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Copy Exactly

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    Copy Exactly Copy Exactly Presentation Transcript

    • Copy Exactly from Working Draft - Last Modified 5/7/2006 7:59:25 PM Best-in-class Supply Chain Practices Printed 3/8/2006 9:30:59 AM Maximizing your bottom line saving during current global economy meltdown Jerry Nye Jun 13, 2009 * Footnote Source: Sources
    • My Goal - Faster, Better, and Together 1. Achieved 3 point market Working Draft - Last Modified 5/7/2006 7:59:25 PM competitive advantage Printed 3/8/2006 9:30:59 AM 2. Achieved 2% incremental saving quarter-on-quarter * Footnote Source: Sources
    • Working Draft - Last Modified 5/7/2006 7:59:25 PM Printed 3/8/2006 9:30:59 AM Recently - global economy meltdown Sources * Footnote Source:
    • Today Manufacturing Environment – Outsourcing or move to low cost region Working Draft - Last Modified 5/7/2006 7:59:25 PM Mfg Jobs moved to low cost region Printed 3/8/2006 9:30:59 AM * Footnote Source: Sources
    • Working Draft - Last Modified 5/7/2006 7:59:25 PM Printed 3/8/2006 9:30:59 AM How - Faster, Better, and Together Sources * Footnote Source:
    • Provided Fact Based Solution For Decision Making My Knowledge and experience Provided Fact Based solution Working Draft - Last Modified 5/7/2006 7:59:25 PM Global Experience Market intelligence Competitive Research & analysis Printed 3/8/2006 9:30:59 AM Teardown analysis Fact based analysis Analyze data find out so- What Bilingual Negotiator * Footnote Source: Sources
    • My Core Competency Supply Chain Planning Supply Chain Execution Supply Chain Change and Optimization Initiation Cost Modeling Working Draft - Last Modified 5/7/2006 7:59:25 PM Market Intelligence Copy Exact Programs Inventory Analysis Strategic Sourcing Program Initiation Demand and Supply Planning Planning and Scheduling Teardown Analysis I-Negotiations Demand Forecasting Outsourcing e-Auctions Sales & Operations Planning Fact-Based Negotiation Suppliers Selection Supply Chain Network Analysis Global Sourcing Business Process Re- System implementation engineering Design to Mfg Printed 3/8/2006 9:30:59 AM Warehousing Management Management Consulting + Change Initiation + Change Acceleration Business Process Analysis + Reengineering Packaged Systems Integration + Copy Exact Deployment * Footnote Source: Sources
    • The Entrepreneurial Mindset in a current of Uncertainty • Passionately seek new Working Draft - Last Modified 5/7/2006 7:59:25 PM opportunities • Pursue opportunities with enormous discipline. • Pursue only the very best Printed 3/8/2006 9:30:59 AM opportunities • Focus on execution, specifically fast adaptive execution • Engage the energies of everyone in my domain * Footnote Source: Sources
    • What is Best In Class? Best in Class Supply Chains Excel at the Working Draft - Last Modified 5/7/2006 7:59:25 PM Supply Chain “Compulsories” AND Real Time & On Enable Their Demand Company to Grow Printed 3/8/2006 9:30:59 AM Growth & Profitability Cost & Service Supply Chain Value * Footnote Source: Sources
    • Best-in-class supply chain leadership measured by.. AMR Criteria Working Draft - Last Modified 5/7/2006 7:59:25 PM • Apple Supply chain performance • Dell •Inventory turns 25% • • Procter & Gamble •Return on assets 25% IBM • Cisco •Trailing 12-months growth Printed 3/8/2006 9:30:59 AM • Nokia 10% • Wal-Mart The opinion poll • Samsung •AMR Opinion 20% • PepsiCo •Peer Opinion 20% • Toyota * Footnote Source: Sources
    • Drive to best-in-class by 1. Optimizing the physical Profitability Working Draft - Last Modified 5/7/2006 7:59:25 PM structure 2. Integrating the information and financial flows creating end-to-end value 3. Enhancing cash, cost and Printed 3/8/2006 9:30:59 AM customer satisfaction positions Liquidity Growth 4. Focus on the excellent execution * Footnote Source: Sources
    • 1. Optimizing the physical structure  Engineering Working Draft - Last Modified 5/7/2006 7:59:25 PM Demand & Supply Go To Market Demand Supply Supply Chain Balance Finance Printed 3/8/2006 9:30:59 AM Supplier Key Inventory Supplier- Customer Distribution Plant Inventory Specific Managed Plant owned Service Inventory In-transit Centers & In-transit Raw EMS/ODM Hubbing In-transit For Inventory WIP Inventory in Subsidiaries Your “Hubbing” Channel company Support Deliver Make Source * Footnote Source: Sources
