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Supply chain integration

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  • Good morning,
  • Globalization and Post Merger Integration - is an opportunity and a challenge; companies need to operate as truly global enterprises as opposed to multi-nationals
    Brand and Product Commoditization / Electronics Transformation – to combat Increased commoditization companies are moving to SW and Services based solutions. Product commoditization and digital convergence drives the need for (1)Rapid Product Development and innovative embedded software, as well as for (2) additional revenue streams outside of the traditional channels such as B2B and B2C
    Tighter integration and partnering industry ecosystem – With increased pressure on faster time to market, inventory availability, and supply chain costs, tighter integration and partnering is essential for success
    Consumer Driven Innovation / Marketing & Sales Transformation – due to Web 2.0 internet technologies and increased collaborative communities, social networking enables more savvy consumers and presents the need for additional global market intelligence
    Reduce Operating / Infrastructure Costs – Increased financial pressure and intense global competition is forcing Electronics companies to be very focused on minimizing internal cost structures…
    Front end transformation: Needs for more Market Intelligence & Insights for new emerging customer segments of major markets such as US/Europe and growth markets. Needs for Marketing transformation including market insights and market planning processes are increasing for the global electronics conglomerates. Online activities by companies (promotion, e-commerce, website enhancement) and customers are continuing to increase as they realize the benefits of online space – the online environment is enabling B2B/B2C interactions to become more efficient and effective.
    Back end Integration: Global electronics companies w/ multiple product groups (ex, SONY, Panasonic, Samsung Electronics, ,Siemens...etc , ..) operates separate supply chains for each business unit, which involves redundancy and inefficiency. By integrating multiple supply chains of business units or functions into single integrated enterprise supply chain, it enables a corporate to achieve economy of scale and service/skill specialization. Global electronics companies also need to integrated back office operations globally which often follow large global system/ERP consolidation projects for global integration of processes and systems.
  • eGIE/CBM/Shared Service Design - Develop GIE business model for global electronics companies which leverages IBM GIE transformation case/ CBM Methodology/Shared services design.
    Global Supply Chain Planning – Global Demand/Supply match planning process design and implementation. Centralized planning process for global companies integrating demand planning and supply/production planning.
    Supply Chain Visibility (VMI/CPFR) - The Virtual Command Center is a supply chain visibility solution provided and is composed of three major Hubs which manage and synchronize Demand, Supply and Logistics. This demo demonstrates supply hub and demand hub
    Master Data management - Traditionally, master data used to distributed to each transactional systems such as ERP, CRM, PDM, SRM and fragmented to each business divisions. Many global companies have troubles and concerns caused from low data credibility and it caused problem in real time global operation and communication.Through standardizing the data model and full life cycle process of master data enterprise wide and integrating master data and workflows as an isolated system, provide single master data view to enterprise wide globally and secure data quality and credibility with integrated data governance system
    Supply Chain Management ERP – Integrate enterprise wide process with enterprise ERP system to increase effectiveness and efficiency of enterprise management process.
    Green Supply Chain - Green Supply Chain Management is a new offering from IBM GBS that leverages best practices in sustainability from IBM's internal supply chain group along with advanced analytics and solutions from our Research division to model and minimize the environmental impact of a company's supply chain.
    Global Financial System Consolidation – For the globally integrated operations, integrate and standardize financial and back office processes and systems globally.
    Solar Fab in a Box - Solar Fab-in-a-box is a unique and innovative GTM model whereby Applied Materials offers it's clients a fully turn-key photovoltaic solar manufacturing line with a fully integrated Factory Automation System delivered on highly reliable and scaleable IBM infrastructure. IBM teamed up with Applied also offers it's clients a fully pre-configured Solar Fab-in-a-box SAP system delivered AoD along with other IT services necessary to enable the enterprise.
