomplicated process of sup- open in the summer of 2012. ing of traditional retailers with online plying and replenishing high-street Marks & Spencer says: “We re- channels versus pure- play internet- stores, with some added complex- placed our old in-store ordering only brands has highlighted the tre- ity around special promotions, to an system, with a new click-and-col- mendous opportunities that the once online presence with fulfilment from lect service called ‘Shop Your Way’. traditional players have when they de- either a store or a warehouse, be that It allows customers to order either velop multi-channel outlets. Shoppers dedicated or part of an existing facility, at home or in-store and have mer- are now able to experience and inter- creates complexities associated with chandise delivered to any location.” face with these multi-channel brands singles picking, small-order volume, Along with the increased oppor- in many different ways, from purchas- the number of deliveries, time limits, tunities and complexity in dealing ing online and having the product de- availability issues, and so on,” he says. with the customer-facing side of livered to either their home or a nearby the supply chain, retailers are also store for pick-up, to ordering in-store CATALOGUE looking at ways of speeding up for a home delivery. Research prior to “But then when you overlay a transactions and improving visibil- purchase may be undertaken online at catalogue service or perhaps a tel- ity across their supply base by mov- © Action Press/Rex Features home or now, increasingly, via a mo- ephone ordering service, or what ing to electronic trading. bile device, perhaps in the store itself. most retailers are starting to do David Grosvenor, managing direc- Catalogue, TV and telephone sales are now, which is collection in store, it tor at Wesupply believes that “intel- further channels that feed into the mix. starts overlaying all sorts of delivery ligent” business-to-business (B2B) But providing a cohesive and consist- complexities that aren’t that famil- solutions, delivered on a software-as- ent offering to the market across all iar to the business. So, for instance, a-service (SaaS) basis over the web, these varied channels presents a very more frequent, multiple deliveries offers trading partners the connectiv- significant set of challenges to an to store may be needed for dot-com organisation in terms of increased order and collect from store.” ity, flexibility and scalability that re- present a homogeneous and organised complexity and drives a need for cross- channel inventory visibility, order All this requires assortment plan- ning, forecasting applications and Businesses will have tail businesses need in a environment where supplier-buyer relationships way of sending orders using, in effect, a ‘single pipe’ for outbound orders.” management, fulfilment and, impor- tantly, the breaking down of organisa- distributed-order- management capability to determine how best to to adopt more agile are constantly changing. Last year Sainsbury’s took the deci- sion to consolidate electronic trading tional silos or management systems to create cross-channel capacity. create availability and fulfil the order at the lowest possible cost. Extended- processes that are able EFFICIENCIES “The big grocery retailers are tap- with 4,000 of its suppliers through the Wesupply platform in order to boost According to Steve Smith, senior vice president for Europe, the Middle enterprise-management applications are also used to show where products to respond quickly, in ping into B2B and the significant ef- ficiencies that can be gained through visibility in its supply chain. “One of the most interesting aspects East and Africa (EMEA) at Manhat- tan Associates, real-time inventory are on the inbound cycle. These are important ways of exchanging inven- real-time, to changes re-platforming the exchange of data to enable electronic trading with all of software-as-a-service is that it ena- bles smaller companies to take advan- visibility and the ability to allocate that inventory to the most appropri- tory for information, using informa- tion to make more intelligent deci- in demand their suppliers, regardless of size,” says Mr Grosvenor. “Web-based platforms tage of the latest ‘intelligent’ B2B tech- nology, creating a level playing field All your freight needs. One smart solution. Redhead International has been and logistics facilities with Call today on moving freight across Europe barcoded stock control and pick for over 30 years including to and pack capability, along with 01274 464646 and from all Eastern European an unbeatable UK and Ireland www.redhead-int.com nations and, more recently, China. distribution service ensure a Fast, flexible, cost-effective and unique, customised solution for all tailor-made solutions are the your freight needs. cornerstones of our service. That’s why we call it the art of Our state of the art warehousing smart freight.
