Presentation 2012-10-12-13 Value Chain Management in Transportation System v1


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2012-10-12-13 เล่าประสบการเรื่อง Value Chain Management in Transportation System ให้นักศึกษาปริญญาโท CEO MBA ในวิชา MB 523 การจัดการห่วงโซ่คุณค่าและลูกค้าสัมพันธ์ มหาวิทยาลัยหอการค้า

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Presentation 2012-10-12-13 Value Chain Management in Transportation System v1

  1. 1. Value Chain in Transportation SystemNopporn Thepsithar12 -13 October 2012
  2. 2. Logistics Management 2
  3. 3. CSCMP Definition of Logistics ManagementDefinition of Logistics ManagementLogistics management is that part of supply chain management thatplans, implements, and controls the efficient, effective forward andreverse flow and storage of goods, services and related informationbetween the point of origin and the point of consumption in order tomeet customers requirements.Logistics Management – Boundaries and RelationshipsLogistics management activities typically include inbound and outboundtransportation management, fleet management, warehousing, materialshandling, order fulfillment, logistics network design, inventorymanagement, supply/demand planning, and management of third-partylogistics services providers. To varying degrees, the logistics functionalso includes sourcing and procurement, production planning andscheduling, packaging and assembly, and customer service. It isinvolved in all levels of planning and execution--strategic, operationaland tactical. Logistics management is an integrating function, whichcoordinates and optimizes all logistics activities, as well as integrateslogistics activities with other functions including marketing, salesmanufacturing, finance, and information technology. 3
  4. 4. CSCMP Definition of Logistics Management• Part of supply chain management• Plan, implement, and control• Forward and reverse flow and storage of goods, services and related information between the point of origin and consumption• Meet customers requirements• Efficient and Effective 4
  5. 5. CSCMP Logistics Management ActivitiesInbound and outbound transportation managementFleet managementWarehousing, Inventory managementMaterials handlingOrder fulfillmentLogistics network designSupply/demand planningManagement of third-party logistics services providersPackaging and assemblySourcing and procurementProduction planning and schedulingCustomer servicePlanning and Execution in all levels : Strategic, Tactical, OperationalIntegratation of all Logistics Activities by coordination and optimizationIncluding marketing, sales manufacturing, finance, andinformation technology. 5
  6. 6. คุณลักษณะพิเศษของโลจิสติกส์• พัฒนามาจากกิจกรรมทางการทหาร• เป็ นวิทยาศาสตร์ และ ศิลปศาสตร์• เป็ นตั้งแต่ ฟันเฟื องย่ อยๆ จนถึงฟันเฟื องหลัก ชี้ความอยู่รอดของบริษท ั• ผู้ททางานโลจิสติกส์ ได้ ดี ต้ องสื่ อสารเก่ ง เปิ ดกว้ าง ี่ ประสานผลประโยชน์ ถ่ อมตน และ มีคุณธรรม 6
  7. 7. Packaging Material Transportation Handling SiteSelection Logistics Physical Information and Informational flow system Inventory Control Customer Service Order Warehousing Processing
  8. 8. Integrated Logistics within company Marketing and Sales Customers service level, Order Processing, Packaging Logistics Purchasing, Inventories, Plant Location, Return on Production investment, Scheduling Productivity Production Finance 8
  9. 9. Logistics ManagementSupplier Vendor DC Store Consumer Product and Service Information and Money Logistics Activities Logistics Activities • Ordering • Demand /Supply Planning • Transportation • Logistics Network Design • Material Handling • Logistics Integration • Warehouse Management • Outsourcing • Inventory Management • Customer Service • Packing/Packaging • Information Management 9
  10. 10. Supply Chain Management 10
  11. 11. CSCMP Definition of Supply Chain ManagementDefinition of Supply Chain ManagementPlan and management of all activities involved in sourcing andprocurement, conversion, and all logistics management activities.Coordination and collaboration with channel partners, which can besuppliers, intermediaries, third party service providers, andcustomers.Integrate supply and demand management within and acrosscompanies.Supply Chain Management – Boundaries & RelationshipsLink major business functions and business processes within andacross companies into a cohesive and high-performing businessmodel including all of the logistics management activities , as wellas manufacturing operationsDrive coordination of processes and activities with and acrossmarketing, sales, product design, finance, and informationtechnology. 11
  12. 12. Supply Chain Process • Plan – Source – Make – Deliver - Return PlanDeliver Source Make Make Deliver Source Make Deliver Source Make Deliver Source Return Return Return Return Return Return Customer’sSupplier’s Customer Customer Supplier Supplier (Internal or (Internal or External) Enterprise External) External Internal External Collaboration Collaboration Collaboration Span of our Supply Chain Process 12
  13. 13. Building Internal & External Collaboration Customer Service/ Procurement Manufacturing Logistics Sales&Marketing Low Few change- High purchase overs Low inventories price Stable inventories Multiple schedules Low trans- High vendors Long run portation service lengths levels SOURCE MAKE DELIVER SELL Sequential PlanningLogistics Procurement Manufacturing SalesPlanning Planning Planning Target Synchronized, Concurrent Planning Process Approach (Plan-Source-Make-Deliver-Return)Logistics Procurement Manufacturing SalesPlanning Planning Planning Target 13
  14. 14. Supply Chain Management Framework Network Design YearsStrategic Supply Planning Months Demand Planning Tactical Production Distribution Planning Planning Weeks Production Packing & Transport Dispatching DaysOperational Scheduling Scheduling Scheduling 14
  15. 15. Order Size Bullwhip Effect : The Dynamic of SCM Retailer Orders Distributor Orders Customer Demand Production Plan Time Source: Tom Mc Guffry, Electronic Commerce and Value Chain Management, 1998 15
  16. 16. Key Success Factor of Supply Chain Management Collaboration Communication Trust 16 10/11/2012
  17. 17. Marketplace competition is not ............firm vs. firm, it’s chain chain.