  • Transcript

    • 1. © Copyright IBM Corporation 2008 A Tale of Ants, Humans and Chaos Mondher Ben-Hamida, CPIM, CSCP Associate Partner / Global Electronics SME IBM GBS Supply Chain Strategy Practice mbenhamida@us.ibm.com +1.415.425.7184
    • 2. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 2009 ELECTRONICS INDUSTRY MAP (PDIF) Product LifecycleProduct Lifecycle MgmtMgmt (IS01, SCM)(IS01, SCM) Product LifecycleProduct Lifecycle MgmtMgmt (IS01, SCM)(IS01, SCM) Strategic Drivers Industry Solutions (ISA Code) Solution Offerings Industry Framework Infrastructure Reduce Operating / Infrastructure costs Brand and Product Commoditization / pressure to innovate Consumer Driven Innovation / strategic selling and sales execution Globalization and Merger Integration Tighter integration and partnering industry ecosystem Supply, Demand &Supply, Demand & Global IntegrationGlobal Integration (IS09, SCM, FMS,(IS09, SCM, FMS, HCM)HCM) Supply, Demand &Supply, Demand & Global IntegrationGlobal Integration (IS09, SCM, FMS,(IS09, SCM, FMS, HCM)HCM) Electronics MESElectronics MES (IS10, SCM)(IS10, SCM) Electronics MESElectronics MES (IS10, SCM)(IS10, SCM) Marketing, Sales &Marketing, Sales & ServiceService TransformationTransformation (IS05, CRM, S&C)(IS05, CRM, S&C) Marketing, Sales &Marketing, Sales & ServiceService TransformationTransformation (IS05, CRM, S&C)(IS05, CRM, S&C) • Requirements Management (Telelogic/Rational) • Product Innovation management/IPD • Integrated BOM • Embedded system/Software lifecycle management • Test outsourcing • Next generation PDM/web- based and extended PDM • Unified Verification Management • Requirements Management (Telelogic/Rational) • Product Innovation management/IPD • Integrated BOM • Embedded system/Software lifecycle management • Test outsourcing • Next generation PDM/web- based and extended PDM • Unified Verification Management • eGIE/CBM/Shared Service Design • Global Supply Chain Planning • Supply Chain Visibility (VMI/CPFR) • Master Data Mgmt • Supply Chain Mgmt ERP* • Green Supply Chain • Global Financial System Consolidation • “Solar Fab In A Box” • eGIE/CBM/Shared Service Design • Global Supply Chain Planning • Supply Chain Visibility (VMI/CPFR) • Master Data Mgmt • Supply Chain Mgmt ERP* • Green Supply Chain • Global Financial System Consolidation • “Solar Fab In A Box” • Semiconductor , Flat Panel Display, Solar MES (SIView, LCDView, SolarView) • Enterprise MES • View Factory Suite/Manufacturing Process Improvement • GIView (Globally Integrated View)/Mfg Cockpit • Semiconductor , Flat Panel Display, Solar MES (SIView, LCDView, SolarView) • Enterprise MES • View Factory Suite/Manufacturing Process Improvement • GIView (Globally Integrated View)/Mfg Cockpit • Marketing Transformation / Market Planning • Sales Transformation • Multi-Channel Management (MCM) • Service Management • Med Device Contract Sales & Service • Marketing Transformation / Market Planning • Sales Transformation • Multi-Channel Management (MCM) • Service Management • Med Device Contract Sales & Service Product Development Integration Framework Product Development Integration Framework Supply Chain Visibility / VCC Supply Chain Visibility / VCC Manufacturing Integration Framework (MIF) Manufacturing Integration Framework (MIF) Infrastructure:Infrastructure: servers, storage, communication networks & associated servicesInfrastructure:Infrastructure: servers, storage, communication networks & associated services 2
    • 3. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 ABOUT THE PRESENTER Mondher Ben-Hamida, CPIM, CSCP Associate Partner / Global Electronics SME IBM GBS Supply Chain Strategy Practice EducationEducationEducationEducation 1997 1995 Master of Science in Industrial Engineering and Operations Research, University of Minnesota, Minneapolis, MN, USA. Master of Engineering in Industrial Engineering, ENIT, Tunis, Tunisia LanguagesLanguagesLanguagesLanguages • English • French • Italian • Arabic Fluent Fluent Fluent Fluent SpecializationSpecializationSpecializationSpecialization • Supply Chain Strategy • Global Issues in SCM • Enterprise Sustainability • Advanced Planning Tools Experience OverviewExperience OverviewExperience OverviewExperience Overview Mondher is an Associate