    • SUPPLY CHAIN MANAGEMENT 9 Click-and-buy on the up of picking quality, although it’s the same people on different processes design. Faced with falling distribu- tion volumes but increasing order demand for smaller volumes of out- ers per SKU picked more frequently, and systems, and that includes differ- frequencies, the ability to flex picking so the amount of break-bulk and Online spending versus overall retail spending in the Uk, year-on-year ent types and ways of picking as well.” cycles and prioritise urgent orders is ground-level picking of single items n Overall retail spending n Online spending (£ billions) Steve Richmond, general manager critical to winning online customers.” is growing fast. When the number of of Jungheinrich UK’s systems and John Maguire, sales and marketing SKUs increases, the warehouse op- 290 projects division, says: “Clearly the director of Narrow Aisle Flexi, says: erator needs more of those valuable dramatic rise in internet shopping “First and second-tier retailers want ground-level picking locations to 280 has forced many retailers and their less inventory in-store. This has led to maintain efficiency and, at the same logistics service providers into a fun- a discernible trend in the mechanics time, maximize the use of expensive 270 damental rethink of their warehouse of customer-order picking with more warehouse space.” 260 2005 2006 2007 2008 2009 (predicted) Sainsbury’s tries something a little new 20 Combining processes under one just starting to roll out, will enable customers to place an order online and have it delivered to 15 roof is paying off for Sainsbury’s a participating Sainsbury’s store for collection.” and its non-food business, writes Sainsbury’s recently reported that sales of its 10 non-food product ranges are growing three Nick Allen times as quickly as food. When the one-time 5 grocers added non-food products – anything When the well-known retail giant added non- from toys to televisions and cups to computers 0 food ranges to its online operation last summer, – to sainsburys.co.uk, it marked a step change 2005 2006 2007 2008 2009 Sainsbury’s saw sales take off. Product lines in the number and variety of items that can be (predicted) have since doubled and delivery options to the purchased online from the site. Source: Verdict customer have significantly improved. At Corby, iForce carries out the specialist By combining online fulfilment, online returns task of fulfilling online orders for these non- where they can scale up services as they “The real development in recent and retail returns processing under a single roof food goods with the aid of its in-house SMaRT develop and grow,” says Mr Grosvenor. years is the introduction of goods- at iForce’s 250,000 sq ft depot in Corby, North- software to manage the process, while the Analysis of supplier key per- to-person picking systems which amptonshire, the service for Sainsbury’s non- company’s intelligent routing system (IRS) pro- formance indicators (KPIs) can are very efficient at handling the food goods represents a UK first. vides carrier-management routing of parcels by be used to reveal the most reliable slowest movers.” The specialist multi-channel logistics services weight and value to offer the most cost-effec- suppliers. “By knowing you can company is also assisting Sainsbury’s in provid- tive delivery solution. rely on a supplier that has a 98 per LOGISTICS ing one of the broadest ranges of delivery op- Any returned non-food products bought from cent performance rating enables Many retailers are looking to their tions available anywhere in Europe. retail stores and online are consolidated at the you to reduce the safety stock you logistics service providers to drive David James, Sainsbury’s regional operations depot. Using another in-house system, called hold or it may even allow you to greater operational efficiency in the manager, says: “We’re continually develop- ReSCU, iForce manages the return of these items move to a vendor-managed inven- supply chain. Paul Brooks, divisional ing our service proposition to make shopping to stock, back to suppliers or to a refurbishment tory (VMI) arrangement,” he says. director at Unipart Logistics, sees online easier and more convenient for our agent. The service provider also recycles obso- “Some retailers use a type of ‘green adopting “Lean” practices within the customers. Since we launched our non-food lete items in accordance with the waste electrical lane’ system where trusted, high- warehouse as the way to improve ranges online last year, the number of products and electronic equipment (WEEE) directive to all performing suppliers are allowed productivity. “What we’ve discovered in the range has doubled and there has been but eliminate waste going to landfill. to ship direct to store, bypassing is that when you’ve got large-scale significant development around the delivery Awarded the contract in January 2009, iForce quality-assurance (QA) processes.” operations, the engagement of peo- options available to customers. The two most worked closely with Sainsbury’s to integrate The rapid growth of online retail ple into business processes allows recent improvements, named-day-delivery and and configure the Corby depot on time for the sales has had a major impact on ware- you to be more flexible around the click-and-collect, have been well received by launch of its non-food range online, creating housing, particularly on picking proc- hourly and daily flex- requirements customers. It is now possible for customers to some 200 jobs during peaks over the last year. esses. “The order profile for e-retail of multi-channel solutions,” he says. select the day they want their order delivered Mark Hewitt, iForce chief executive, con- orders is distinctly different from shop At Unipart Logistics’ multi-client and they can even specify the time slot, morn- cludes: “By putting their non-food online fulfil- orders,” says Dave Bull, business devel- facilities, picking teams, despatch ing or afternoon. Click-and-col- ment and returns under one roof, with a shared opment manager at automation com- teams and goods-inwards teams are lect, which we are management resource rather than having a dis- pany Dematic. “While shops tend to cross-trained for maximum flexibil- parate service through a number of channels, order many items