  18. 18. Value Chain Management 18
  19. 19. “Value” is defined as “any activity that increases the market form or function of the product or service.” And in today’s business climate, we need to maximize thevalue of every process in our business. 19
  20. 20. Value Management • End-user segmentation Valued Customer • Segment specific needs / decision-making process Who to serve? • Anticipate technical trends / market dynamics  Targeting key end-userSource: Nirmalya Kumar, segments Marketing as Strategy, 2004 3 V’s Value Network Value Proposition How to deliver ? What to offer?• Functional/physical deliver of value proposition • Benchmark current offering• Channel/distribution network design • Design new value proposition• Required downstream integration • Quantify value of offering Integrated value network  Value based pricing 20
  21. 21. Value Management 3Vs framework is consisted of 1) Valued Customer, 2) Value Proposition and 3) Value NetworkValued Customer Value Proposition Value Network Which customer  Can we create a value  Can we run a bettersegment(s) do we want to proposition that delivers network or radicallyserve?. superior value through redefine the value delivery Comprehensive multi- dramatically higher benefits system for the industry ?level segmentation along or lower costs?  Delivering our valuethe value chain For targeted segments proposition -Identify most important -from plant / silo to job-site In-depth knowledge of attributesspecific requirements and -from marketing / TS to -Assessment / benchmarkdecision-making process end-user of current offeringper segment – product -Design new value  Design of requiredand service related proposition: products and channel / distribution Anticipate technical services networktrends and business -Quantify value of offering  Downstream integrationdynamics of construction for customer to capture additional valueindustry or secure market position Source: Kumar, N. (2004). Marketing as strategy: understanding the CEO’s agenda for 21 driving growth and innovation, Harvard business school press
  22. 22. Example of 3 Vs Flag Carriers easyJetValued Customer Everyone, especially People who pay from their Own“Who to Serve?” Business class pockets and some who don’t typically flyValue Proposition  Flexible  One-way fares“What to Offer?”  Full-service  No frills  High prices  Low pricesValue Network“How to Deliver?”Purchasing Integrated OutsourcedOperations  Multiple types of planes  Single type of plane  Short/long-haul routes  Short-haul routes  Worldwide network  Select destinationsMarketing  Segmented customers  Treat all customers the  Varied meal services same  Frequent flyer program  “Focused” 22Distribution Travel agents/all channels Internet/direct sales only
  23. 23. Value Chain Model : Michael E. Porter 23 Source:
  24. 24. Supply Chain & Value Chain Management Supply Chain Plan • Channel for movement of goods or services from source to end-user Source Make Deliver • Product-focused • Aim for competitive distribution, Return Return market share, market expansion Value Chain Manufacturing Distribution Marketing Service Sourcing and Sales• Framework for understanding how a company adds value along the supply chain, from sourcing the raw material to servicing the end product in the hands of the customer• Company-focused• Aim for business value creation, business expansion & integration 24
  25. 25. Components of Value Chain ManagementSuppliers SRM SCM CRM Customers• VCM is the main process in aligning company strategies with executionprocesses to delivery the right product at the right price and time, andsupporting the key principles success• VCM is considered sometimes as the next generation of SCM• It has two major principles: 1. The end customer is the only entity that introduces money into the chain,the rest of value chain members shuffling his money back and forth2. The only way for the value chain to succeed is to have every memberprofits from the business• It has three components - Supplier Relationship Management(SRM) - Supply Chain Management( SCM) 25 - Customer Relationship Management( CRM)
  26. 26. Egg Value Chain Egg Egg Ping Gu Supermarket Production Delivery• Kitchen of the World • Provide value and • Create Value solution along the chain• World Chicken farm with • Cost high innovative • “Cold-Chain Delivery” • Convenience technology  Reliability & Availability Right time, Right • Communication• First Class Quality, Safety  quantity, Right product & Healthy Eggs • Variety  Minimum Cost & Lean  Lab , UV hygiene • Display • Green Logistics• Great egg productivity  Safety, Energy Saving • Advice• Environment friendly  Environmental Friendly• Prevent animal epidemics • VMI & CRP from close farm • Shipment visibility• More traceability FEED FARM FOOD FRESH FAMILY 26 PROFIT PEOPLE PLANET
  27. 27. Organic Cotton Value Chain 27
  28. 28. Value Chain of Air Transportation 28
  29. 29. Natural Gas Value Chain Transportation 29
  30. 30. 30