    • 2. Integrating the information and financial flows Support Deliver Make Source Working Draft - Last Modified 5/7/2006 7:59:25 PM Supplier Key Supplier- Inventory Customer Distribution Plant Inventory Managed Plant owned Specific Service Inventory In-transit Centers & In-transit Raw EMS/ODM Hubbing In-transit Inventory WIP Inventory for in Subsidiaries “Hubbing” Your Channel company Printed 3/8/2006 9:30:59 AM Financial Flow Information Flow Physical Flow * Footnote Source: Sources
    • 3. Enhancing cash and cost “Get Cash “Have Less “Pay “Cash is Quicker” Inventory” Appropriately” King” Working Draft - Last Modified 5/7/2006 7:59:25 PM DSO + DIO - DPO CCC Days Sales Days Inventory Days Payables Cash Conversion Outstanding (DSO) Outstanding (DIO) Outstanding Cycle The average The average length The average length The average number of days of time in days of time in days length of time in Printed 3/8/2006 9:30:59 AM that the receivable between inventory between receipt of days between sits on the coming on and off goods and payment receipt of raw books the books for them materials and collection of [Quarter-end [Quarter-end [Quarter-end payment for Receivables] Inventories] Payables] finished goods [Quarter-end [Quarter-end [Quarter-end Revenue] / 90 COGS] / 90 COGS] / 90 DSO + DIO - DPO * Footnote Source: Sources
    • 4. Excellent execution measured by • Material Savings % Working Draft - Last Modified 5/7/2006 7:59:25 PM • Conversion Cost % • Cost of Poor Quality % • Inventory Turns Printed 3/8/2006 9:30:59 AM • Accounts Payable Days * Footnote Source: Sources
    • Copy Exactly – Fast adaptive best-in-class Supply Chain Practices My Commitment My Delivery Market Market intelligence Working Draft - Last Modified 5/7/2006 7:59:25 PM A Intelligence Cost modeling B Cost Market deflation Modeling Supply market update C Fact Based Printed 3/8/2006 9:30:59 AM Negotiation Teardown analysis Setup negotiation target D Re-structure initiative Re-structure initiative Teardown Inventory analysis E Analysis More … * Footnote Source: Sources
    • Market Intelligence –A1 Provide triangulation measurements tool kit Buying effectiveness Versus market price change Working Draft - Last Modified 5/7/2006 7:59:25 PM Procurement Competitive Advantage (PCA) Printed 3/8/2006 9:30:59 AM Measurement Triangulation Market Absolute Intelligence Competitiveness (AC) Validates or refutes Specific point-in-time PCA and AC comparison with * Footnote competitor Source: Sources
    • Market Intelligence – A2 Speedup market intelligence provider selection Gartner Onesources Digitimes IDC Digitimes Ice Alert Working Draft - Last Modified 5/7/2006 7:59:25 PM Yankee Metalprices CBA Prismark Fuji Chimera MTC Protelligent IIT VDC Paumanok Fleck Avicenne SEMICO Bishop Euromonitor Printed 3/8/2006 9:30:59 AM iSuppli CAPS Product Price Index Databeans AMR Databeans Purchasing magazine IC Knowledge Custerconsulting Procurement Strategy IC inside Display Research Council Frost and Sullivan * Footnote Source: Sources
    • Market Intelligence –A3 Provide procurement competitive advantage and absolute competitiveness chart Working Draft - Last Modified 5/7/2006 7:59:25 PM Printed 3/8/2006 9:30:59 AM * Footnote Source: Sources
    • Cost Modeling – B1 Develop cost model captured key cost drivers Subtotal Equip. Labor Material • Step 1: Front End(SMT) • Step 2: Board Test Overhead Working Draft - Last Modified 5/7/2006 7:59:25 PM • Step 3: Frame Assembly x 30 • Step 4: Manual Assembly x Other % • ga Step 5: Package Shipping x Assembly p • Step 5: Unit Test x Profit • Step 5: System Integration Test x • x Printed 3/8/2006 9:30:59 AM Yield • Labor Cost x Raw • Factory O/H x Material • Warranty costs x Cost • Package Shipping x • R&D x • SG&A • Margin x RFQ Should x Total Cost * Footnote Source: Sources
    • Cost Modeling – B2 Provide comprehensive should-cost model by commodity-specific Working Draft - Last Modified 5/7/2006 7:59:25 PM Printed 3/8/2006 9:30:59 AM * Footnote Source: Sources
    • Fact Based Negotiation C1 – Provide fact based negotiation tool kit Decision Decision Review Review Working Draft - Last Modified 5/7/2006 7:59:25 PM Phases Identify Execute Assess Select Design Set Needed and Current Program Implementation Strategy Critical Measure Programs Portfolio Plans Capabilities Results  Market  Benchmark  Scope  Existing projects:  Detailed  Program Deliverables intelligence competitors accepted, canceled program design Management  Cost or redesigned and action plan  Value  Gap Printed 3/8/2006 9:30:59 AM  Results propositions analysis  High-level  Metrics  Fit business cases  Goals  Targets  Programs prioritized and scaled To define, develop, and deploy standardized governance, skills, training, career paths, measurements, incentives, and electronic auctioning and negotiating tools that will maximize procurement savings across the * Footnote corporation. Source: Sources