per stock-keeping ity across several clients. As peaks and we are providing Sainsbury’s with a highly unit (SKU), e-retail customers tend to troughs hit the operation, Unipart efficient one-stop solution.” only order one or two items per SKU, are able to deploy resources across which has significant implications for each area of the business accordingly. picking productivity,” he says. “Picking “We’ve had to cross-train the staff ‘singles’ requires a far more efficient because each client operates different process, especially if you are going to systems,” says Mr Brooks. “Although keep the cost-per-pick down. That’s it may be all on one site, three differ- why a number of retailers operating ent systems and three different busi- multiple-channels are looking at au- ness processes can be involved.” This tomating their picking operations to allows Unipart to underwrite the keep the cost of singles picking down quality of what they do, he says. “Each and fulfilment rates up. of those operations has the same level Creating communities that help buyers find the right supplier At Achilles our worldwide communities identify, qualify, evaluate and monitor supplier information on behalf of major organisations worldwide. Our high quality, accurate and qualified information provides customers with the confidence to make better procurement decisions, reducing risk in the supply chain. Achilles Group Limited www.achilles.com T: +44 (0)1235 820813 E: marketing@achilles.com 60x264_Times Advert3.indd 2 27/05/2010 10:38
    • 10 SUPPLY CHAIN MANAGEMENT A question of finance Trade finance Ian Armstrong: “Supply chain financing can be further en- hanced if the buyer and supplier figures... move their relationship forward to e-procurement and e-invoic- to float world trade $15,459bn ing. These systems remove slow, error-prone manual processes and accelerate approval, allow- ing even more rapid payments and an efficiently financed sup- ply chain.” RouNDTAblE Iain Martin asks a panel of industry AlExANDER MuTTER Director Global exports of goods What are the key challenges experts how trade finance and supply chains can survive the economic downturn? at Deutsche Bank, and responsible and services in 2009 facing the trade finance industry? for trade and Ian Armstrong: “I think there are $1,202bn supply chain two main challenges. The first is solutions in confusion around all the different What impact CJ Wimley: “There is definitely Europe, the messages associated with supply has the global an increased focus on trade fi- Middle East chain finance. The main challenge recession had on trade nance, particularly within specific sectors such as retail. Large buy- and Africa (EMEA) Chinese exports in 2009, is to standardise the messages and provide clarity around the finance? Adnan Ghani: ers are looking to ensure that they have a strong supply chain. And, has helped companies to serve overtaking Germany as schemes available to both buyers and suppliers. This leads to the “World trade has been a casualty of to accomplish this with certainty, trade finance is emerging as a vi- several core objectives on liquid- ity, risk and sales enhancement, world’s largest exporter second challenge, which is col- laboration. Many parties work the financial crisis, able option to these suppliers. concurrently.” throughout the supply chain and $1,057bn contracting in volume by around 12 We’re also seeing an increased Ian Armstrong: “Suppliers have a more joined-up approach will per cent in 2009, according to the focus on vendor selection, much several problems when collecting reduce risks, increase efficiency World Trade Organisation.” like what we see with customer payments. Consequently, buyers and, ultimately, liquidity to all Ian Armstrong: “The credit risk assessments.” are at risk of an interrupted sup- parties involved.” crunch has certainly led to a fall in overall demand for trade finance How can supply chain ply of goods, increasing costs and a constantly changing supplier base, US exports in 2009 facilities. This is counter-intuitive products help companies which in turn can affect quality 9.5% as trade finance is the lifeblood of weather the economic storm? and service. These issues are dra- business and in many ways offers Alexander Mutter: “Supply chain matically escalated during a credit IAN a better risk profile than longer- term investment finance.” products meet companies’ profita- bility, working-capital management, crunch, but are avoidable with the right partner and products.” Expected ARMSTRoNg Head of financial Alexander Mutter: “The need for supply chain risk mitigation combined with suffi- partnership, and process efficiency and transparency needs. Those ben- How much is supply chain trade growth in 2010 solutions at cient access to liquidity, especially in efits stabilise the whole supply chain. financing technology improving Santander UK such economic conditions, led to a Supply chain finance solutions also companies’ supplier (World Trade corporate steady need for trade products. Ad- act as risk mitigators. The need for relationships and information banking ditionally, the growing demand for hedging buyer-risk and to avoid flows? Organisation) supply chain business, combining supplier failures is critical, especially Adnan Ghani: “Supply chain 12.2% cash management and trade finance in tough times, and also provides finance solutions allow full vis- CJ Wimley: “Transparency. solutions, supported this trend.” profitability in better times.” ibility through web-based tools. More visibility in a timelier Adnan Ghani: “The impor- This is an essential part of the manner means less risk, which tance of maintaining