Partner in the IBM Supply Chain Strategy group. The practice is responsible for providing strategic and operational guidance to senior executives within client organizations. Mondher is an Industrial Engineer and a Global Supply Chain Strategist with over 13 years of global management and manufacturing consulting experience. Primary focus has been the design and implementation of Supply Chain Management strategies and tools, Advanced Planning and Scheduling solutions and Theory-Of- Constraints initiatives. Mondher is a frequent speaker at various supply chain events (APICS, SCC, AMR, etc.) and has published a number of articles on various topics ranging from supply chain strategy to reducing the environmental impact of logistics operations. He is also a co-inventor of a supply chain carbon modeling tool (patent pending). Mondher is a universal citizen and his passion for solving global supply chain problems along with his fluency in 4 languages has led him to operate in four continents Sample EngagementsSample EngagementsSample EngagementsSample Engagements • Helped one of the world’s largest fabless companies (wireless phone chip segment) define and implement a comprehensive supply chain collaboration model (VMI, Consignment and Schedule Sharing) with three of its most strategic customers on 3 continents. • Led a major supply chain strategy definition for one of Europe’s largest industrial conglomerates. Activities included assessing state of current operations model, compiling and documenting appropriate best practices and devising a novel supply chain vision that is customer centric (secured agreement on a new market segmentation) and emphasizes the agreed upon core competency (fulfillment). • Led a major supply chain strategy redesign effort at McDonald’s. This executive level initiative assessed competitive trends and provided a global vision for the future supply chain integration model along with a ‘playbook’ of practical steps to achieve the vision • Selected by AMR Research as an SME and voting panelist for the 2007 World’s Top 25 Supply Chains • Served as the Make Best Practices Lead and co-author of SCOR 7.0 3
    • 4. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 OBJECTIVES Briefly discuss the challenges most companies face in optimizing the integration of their global supply chain operations Briefly discuss the challenges most companies face in optimizing the integration of their global supply chain operations Provide a critical analysis of the root cause(s) of these challengesProvide a critical analysis of the root cause(s) of these challenges Provide an Overview of IBM’s Approach and Competitive DifferentiatorsProvide an Overview of IBM’s Approach and Competitive Differentiators 1111 2222 3333 4
    • 5. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 First off, what is Global SCI and why is it important? The supply chain needs to be aligned with the market needs The supply chain needs to be aligned with the market needsComplication # 1Complication # 1Complication # 1Complication # 1 Complication # 2Complication # 2Complication # 2Complication # 2 Global competition is, to a large extent, a competition between supply chain models. Superior supply chain execution, while not sufficient for business success, is a necessary condition Complication # 3Complication # 3Complication # 3Complication # 3 Supply chain costs need to be minimized Supply chain costs need to be minimized Supply Chain Integration is the act of turning a complex and diverse network of partners and operations into a functioning ecosystem. Supply Chain Integration is the act of turning a complex and diverse network of partners and operations into a functioning ecosystem. ABC, Inc. Tier 1 Tier 2 The supply chain needs to be flexible and responsive The supply chain needs to be flexible and responsive Need to ensure consistency in design and execution Need to ensure consistency in design and execution Outsourcing is a key strategic imperative Outsourcing is a key strategic imperative Shrinking control yet ultimate accountability to customers Shrinking control yet ultimate accountability to customers 5