    • Fact Base Negotiation – C2 Had been fact to fact negotiation with following supplies Foxconn Micron SINCO Unitech Flextronics STM SamYoung Unimicron Jabil SONY Silitech Wus Working Draft - Last Modified 5/7/2006 7:59:25 PM Wistron Samsung LSI DKUIL Compeq Delta OmniVision SEIWOO Multek LiteOn Kodex Tee Hwa Chin Poon Winteck Magachip Memtech Nanya Altus SEMCO Largan BYD Elec & Eltek Vista Point GESO Ichia Merix E-PIN SunArrow Mflex Printed 3/8/2006 9:30:59 AM Jabil BYD Asia Optical Sensetech BYD LG Innotek Maxell Sorim MFS Techwin Tyco Jeewoo GFlex Toshiba Amphenol Foxlink Ichia ALPS FCI Foxconn Foxconn Aurora Optical Yokowa ACON Sanyo Chicony Pansonic Hirose Lishen Foxlink ALPS Molex Desco Tech Topsearch SMK Konica Minolta * Footnote Source: Sources
    • Re-structure initiative – D1 Provide Tools and Matrices 1. Process 1. Enterprise wide Tool Business used by all Working Draft - Last Modified 5/7/2006 7:59:25 PM enhancement T 2. Corp wide baseline 2. e-business F O measurement O O Technology C Operational 3. performance L 3. Leadership A comparison L & 4. Highlighting “best Empowerment practices” P M 4. Skills and Training Printed 3/8/2006 9:30:59 AM O Systems A 5. Measure internal I 5. Metrics and Pay-for- N T performance to the R T I industry Performance C 6. Enterprise wide Incentives E spend data Technology S * Footnote Source: Sources
    • Teardown Analysis E 22 most popular IP Phone • Top 5 IP Phone provider Working Draft - Last Modified 5/7/2006 7:59:25 PM 50+ Cell Phone • Nokia, Samsung, LG , Apple, Motorola, and Printed 3/8/2006 9:30:59 AM other 4 Server • Sun, HP * Footnote Source: Sources
    • The Secrets for Driving Motorola’s Unprecedented Turnaround in 2002 – My achievement Making business successful by transforming supply chain initiatives into actions and results – faster, better, and together. Working Draft - Last Modified 5/7/2006 7:59:25 PM Printed 3/8/2006 9:30:59 AM * Footnote Source: Sources
    • Motorola Fast Adaptive IBM Best-in-class Supply Chain Practices in 2000 – My Achievement Working Draft - Last Modified 5/7/2006 7:59:25 PM Procurement Competitive Printed 3/8/2006 9:30:59 AM Advantage (PCA) Market Intelligence Absolute Competitiveness (AC) * Footnote Source: Sources
    • Motorola fast adaptive IBM - 10X improvement – My Achievement Working Draft - Last Modified 5/7/2006 7:59:25 PM Phase 2 Phase 1 Phase 3 Phase 4 Transforming the “Foundation” e-Business On Demand Enterprise 1994-1995 1998 - 2002 2003 - 1995-1997 IBM Spend 8 years on first 3 phase Printed 3/8/2006 9:30:59 AM Motorola spend 3 years * Footnote Source: Sources
    • Fact Based Negotiation Using Cost Modeling - My Achievement Working Draft - Last Modified 5/7/2006 7:59:25 PM Fact Based Triangulate Measurement Decision Decision Review Review Printed 3/8/2006 9:30:59 AM Phases Identify Execute Assess Select Design Set Needed and Current Program Implementation Strategy Critical Measure Programs Portfolio Plans Capabilities Results  Market  Benchmark  Scope  Existing projects:  Detailed  Program Deliverables intelligence competitors accepted, canceled program design Management  Cost or redesigned and action plan  Value  Gap  Results propositions analysis  High-level  Metrics  Fit business cases  Goals  Targets  Programs * Footnote prioritized and Source: Sources scaled
    • Avaya fast adaptive Motorola - 10X improvement - My Achievement Working Draft - Last Modified 5/7/2006 7:59:25 PM Market Market intelligence Intelligence Cost modeling Cost Printed 3/8/2006 9:30:59 AM Supply market update Modeling Teardown analysis Fact Based Setup negotiation target Negotiation Re-structure initiative Teardown Analysis Inventory analysis * Footnote Source: Sources
    • Do You Have Playbook and Rapid Initiative Project Plan? Working Draft - Last Modified 5/7/2006 7:59:25 PM Printed 3/8/2006 9:30:59 AM * Footnote Source: Sources
    • Contact Me Working Draft - Last Modified 5/7/2006 7:59:25 PM Jerry Nye 630-487-9282 Printed 3/8/2006 9:30:59 AM jerry.nye@sbcglobal.net http://www.linkedin.com/in/jerrynye * Footnote Source: Sources