a healthy end-to-end solution, allowing can lead to a lower cost of funds and cost-effective supply chain companies to have full control and/or more funding on the has never been greater. The sup- over the process flow from pur- Contraction of global same asset. Additionally, this ply chain finance solutions that chase order to payment.” data needs to be normalised so mitigate collection risk and op- CJ Wimley: “While these plat- trade volumes in 2009, that it can be used with little ADNAN timise working capital by mon- forms help with information transformation. Normalising the gHANI Head of global etising assets available on balance sheets have been most welcome flows, it still comes down to in- tegration of internal and third- largest annual fall since data across all finance providers would allow technology solu- trade finance at RBS global for prime names. Integrating sup- ply chain finance solutions with party systems. It also comes down to secure communication Second World War tions to meet these needs in a cost-effective manner.” transaction cash-management activities is an- channels between the parties. So Alexander Mutter: “Finance Global trade collapsed in 2009 services other value-added service which the end result of using some of these newer supply chain financ- ing technologies is a better infor- mation flow; however, it is not solely those platforms that result 40% Companies with lower trade credit providers are facing shrinking numbers of documentary-based business because of the objective of more efficient processes. Fi- nancial supply chain solutions are in this visibility.” more and more important to cor- Growth in annual exports (%) Adnan Ghani: “Using an online portal updated with real-time data lines in 2009 compared porations as well as for financial institutions. Challenges in this n World n Asia n Europe n US 15% allows counterparties to talk to each other regardless of their loca- with 2008 (ICC field are the complexity of inter- national supply chains which lead 10% +11.7 tion on the globe, which is key to identify problems and addressing Information) to the involvement of different le- gal jurisdictions.” them in a timely manner.” Adnan Ghani: “The economic 84% 5% +6.7 crisis has significantly reduced +6.4 +4.2 +5.5 +5.8 cJ WIMlEy the supply of trade finance, both 0% +2.1 0 Executive vice president of Organisations in volume and value terms. We believe only dominant and es- -5% corporate solutions at SunGard’s expecting increased tablished trade finance players will survive by addressing key is- AvantGard -10% -12.2 -11.1 corporations demand for trade finance sues, such as product differentiation and -14.4 -13.9 -15% business flexibility on struc- 2007 2008 2009 products in 2010 over tures offered, and understanding cli- Source: World Trade Organisation 2009 (ICC) ents’ needs.”
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    • 12 SUPPLY CHAIN MANAGEMENT E ver since the banking cri- Liquidity can the new commerce cloud and, as he sis of 2007-8, businesses be a problem says, it could be used to speed up have struggled to get in the supply payment and achieve early-payment credit. The banks, eager chain discounts, even without the involve- to rebuild their reserves and smart- ment of a third-party financier. ing from a general loss of confi- But Mr Lugli adds that many fi- dence, have become risk-averse and nance companies are already part willing to lend to only the most of his global community and they copper-bottomed institutions, and can be brought in to create a supply then only at a high price. chain financing solution to meet An unfortunate knock-on effect the individual company’s needs. is that many companies try to ex- “It’s a win-win solution,” he says. tend their payment terms to sup- “The investment-grade buyer is pliers, who themselves are already able to extend their days-payable- struggling to maintain their own outstanding (DPO) through ex- cash levels. And so the pain ripples tended payment terms, while the down the supply chain, as each link supplier can reduce their days- attempts to share the burden with sales-outstanding (DSO) by getting the company below them. paid earlier, for instance on the in- The danger, of course, is that voice approval date.” somewhere in the supply chain, He says procurement profes- companies will run out of cash and sionals are keen to achieve new ef- go bust, leaving their customers ficiencies in the way they do their without the supplies they need. It is jobs and that solutions such as his a difficult balancing act. provide a double benefit. Not only A recent study carried out by do they allow paper to be taken Demica, a London-based provider out of business transactions, with of working capital solutions, found the immediate savings in work and that 88 per cent of UK firms and 55 time taken, but they can also help to per cent of German companies have manage cash more efficiently. identified that key suppliers are un- Furthermore, procurement pro- able to sustain further lengthening fessionals need to ensure the secu- of payment periods. Indeed, in 2008, rity of supply and that means help- insolvency rates increased by some ing their suppliers stay in business. 