    • 6. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 What are the key pain points of our clients? An External View Make •Make vs. Buy •Reach of production facilities •Product mix at each location Source •Level and scope of collaboration with suppliers •Global vs. regional sourcing model Design •Internal vs. external along various dimensions •Level of integration and upstream design collaboration with suppliers •How to listen to the needs and wants of a global customer base Service •Warranty plans and logistics •Customer service partners •Reverse logistics Deliver •3PL/4PL agreements •Customer segmentation and service agreements •What to hold and where and how much Plan CustomersSideCustomersSide • Network Design Decisions • Centralized vs Decentralized model • Global demand Planning • Make vs. Buy • #, Location and scope of CM partners • Global Inventory Planning 6
    • 7. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 What are the key pain points of our clients? An Internal View Division / BU / GeoDivision / BU / Geo PeoplePeoplePeoplePeople ProcessesProcessesProcessesProcesses SystemsSystemsSystemsSystems TechnologyTechnologyTechnologyTechnology MeasuresMeasuresMeasuresMeasures Division / BU / GeoDivision / BU / Geo PeoplePeoplePeoplePeople ProcessesProcessesProcessesProcesses SystemsSystemsSystemsSystems TechnologyTechnologyTechnologyTechnology MeasuresMeasuresMeasuresMeasures Division / BU / GeoDivision / BU / Geo PeoplePeoplePeoplePeople ProcessesProcessesProcessesProcesses SystemsSystemsSystemsSystems TechnologyTechnologyTechnologyTechnology MeasuresMeasuresMeasuresMeasures People Processes Systems Technology Measures Lack of true Supply Chain organization Excessive customization, often for no reason, with limited, if any, synergies between divisions Too many systems and instances hindering data consolidation and sharing Disparate systems and supporting technologies hinder integration and collaboration Inconsistent and often conflicting set of measures Corporate HQCorporate HQCorporate HQCorporate HQ 7
    • 8. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Why Is Global Supply Chain Integration a Difficult Task? The Uncanny Resemblance Between Complex Systems And Supply Chains according to Chaos Theory 1. Complex systems consist of a large number of elements. 2. The elements have to interact and this interaction must be dynamic. 3. The Interaction is fairly rich, i.e. any element in the system influences, and is influenced by, quite a few other ones. 4. Firstly, the interactions are non-linear. 5. The interactions usually have a fairly short range, i.e. information is received primarily from immediate neighbours. 6. There are loops in the interaction. 7. Complex systems are usually open systems, i.e. they interact with their environment. 8. Complex system operate under conditions far from equilibrium. 9. Complex systems have a history. Not only do they evolve through time, but their past is co-responsible for their present behaviour. 10.Each element in the system is ignorant of the behaviour of the system as a whole.
    • 9. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Root Cause # 1 The Gap Between Business Needs And Business Models Phase 1Phase 1Phase 1Phase 1 Phase 2Phase 2Phase 2Phase 2 Phase 3Phase 3Phase 3Phase 3 Business creation and local market establishment Business creation and local market establishment Aggressive Global Growth Aggressive Global Growth SaturationSaturation Reputation Matters Growth Matters Execution Matters Suitability of Supply Chain Models and ToolsSuitability of Supply Chain Models and Tools LowHigh Elapsed Time / Supply Chain Planning ComplexityElapsed Time / Supply Chain Planning Complexity HighLow ABC, Inc. Tier 1 Tier 2ABC, Inc. 9
