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Global Logistics, 21 e 22 novembre 2012: “Smart Supply chain”, presentata da Lorenzo Vezzani di Inema Srl

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La Conferenza d’apertura del Global Logistics, mercoledì 21 novembre 2012, è stata “Smart Supply chain”. Presentata da Lorenzo Vezzani, partner di Inema Srl, ha trattato di una Supply Chain profondamente interconnessa, ad alta intensità di conoscenza, guidata dalla domanda, dove tutti i business e le attività operative sono ottimizzate per ottenere miglioramenti del livello di servizio, incrementi di efficienza, riduzione del consumo delle risorse e incremento delle performance economiche. Per intraprendere con successo la trasformazione ‘smart’ le imprese devono adeguare la propria vision, dotarsi di nuove competenze e re-ingegnerizzare i processi di business prima di dotarsi di nuove tecnologie.

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Global Logistics, 21 e 22 novembre 2012: “Smart Supply chain”, presentata da Lorenzo Vezzani di Inema Srl

  1. 1. Global Logistics 2012 Lazise (VR), 21 maggio© Inema 2012
  2. 2. “Siamo espertiProfilo (1 di 2) nell’integrare Processi, Persone e Strumenti” Fondata nel 1988, INEMA è una società leader nell’offerta di consulenza operativa sia in ambito industriale, sia nelle imprese di servizio che nella pubblica amministrazione Fattori che hanno contribuito al successo della Società sono: •  modello di business reattivo alle necessità del mercato •  determinazione e capacità dei partners e dei professionisti •  costante ricerca di soluzioni innovative •  puntuale “customizzazione” di soluzioni e servizi offerti Dal 1995 INEMA collabora con diverse Istituzioni Accademiche per lo sviluppo di progetti di ricerca applicata Oggi fanno parte di INEMA 15 professionisti Smart Supply Chain, Global Logistics 2012 2
  3. 3. “Siamo esperti nell’integrare Processi,Da dove iniziamo? Persone e Strumenti” Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 3
  4. 4. “Siamo esperti nell’integrare Processi,Smartness … Persone e Strumenti” «trasformare qualcosa di complicato in qualcosa di semplice ed efficiente» Smart Supply Chain, Global Logistics 2012 4
  5. 5. “Siamo espertiSmartness - Esempi nell’integrare Processi,Illuminazione Pubblica Persone e Strumenti” Da Rete illuminazione pubblica A Rete comunicazione territoriale q  Telegestione q  Telesorveglianza q  Piattaforma contro abbandono rifiuti q  Sensore conteggio e classificazione dei flussi di traffico q  Raccolta dati previsioni meteo Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 5
  6. 6. “Siamo esperti Smartness - Esempi nell’integrare Processi, Building Management Persone e Strumenti” Gestione unità trattamento aria Rilevazione e allarme incendi Controllo Sicurezza e controllo illuminazione Gestione accessi Controllo fumo intelligente del Digital video building Gestione qualità dell’aria interna effettuata da unRilevazione Gestione insiemeintrusioni fornitura e carico energia integrato di impianti e Gestione acque soluzioni GestioneControllo manutenzione applicativeambientale Enterprise Energy Localizzazione system Assistenza information asset integration tecnica on-site management Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 6
  7. 7. “Siamo espertiSmartness - Esempi nell’integrare Processi,Shop Floor Automation Persone e Strumenti”Integrazione in tempo reale tra processi di business e devices (sensori/attuatori) della fabbrica tramite web servicesq  Costo decrescente devices «intelligenti»q  Standard di interoperabilità e di comunicazioneq  Wirelessq  Web Servicesq  Adattabilità e rapida riconfigurabilitàq  Modellizzazione plant avanzata Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 7
  8. 8. Esempi di sviluppo / diffusione tra business Impatto diretto Supply Chain Smart Smart asset Smart factory management transport Smart Smart Smart Smart Smart farming building city Healthcare metering (EE) Minore Maggiore Livello di sviluppo/diffusione Smart Supply Chain, Global Logistics 2012 8
  9. 9. Nel 2020 ogni azienda dovrà essere «SMART» ? Enterprise Ottimizzazione resource systems nib ile S oste Centri distribuzione one Pro duzi CostruttoriSmart Grid Interplant impianti e macchinari Consumatori Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 9
  10. 10. La Supply Chain Pianificazione (Plan) Fornitori Clienti Acquisti Produzione Consegna (Source) (Make) (Delivery) Smart Supply Chain, Global Logistics 2012 10
  11. 11. La trasformazione delle Supply Chain … ad aziende integrate eDa aziende separate … “cliente-centriche”Modello “vecchio di Supply Chain” Nuovo modello di Supply Chain:Lentezza, scorte elevate, sprechi, sistema Velocità, ridotto capitale circolante,competitivo sistema cooperativo, eco-efficiency Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 11