24 per cent in the UK as companies’ “In today’s economy, the ability to cash reserves ran dry. mitigate financial risk is rising to Another study in late-2008 by research firm AMR also identified supplier failure among the top-ten risks for big organisations, and es- If the buying company timated that risk associated with “volatility and supplier failure” had has a good enough increased by 54 per cent between mid-2007 and mid-2008. credit rating with the Yet, as the Demica report makes clear, many supply chains rely on banks, then they can use a set of specialised suppliers who cannot be easily replaced, if at all. that to unlock financial aid It is therefore in the interests of large firms to preserve the health for their suppliers How to keep the of their supply chain, while at the same time maintaining pressure for the top of their agenda,” he says. economies and efficiencies wher- “There is a sense that they have ever possible. become their brother’s keeper in ensuring that their suppliers can cash flowing… EARLY AND LONGER weather the storm of the financial One answer – at least until the good turbulence they still face.” times return – is to find ways of Supply chain finance also benefits keeping all sides happy, with early the banks by providing them with payments for suppliers and longer a way of lending while managing payment periods for purchasers. risk. By tapping into networks such This is where supply chain fi- FINANcE Buyers want more time to pay but suppliers are already stretched as Ariba’s and others, they have di- nancing comes in. If the buying rect access to the activities of the company has a good enough credit to the limit and risk going bust if they do not get paid. Ron Condon trading partners of their customers. rating with the banks, then they can explains how supply chain financing can keep all sides happy They can peg their payments to the use that to unlock financial aid for approval of an electronic invoice or their suppliers. a delivery note and they are better It might work as follows: when slice. The point is that the risk to work quickly, and this inevitably COMMERCE CLOUD able to quantify their risk. the buyer receives and approves an the financier is minimised because entails the removal of paper doc- Now it has launched the Ariba Avarina Miller, a senior vice invoice from a supplier, he sends it his arrangement is with the credit- uments – purchase orders, de- Commerce Cloud, a web-based president at Demica, says: “Sup- to the third-party finance company, worthy buying company rather livery notes, invoices and state- platform that it says will provide ply chain finance is just the lat- which could be a bank, and in so than with the smaller supplier com- ments – in the process, and the everything businesses need to buy, est twist on invoice finance. It is doing makes a commitment to pay pany whose financial position may use of some form of electronic sell and manage cash more effi- similar to invoice discounting or it. The financier makes an immedi- be less solid. It also keeps down the communication. ciently. factoring or securitisation in that ate payment to the supplier, pos- cost of finance because the larger To meet the need, we are seeing Peter Lugli, the company’s head it is funding a pool of trade re- sibly at a pre-negotiated discount company can command better the creation of more electronic of working capital management ceivables. Where it differs is that for prompt payment. Then at some credit terms. And for the banks, trading platforms to facilitate and and business development, ex- you are funding a single obligor later pre-arranged date, the buyer which want to lend but fear damag- expedite communications between plains: “There is now a laser-guided or debtor and the suppliers to pays the financier the full amount ing their risk profiles further, it pro- trading partners and their finan- focus on working capital. Com- that single-buyer company have of the invoice. vides an imaginative way to extend ciers. One new offering comes from panies are putting in systems to the option of selling their receiv- In this way the buyer gets his ex- credit secured against solid assets, Ariba, a 15-year-old company that remove paper and gain better vis- ables due from that single buyer tended payment terms, the supplier such as invoice debt. has built up a community of more ibility into their money flows. And to a financial institution at a dis- gets prompt, albeit discounted, For any such arrangement to than 300,000 trading companies that includes e-invoicing solutions.” count, so the suppliers can get payment and the financier gets his work well, of course, it has to around the world. E-invoicing is a key element of their mitts on the cash early.”
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    • 14 SUPPLY CHAIN MANAGEMENT Visibility is the key situation, from the simple barcode, to enterprise resource planning (ERP) radio-frequency identification (RFID) packages, such as SAP and Oracle, in tags, voice-picking systems and even their own businesses, but the systems to unlock success vision-based readers that can scan a do not allow them to simulate the whole batch of barcodes at a time. whole supply chain,” he says. To make Being able to track the movement matters worse, many organisations of components and goods at every run multiple ERP systems and this TEcHNology With supply chains stretching stage has multiple benefits. From can result in a silo-based approach in the viewpoint of scheduling, it al- different parts of the company. around the world, all participants need up- lows companies to avoid overstocks In order for the process to work, to-date information to make their businesses or shortages and it helps suppliers to there has to be collaboration at all plan. But it can also provide a valu- stages of the supply chain and a work efficiently. Technology can help but good able audit trail and proof of prove- clear picture of what is happening, planning is essential, says Ron Condon nance for goods, such as organic food and where. That way, when an ash or pharmaceutical products. cloud