    • 10. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Root Cause # 2 – The Challenge Of Internal Integration “Tell Me How You’ll Measure Me, And I’ll Tell You How I’ll Behave” Corporate HQCorporate HQCorporate HQCorporate HQ LowHigh HighLow CEOCEOCEOCEO CSO*CSO*CSO*CSO* (*) – Global Chief Supply Chain Officer EMEA DivisionEMEA DivisionEMEA DivisionEMEA Division CEOCEOCEOCEO CSO*CSO*CSO*CSO* BU XYZBU XYZBU XYZBU XYZ CEOCEOCEOCEO CSO*CSO*CSO*CSO* A desire to grow rapidly (Phase 2) provided divisions with a great deal of independence which led to the proliferation of overly localized supply chain processes and solutions A desire to grow rapidly (Phase 2) provided divisions with a great deal of independence which led to the proliferation of overly localized supply chain processes and solutions While the division-level supply chain officer might listen to the corporate-level officer, his/her performance/bonus is decided by the Division/BU head While the division-level supply chain officer might listen to the corporate-level officer, his/her performance/bonus is decided by the Division/BU head The tendency to promote local performance has greatly diminished the scope and impact of corporate supply chain officers The tendency to promote local performance has greatly diminished the scope and impact of corporate supply chain officers 10
    • 11. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Root Cause # 3 – The Challenge Of External Integration Integration is about Collaboration; However, Are We Wired For It? The Idea: Unlike ants and bees, humans aren't hard-wired for cooperation; we tend to act out of self-interest. That inclination repeatedly draws us into "social dilemmas" where, in an attempt to gain more for ourselves, we ultimately fare worse than we would have by cooperating. The evidence: The trick is to establish an agreement where everyone's self-interest is best served by cooperating. That means removing incentives to violate the agreement. The Conclusion: Businesses are nothing but federations of human beings. We think we’re different and unique and we behave in ways that protect and promote that uniqueness. We need to overcome some innate apprehensions to build a winning value proposition for key supply chain partners http://www.newsweek.com/id/17038011
    • 12. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Root Cause # 4 – The Issue of Asymmetric Benefits What’s in it for me? Many Supply Chain Integration Efforts failed because the incentives were not properly defined and established Many Supply Chain Integration Efforts failed because the incentives were not properly defined and established 12
    • 13. © Copyright IBM Corporation 2008 Lessons Learned and Tools to Leverage
    • 14. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Our Approach – A High Level Overview Electronics Industry – Globally Integrated EnterpriseElectronics Industry – Globally Integrated EnterpriseElectronics Industry – Globally Integrated EnterpriseElectronics Industry – Globally Integrated Enterprise Supply, Demand & Global IntegrationSupply, Demand & Global IntegrationSupply, Demand & Global IntegrationSupply, Demand & Global Integration eGIE / CBM / Shared Service DesigneGIE / CBM / Shared Service Design Global Supply Chain PlanningGlobal Supply Chain Planning Supply Chain Visibility (VMI/CPFR)Supply Chain Visibility (VMI/CPFR) Master Data MgmtMaster Data Mgmt Supply Chain Mgmt ERPSupply Chain Mgmt ERP Green Supply Chain (enabling IBM’s Smarter Planet)Green Supply Chain (enabling IBM’s Smarter Planet) Global Financial System ConsolidationGlobal Financial System Consolidation “Solar Fab In A Box”“Solar Fab In A Box” 14
    • 15. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Build the Right ModelBuild the Right ModelBuild the Right ModelBuild the Right ModelDefine the End StateDefine the End StateDefine the End StateDefine the End State Consulting Guideline # 1 Ensure that the Supply Chain Strategy is Aligned with the Corporate Strategy Ensure that the Supply Chain Strategy is Aligned with the Corporate Strategy Core CapabilitiesCore CapabilitiesCore CapabilitiesCore Capabilities Core CompetencyCore CompetencyCore CompetencyCore Competency ExtendedExtended CapabilityCapability 11 ExtendedExtended CapabilityCapability 11 ExtendedExtended CapabilityCapability 22 ExtendedExtended CapabilityCapability 22 ExtendedExtended CapabilityCapability 33 ExtendedExtended CapabilityCapability 33 CustomerCustomer StreamStream AA CustomerCustomer StreamStream AA CustomerCustomer StreamStream BB CustomerCustomer StreamStream BB CustomerCustomer StreamStream CC CustomerCustomer StreamStream CC Supporting ProcessesSupporting ProcessesSupporting ProcessesSupporting Processes High Low Time to Accomplishment ValueChainTotalPerformance High Today ““Incremental” ApproachIncremental” Approach ““Vision / Backward”Vision / Backward” ApproachApproach World Class Performance Hurdle Ideal State The End State Supply Chain vision should be aligned with the corporate strategy and goals The End State Supply Chain vision should be aligned with the corporate strategy and goals The supply chain working model needs to be built with as much commonality as possible. The supply chain working model needs to be built with as much commonality as possible. 15