  12. 12. “Siamo esperti nell’integrare Processi,SMART Supply Chain Persone e Strumenti” Ottimizzazione spinta in Profondamente Alta intensità di tutti i business e le attività interconnessa conoscenza operative Adeguamento Customer modello centrica organizzativo Sviluppo di nuove competenze e di nuovi Riduzione del processi Miglioramenti del consumo di livello di servizio e risorse della flessibilità Smart Supply Chain, Global Logistics 2012 12
  13. 13. “Siamo esperti nell’integrare Processi,Alcuni impatti sulla Supply Chain (1/2) Persone e Strumenti” Asset   Area   Logis+ca  /  Servizio   Sviluppo  Prodo9   management   Ges+one  in   Tools  proge5azione  e   tempo  reale   simulazione     collabora2vi  tra  a5ori   Sistemi  decisione  /   Sistemi  e   Aumento   Sistemi  ges2one  even2   sviluppo  prodo5o   monitoraggio  in  tempo  tecnologie  visibilità   in  tempo  reale     reale       Pia5aforme  web-­‐based   Aumento   knowledge   informazioni   management   ñ  Integrazione  tra   Sviluppo  prodo@   Nuove   clien2,  produ5ori  e   collabora2vo   competenze   ve5ori   ñ  Integrazione  asset     Organiz-­‐       management  e   Sviluppo  competenze  di   zazione   Nuovi  ruoli   Servizi  post-­‐vendita  /   ges2one  risorse   ges2one  sistemi/     pronto  intervento  in   proge@   Nuove  relazioni   tempo  reale  e  in     remoto   Smart Supply Chain, Global Logistics 2012 13
  14. 14. “Siamo esperti nell’integrare Processi,Alcuni impatti sulla Supply Chain (2/2) Persone e Strumenti” Pianificazione  e   Acquis+  /   Area   Produzione   programm.  risorse   Approvvig.   Ges+one  in   tempo  reale   Sensoris2ca  evoluta  e     Sistemi  per  ges2one  in   Visibilità  e   eco-­‐efficient  devices   Sistemi  e   Aumento   tempo  reale  di   monitoraggio  proa@vo    tecnologie  visibilità   domanda,  produzione  e   in  tempo  reale  degli   Teleges2one  impian2       scorte  in  tu5a  la  filiera   even2  della  supply   ed  equipment   Aumento   informazioni   Nuove   ñ  Revisione  parco   Sviluppo  competenze  di   competenze   fornitori   eco-­‐efficiency  e  tele-­‐ Organiz-­‐   ñ  Integrazione  tra  tu@     Visibilità  in  tempo  reale   ges2one   i  sogge@  della  Supply   zazione   Nuovi  ruoli   stato  scorte  /  ordini  /     Chain       previsioni  lungo  la   Integrazione  con   Nuove  relazioni   filiera   logis2ca  inversa   Smart Supply Chain, Global Logistics 2012 14
  15. 15. “Siamo esperti nell’integrare Processi,Processi e sistemi Persone e Strumenti” Fornitori Produttori Canali e Clienti Pianificazione Acquisti Produzione Evasione Ritorni Sviluppo Prodotti Approvvigionamenti Asset management Post vendita Logistica inversa• Ricerca e Sviluppo • Acquisti strategici • Pianificazione prod. • Demand planning • Logistica inversa• Laboratorio / Testing • Sviluppo fornitori • Schedulazione prod. • Gestione ordini • Gestione non• Gestione dati tecnici • Pianificazione supply • Gestione scorte e • Trade marketing conformità / resi• Qualità • Ricevimento work in process • Logistica • Smaltimento / riciclo /• Sicurezza • Gestione scorte • Manutenzione • Supply Chain ri-utilizzo• Ambiente • Efficienza equipment Execution• Normative • Eco-efficiency • Servizi post vendita ERP PLM SMP (SCP & SCE) SRM MES EAM CRM ECM Business Intelligence Infrastruttura hardware (smart devices) Smart Supply Chain, Global Logistics 2012 15
  16. 16. Case Study: ABC General Contractor (1/3)Il contesto q  ABC è un importante general contractor operante nei settori Rail, Industrial & Civil Plant Mercato / Clienti Tecnologia Personale Riduzione delle opportunità Competizione Aumento del di mercato per numero di tipologie d’impianto e della l’acquisizione diElementi Aumento della competizione risorse skillate “base tecnologica”contesto sul costo Diffusione Empowerment Aumento della sofisticazione risorse interne di (alcuni) clienti tecnologie SMARTLogiche Re-ingegnerizzare i processi e sviluppare competenze “core”Intervento per aumentare la competitività (anche grazie all’introduzione di tecnologie smart) Smart Supply Chain, Global Logistics 2012 16
  17. 17. Case Study: ABC General Contractor (2/3)Il percorso progettuale q  Re-ingegnerizzazione dei processi in ottica di valore aggiunto ai ClientiRe-engineering Processi q  Ri-organizzazione e sviluppoOrganizzazione competenzee Competenze Sistemi a supporto q  Selezione e implementazione ERP q  Integrazione con applicativo PJM Tecnologie q  Introduzione tecnologie SMART di gestione cantieri Smart Supply Chain, Global Logistics 2012 17