halts flights or storms disrupt L With the right technology in place, it shipping, decisions can be made ow-cost manufacturing in “Data integration is probably a is fairly straightforward to capture and with all the information to hand. the Far East fuelled growth topic that is not going to get the share the information if all the parties Crimson & Co’s Jon Nicholas says in the West for the best part blood pumping in many buyers but, Links in the on a 3PL for this type of data decreases are willing. “Some people talk about there are no easy answers to the chal- of a decade but in the proc- unfortunately, getting an end-to-end supply chain the flexibility a business has to move data formats and standards, but that lenge and he advises companies to get ess created long and complex sup- view of the stock in the supply chain tracked by from supplier to supplier.” is not a problem,” says Mr Durdu, of closely involved in the process rather ply lines that became unpredictable is the key to making better decisions.” technology The best supply chains work when Zetes. “If there are barriers to sharing, it than trying to outsource it too early and hard to manage. Information tends to be very frag- there is full visibility for all partici- tends to be because of competition be- to a third-party supplier. “Using a “Supply chains expanded very mented, he says. You might know pants, according to Pascal Durdu, head tween different suppliers and retailers.” 3PL, you don’t necessarily get an ac- fast. Companies were in a hurry about stock at the supplier, or at the of innovation at technology company A critical component in successful curate picture of what’s going on and and gave little consideration to fac- port, on containers at sea, or on con- Zetes, which specialises in systems for supply chain collaboration is partner- you also lose flexibility,” he says. tors such as transport costs,” says tainers awaiting clearance and stock identifying goods in transit. ship. Supply chain consultancy All- Provided you can get accurate Narayanan Viswanathan, a sup- in the distribution centres, but all “You need to move to a demand- port teamed up with pet-care retailer feeds from the disparate sources in ply chain specialist with the Aber- that information needs to be assem- driven supply chain. Most com- Pets at Home whose logistics director the supply chain, then you can learn deen Group consultancy. “In the bled before it can be put to any use. panies tend to push stuff to the Phil Hackney says: “Our partnership how to manage the information. “As past, companies dealt with a small “Pulling this together into a co- market because they don’t have a is more than merely transactional. long as they can provide the infor- number of large suppliers, but herent view is vital to managing the detailed view for their forecasting Through sharing our strategy and mation you need, all you need is a now we’ve seen an explosion in the ‘in-flight’ process,” says Mr Nicholas. or planning,” he says. aspirations, Allport have been able to consolidation tool, and that’s not number of smaller suppliers.” “You need to know at a stock-keep- “If you have more visibility of each build more enterprise solutions to our expensive,” says Mr Nicholas. Those suppliers, often on the oth- ing-unit (SKU) level, what is available buffer stock in the supply chain, you supply chain, such as finance tools, Doing it piecemeal yourself may er side of the world, present a huge when, what is the best view of fore- can adapt to demand and help the ready reckoners and vendor perform- seem hard, but it is a good way to learn. challenge. As Mr Viswanathan says, cast sales and therefore what should producers adapt their production ance measures.” Use of Allport’s inter- “As long as you can get the infor- they may not have access to sophisti- be being ordered, and from which of based on the customer demand. national supply chain software enabled mation from your suppliers, then cated systems for electronic data in- the supplier options,” he says. And if you can move the demand Pets at Home to have total visibility and your team can start collating it,” he terchange (EDI) and they will work information upstream, you can control of their entire supply chain. says. “Some of the good companies in multiple languages, making com- THIRD-PARTY LOGISTICS help the producer to reduce stock. I’m seeing have gone through do- munication difficult. “Data qual- “Trying to pull this together from a Physical and information supply SILO ing it in a slightly ad-hoc labour- ity is a key requirement for gaining number of disparate data sources is chains need to be integrated.” But poor communication between de- intensive way, getting a real feel for visibility over the supply chain,” he possible, but time-consuming and Real-time information gathered partments in the same company can what’s going on, and then stepping says, “but it can be hard to achieve likely to be riddled with errors. A from each stage of the supply chain is prove a problem, according to Rich- back and looking at how they can with so many small suppliers.” third-party logistics company (3PL) obviously key to making that happen, ard Forrest, a director of Barloworld, do it better. They are now looking Jon Nicholas, of supply chain may well be able, and desperately and there are plenty of data-capture a provider of supply chain software. at it from a position of knowledge. consultancy Crimson & Co, agrees: keen, to do some of this, but relying technologies available to suit each “Most companies have implemented They are prototyping on the way.” Government and local authority spending in crisis spotlight publIc