    • 16. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Consulting Guideline # 2 Define the Right Levers for a Globally Integrated Supply Chain ModelDefine the Right Levers for a Globally Integrated Supply Chain Model Company ABCCompany ABCCompany ABCCompany ABC PeoplePeoplePeoplePeople ProcessesProcessesProcessesProcesses SystemsSystemsSystemsSystems TechnologyTechnologyTechnologyTechnology Measures / ReportingMeasures / ReportingMeasures / ReportingMeasures / Reporting Most companies’ (and their consultants!) reflex is to consolidate their supply chain supporting systems (e.g. reducing # of SAP instances, etc.) Always start with these dimensions taking into account the company structure and working model For instance: •Does the company want to have a global fulfillment model (e.g. ship from anywhere to anywhere) or prefer to have regional fulfillment centers isolated from each other •Do the various business units (or geo’s) compete for the same resources? For instance: •Does the company want to have a global fulfillment model (e.g. ship from anywhere to anywhere) or prefer to have regional fulfillment centers isolated from each other •Do the various business units (or geo’s) compete for the same resources? Global Supply Chain Integration is, above all, about integrating data feeds to provide a holistic view of the system performance. The choice of a centralized or distributed SC infrastructure should not be driven by technology but rather by real business needs Global Supply Chain Integration is, above all, about integrating data feeds to provide a holistic view of the system performance. The choice of a centralized or distributed SC infrastructure should not be driven by technology but rather by real business needs 16
    • 17. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 CASE STUDY – A GLOBAL HIGH TECH COMPANY GTMGTM GTMGTM GTMGTM GTMGTM GTMGTM ESBESB End-StateEnd-State •Consolidated Supply Chain systems onto single backbone •Integrated “Best of Breed” solutions •Established hubs for business intelligence SCSC GTMGTM GTMGTM GTMGTM GTMGTM GTMGTM ESBESB HubHub HubHub HubHub Initial StepsInitial Steps •Establish Enterprise Service Bus (ESB) •Implement virtual information hubs SCSC SCSC SCSCSCSC SCSC SCSC SCSC SCSC SCSC SCSC GTMGTM GTMGTM GTMGTM GTMGTM GTMGTM Current StateCurrent State •Multiple systems with point-to-point interfaces •Poor visibility across supply chain HubHub HubHub 17
    • 18. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Why Is IBM Uniquely Positioned To Help With Global SCI? The Three Dimensions Of Our Offering By leveraging innovative ideas from our research division and proven best practices from our internal supply chain group, we are uniquely positioned to help our clients improve their supply chain strategy and operations Advisory ServicesAdvisory Services ResearchResearchInternal Supply ChainInternal Supply Chain Supply Chain Strategy Practice 18
    • 19. TheChallengeofGlobalSupplyChainIntegration © Copyright IBM Corporation 2008 Why Is IBM Uniquely Positioned To Help With Global SCI? A Rich Portfolio of Tools to lead the Field of Supply Chain Analytics and Enable Smart Design Decisions (1) – ‘Recent Acquisitions’ refer only to ILOG and Cognos (2) – ILOG can be seen as the Intel Inside of most SCM/APS Solutions (1) Some of our Existing Assets SCPMSCPM (Supply Chain Process Modeler and Simulator) SCPMSCPM (Supply Chain Process Modeler and Simulator) SNOWSNOW (Supply Chain Network Optimization Workbench) SNOWSNOW (Supply Chain Network Optimization Workbench) WSPWSP (Warehouse Site Planner) WSPWSP (Warehouse Site Planner) VCCVCC (Virtual Command Center) VCCVCC (Virtual Command Center) Recent IBM AcquisitionsRecent IBM Acquisitions (2) 19

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