  18. 18. Case Study: ABC General Contractor (3/3)Gestione SMART dei cantieriq  ABC è un importante general contractor operante nei settori Rail, Industrial & Civil Plant Highlights Prima Dopo Informazioni critiche Informazioni aggiornate per la gestione e Avanzamento con frequenza tramesse al sistema in lavori settimanale e imputate tempo reale o manualmente quotidianamente Organizzazione e I dati sono archiviati su I dati risiedono su un accessibilità ai basi dati disomogenee unico data warehouse dati Costi svincolati da Tempi, attività e costi Planning informazioni su integrati avanzamento lavori Gestione Semi-automatica, geo- attrezzature / Manuale referenziata. Include materiali logiche di gestione. Smart Supply Chain, Global Logistics 2012 18
  19. 19. Smart Manufacturing: devices & ICT Smart Devices Manufacturing Business 1 2 3 & ICT Intelligence ModelInterconnessionedelle singole unità diproduzione Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 19
  20. 20. Smart Manufacturing: Manufacturing Intelligence Smart Devices Manufacturing Business 1 2 3 & ICT Intelligence ModelOttimizzazione dei Applicazioni MES / ERPprocessi WS: Web Service Devices «intelligenti» Parti prodotte Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 20
  21. 21. Smart Manufacturing: Impatto sui Modelli di Business Smart Devices Manufacturing Business 1 2 3 & ICT Intelligence ModelNuovi modelli dibusiness Smart Supply Chain, Global Logistics 2012 21
  22. 22. “Siamo esperti nell’integrare Processi,Dallo Smart Manufacturing Persone e Strumenti”alla Smart Supply Chain La smart manufacturing può “oltrepassare i cancelli” dell’azienda … … fino ad integrare l’intera supply chain q  Domanda “tirata” dal cliente q  Produzione flessibile in piccoli lotti di prodotti customizzati Aziende q  Minore integrazione verticale estrattive q  Più automazione e “information driven activity” FornitoriEvoluzione delle metriche di performanceq  Produttività come q  Personalizzazione Plant produttivi rapporto tra output q  Eco-Efficiency e input q  Flessibilità q  Reattività DA q  … A Distributori Clienti Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 22
  23. 23. “Siamo esperti nell’integrare Processi,Smart recycle Persone e Strumenti”Ottimizzazione nella gestione dell’impatto ambientale delle catene di fornitura (es:ciclo della carta) Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 23
  24. 24. “Siamo esperti nell’integrare Processi,Sfide competitive Persone e Strumenti” Limiti di accesso al mercato dei capitali Domanda calante, aumento pressione sui costi, tagli allo «spending» Rischi di «disruptions» delle Supply Chain La trasformazione «SMART» Ristrutturazioni aziendali può supportare la Interdipendenze globali e regimi di regole internazionali competitività Opportunità offerte da nuove tecnologie Smart Supply Chain, Global Logistics 2012 24
  25. 25. “Siamo esperti nell’integrare Processi,Le dimensioni della trasformazione … Persone e Strumenti” 1. Tecnologie 2. Sistemi Informativi 3. Comunicazioni 4. Processi e Organizzazione La trasformazione 5. Competenze organizzativa abilita l’utilizzo 6. Rapporti con Clienti e Fornitori ottimizzato ed efficace delle tecnologie SMART 7. Gestione del cambiamento Smart Supply Chain, Global Logistics 2012 25
  26. 26. …verso a modelli di business basati sulla “Siamo esperti nell’integrare Processi,gestione delle informazioni Persone e Strumenti” q  Completata la trasformazione organizzativa l’azienda è pronta per «governare» i mutamenti tecnologici ed a cogliere i benefici ottenibili dalle tecnologie SMART q  Sistemi q  Tecnologie q  Processi q  Competenze q  Organizzazione Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 26
  27. 27. “Siamo esperti nell’integrare Processi,Percorsi progettuali Persone e Strumenti” Complessità processi di supply «non sbagliare il primo Creazione del approccio per non «buy-in» affossare l’iniziativa»1. SMART CHECK-UP 2.  «BUSINESS CASE» 3.  SMART DEPLOYMENT 2÷4 settimane 2÷6 mesi Smart Supply Chain, Global Logistics 2012 27
  28. 28. “Siamo esperti nell’integrare Processi,Principali benefici Persone e Strumenti” Costi Supply Tracciabilità prodotti Consumo risorse Sostenibilità Lead time Livello di servizio e (interni ed esterni) flessibilità Lead time sviluppo Produttività prodotti Incidentalità Redditività Smart Supply Chain, Global Logistics 2012 28
  29. 29. SMART SUPPLY CHAIN “Siamo esperti nell’integrare Processi,Conclusioni Persone e Strumenti” Benefici approccio Smart Tecnologia Smart Nuove Nuovi competenze processi Vision e strategia Smart Supply Chain, Global Logistics 2012 fonte immagini: internet 29
  30. 30. Grazie per l’attenzione Inema s.r.l. 40121 Bologna, Via della Zecca 1Tel. + 39 051 58 72 351 - Fax +39 051 58 72 663 inema@inema.bo.it Smart Supply Chain, Global Logistics 2012 30

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