SEcToR pRocuREMENT The economic volve other costs like retraining staff.” Local authorities, squeezed by downturn and subsequent cutbacks have placed Whitehall and accountable to increas- purchasers and suppliers centre stage as order ingly stretched council taxpayers, face similar financial stringencies. A books are adjusted to meet a new bottom line. © Hervé Boinay / Sky News number of authorities already have Peter Archer reports buying consortia, like the Central P Buying Consortium which represents rocurement professionals ing, departments will be required to 17 big councils, in a bid to achieve are coming under unprec- combine through central Procure- economies of scale through bulk buy- edented scrutiny as the ment Authorities. Initially categories ing and increased purchasing power. new Lib-Con Government covered will include office solutions, It is, therefore, an anxious time for slashes public spending and demands travel, and information and commu- suppliers to public organisations as greater efficiency as well as cost cuts. nication technology (ICT) hardware. they face the prospect of renegotia- Coalition cuts: Other big public spenders are the of hip replacement and may have Commodity procurement by cen- These new commercial arrange- tion of contracts, tighter profit mar- Conservative National Health Service and police been trained specifically to use it or tral government is undergoing radical ments are expected to go further to gins and possible cuts to their order Chancellor forces, who have specific and often even involved in its design, and the changes in a bid to meet the challenge. encompass all selected central gov- books, with the knock-on effects to George specialised requirements. suppliers will be aware of this.” The idea is that compulsory central- ernment spending by March 2011. their businesses and local economies, Osborne According to adr international’s A further concern must be wheth- ised purchasing of common goods But Peter Hunt, a partner at pro- not least jobs and family incomes. and Liberal Mr Hunt, the NHS, in particular, er procurement policies, to use gov- and services by government depart- curement consultants adr interna- Renegotiating contracts could, of Democrat faces huge challenges. “There are ernment’s collective spending power ments acting together will seal a bet- tional, sounds a note of caution that course, also have a negative impact on Danny collaborative hubs of health trusts to build a fairer society, will be an ter deal based on committed volumes. the cheapest price may not be the best government and local authorities as Alexander, but they can be weakened when early casualty of the economic crisis. Under the watchful eye of the buy. “Total cost of acquisition has to spending or buying less overall may new Chief it comes to agreeing on suppliers For example, buying green or making Office of Government Commerce take into account any switching costs lengthen delivery times and adversely Secretary to often because doctors are intran- equality count through public pro- (OGC), an independent unit at the involved,” he says. “For example, buy- affect quality of service. Government the Treasury sigent in their views and ways of curement, both look good on paper, Treasury established to help deliver ing different computer hardware or will be hoping that centralised bulk working,” he says. “A surgeon, for but may be impossible to honour if best value from government spend- software because it’s cheaper may in- buying will avoid these possibilities. example, may prefer a certain type spending cuts do not allow.
    • SUPPLY CHAIN MANAGEMENT 15 SponSored FeATUre Whirlpool spins optimised supply chain • As a large US manufacturer, the com- “So many times, the technology pany had to find a way to lower costs product almost gets dropped off at in both production and distribution your doorstep and it’s up to you to with help from Manhattan Associates because it could not reproduce the figure it out,” says Mr O’Meara. “Not labour savings other competitors re- the case with Manhattan. The team alised from overseas manufacturing. conducted a thorough needs assess- “The biggest problems for most ment in order to understand the companies come from their inabil- problems and challenges Whirlpool ity to bridge supply chain silos,” says needed to overcome. They recom- Mr Hancock. “They separate order mended the most viable solutions management, product development, for our situation and stayed with us procurement and manufacturing through the entire implementation.” from the final delivery. For our supply chain professionals to deliver on our NEW EFFICIENCIES, corporate promises, we realised the INCREASED INvENTORY way to attain the necessary efficiencies ACCURACY AND MORE required building seamless visibility UPTIME BUILD “GOURMET inside and outside our warehouses.” kITCHEN” OF BUSINESS For Whirlpool, creating a more SUCCESS efficient supply chain also meant al- By using a combination of innovative tering traditional methodologies by solutions from Manhattan Associates, consolidating distribution centres. including warehouse management, slotting optimisation, labour man- CONSOLIDATION BRINGS agement and extended enterprise MORE COMPLExITY management, Whirlpool has achieved During the Maytag integration, Whirl- a number of business successes: pool took its number of major facilities • Eliminated 40 million travel miles from 47 down to 25, which allowed the between facilities, reducing fuel company to gain much-needed con- costs and environmental impact; solidation. Yet, with each facility meas- • Reduced time associated with the uring approximately a half-mile long pick process by 50 per cent, there- by a quarter-mile wide and boasting as by speeding pick rates; much as 1.7 million square feet, consol- • Cut damage to products by 50 idation only brought more complexity. per cent; Whirlpool blends two supply chains to support brand strategy The biggest problems for most companies come from their inability to bridge supply chain W hirlpool Corpora- president, supply chain. “So when more demanding. “Mrs Jones doesn’t silos. They separate order management, product tion is the world’s you think about everybody from want to come in anymore and say, ‘It’s development, procurement and manufacturing leading manufactur- some of the world’s leading high- OK if my appliances show up in two er and marketer of street brands to Mrs Jones down weeks.’ Eighty per cent of our buyers from the final delivery. For our supply chain major home appliances. Its supply the road, they all expect the same have what’s called a ‘distressed buy’. professionals to deliver on our corporate promises, chain plays a critical role in build- type of products and service.” In other words, something’s broken; we realised the way to attain the necessary ing and supporting the company’s With that in mind, Whirlpool the washing machine’s broken down efficiencies required building seamless visibility brand strategy. With the recent ac- determined it needed a supply or the refrigerator is not working. quisition of Maytag, the company chain with the flexibility, scalabil- ‘Can you have that there this after- inside and outside our warehouses needed to ensure that the brand’s ity and agility to address the dif- noon?’ is the question.” Brian Hancock, vice president, supply chain reputation for dependability and ferent requirements that go across To successfully adjust to these mar- durability was upheld as it set about multiple channels. ketplace changes, Whirlpool would to merge and consolidate the two first have to address these challenges: “Because those facilities were so big, • Improved warehouse uptime to different order-fulfilment and in- • To ensure products would be readily it just became more complex inside more than 90 per cent towards an ventory-deployment processes. So many times, the available to customers within a new- those buildings as we consolidated,” established goal of 99.9 per cent; “Because each of our brand ly established window of 48 to 72 says Mr Hancock. “We knew we need- • Seamlessly integrated two compet- names holds a unique and differen- technology product hours, the company needed to move ed to restructure the warehouses and ing supply chains without customer tiated position in the marketplace, almost gets dropped off to a segmented inventory strategy deploy the proper pick technologies or trading-partner interruptions; we can’t, at the last moment when at your doorstep and supported by leaner processes; and to cut down on the number of miles • Built a more exact, real-time view of that product is being delivered, workers travelled inside the facilities.” inventory inside warehouses which have a glitch,” says Kevin O’Meara, it’s up to you to figure it increased inventory accuracy; director of supply chain operations. out. That’s not the case MANHATTAN COOkS • Gained warehouse efficiencies “We have to make sure our supply with Manhattan UP STANDARDISED through integration of pick-pack chain helps protect the brand im- kevin O’Meara, director of TECHNOLOGY ACROSS logic and process with more exact age, ensuring the brand is enhanced supply chain operations WAREHOUSES, REGIONS inventory counts; by the service we’re providing.” AND ENTIRE NETWORk • Improved order-to-delivery time; and Whirlpool’s supply chain encom- Whirlpool wanted to standardise • Enhanced yard-management ca- passes more than 40 manufacturing SUPPLY CHAIN processes and technologies across pabilities. facilities, sourcing from approximate- ADJUSTMENTS ARE the entire network so the company Kevin Summers, Whirlpool’s ly 7,000 different suppliers in every NEEDED TO PUT CHILL selected Manhattan Associates to global CIO and corporate vice region of the world. Those facilities ON MARkETPLACE assist with the integration. president, believes Manhattan has not only import but also export prod- CHALLENGES Having worked with Manhattan demonstrated how technology is ucts to separate regions where they The appliance marketplace has previously, Mr O’Meara knew the an enabler for business success. are then delivered to about 30,000 evolved during the last several years company not only offered innovative “The message is: it’s not just tech- retailers worldwide. The company and continues to change. Supply supply chain solutions and industry- nology; it’s not just business; it’s a also delivers products to builders and chains have in turn been affected leading experience, but also had a partner who brings both of them directly to consumers’ homes. At any by shifts in consumers’ desires and flexible organisation that could ad- together that makes a successful given time, Whirlpool has 2.2 to 2.5 needs, driven in part by the econo- dress Whirlpool’s unique needs. implementation,” he says. million units in inventory. my as well as the more general avail- “Whirlpool’s supply chain is ability of different product mixes complex primarily because we’re and multiple delivery channels. not only a manufacturer but we also According to Mr Hancock, as the service tens of thousands of differ- industry continues to change, retail- ent retailers, along with our other ers want to carry less and less inven- channels,” says Brian Hancock, vice tory, just as consumers are becoming
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