  31. 31. Value Chain Management Value chain management is the process, by which opportunities for delivering business value via initiatives throughout the supply chain, are identified and acted upon. Sales, Design Sourcing Manufacturing Distribution Use and End of Service Life Develop product Bundle Growth customer can recycling market as green services withBusiness Value Drivers products Increase Pursue Reduce fleet Cost recyclability pollution accidents of supplier prevention pkg. Time to Streamline Assess risk Market permitting to reduce downtime Change Minimize Engage in Customer product to product packaging Focus reduce risk take-back 31 to customer
  32. 32. Business Strategy Maturity Model Continuous Innovation is Key to Success Internal SC Supply Driven SC Demand Value Driven Driven SC VCSupply chain Enterprise focus Collaboration Demand- Post-lean focusStrategy focus driven & lean focusBusiness Enterprise Extended Tier-based, Multi-Process Enterprise formalized enterprise,Focus trading gridKPI span Departmental Enterprise Supply Chain Value ChainResponse Manufacturing Push with pull Pull Segmented,Model driven elements self-aligning 32
  33. 33. Level of Suppy Chain Integration 33
  34. 34. Value Chain Model Example Main Role & Responsibility 1. Provide employee development Plan 2. Provide employee training schemesMain Role & Responsibility 3. Provide organization development Human Resources Dept. Provide information system Financial & Accounting Dept. Provide operation Sustainable EBITDA & system/WHS Main Role & Responsibility Information Mgt & System Operation Dept. Provide customer data base  Provide financial control Transportation process Operation & Warehouse Inspection Control & Inventory & Delivery Mgt. Dept. Quality Sourcing control Material Dept. Dept.  Provide accounting Dept. Raw management Main Role & Responsibility Main Role & Responsibility Main Role & Responsibility Main Role & Responsibility  Inspect raw materials , fresh  Provide stock model and  Identify farming sources to  Provide delivery plan as food by following company inventory management provide goods /products customers requirement procedure or qualification control process  Provide tools , machine raw manual.  Provide efficiency delivery  Provide the best facility to material for packing mode & vehicles  Ensure quality of all storage /stock to maintain  Initiative “ SRM” and supply process to maintain quality quality of products  Provide shipment visibility chain networks of goods/products process  Provide sanitary and hygienic facilities  Initiative “CRM” 34
  35. 35. 35
  36. 36. 36
  37. 37. 37
  38. 38. 38
  39. 39. Product/Service Provider VS Solution Provider 39
  40. 40. Level of Solution-Selling Matrixcustomizationand customerknowledge Loyalty High : Solution Program Relationship Selling Selling Focus Low : Stand-Alone Systems Transaction Product Selling Focus Selling Individual Product Systems Product Focus Focus Width of products/services
  41. 41. Product Division Corporate Center Customer Solution Product innovation  Organizational  Customer service orientation transformation orientation Search for economies orientation  Search for economies of scale  Search for common of scope Market-share focus culture, team sprit  Share-of-wallet focus  Revenues, profits, and growth focus Develop new solutions Balance internal and Champion solutions Build deep customer external supplier roles Encourage integration knowledge Design for service Align structure, Identify externalStandardize interfaces systems, and partners and be modular incentives Encourage flexible Be flexible Mediate conflicts teams Assume product P&L Facilitate external Be product agnostic responsibility relationships Assume customer P&L responsibility
  42. 42. The Products-to-Solutions 3 Vs Transformation Product Focus Solutions FocusValued Customer Almost all customers Segment focusValue Proposition “Better” products with End-to-end Solutions service that reduce customer costs and risks or increase revenuesValue NetworkR&D  New technology  Customer Problem focus focus  Stand-alone  Modular products Products  Open, Standards-  Proprietary products based
  43. 43. The Products-to-Solutions 3 Vs Transformation (continued) Product Focus Solutions FocusValue NetworkMarketing  Cost-plus product  Value-based pricing pricing  Multiyear service  Product sales contracts  salesperson as  Salesperson as order taker consultant  Geographical  Industry experts coverage  Service-based  Volume-based commissions commissionsDistribution Products sold via Become a value-added many channels reseller VAR
  44. 44. The Products-to-Solutions 3 Vs Transformation (continued) Product Focus Solutions FocusValue NetworkOperations  In-house  Partner with best manufacturing of providers and be products product agnostic  Limited supply-chain  Many complexity interdependent partners requiring high coordinationService • Cost center, bundled • Profit center, free with products unbundled from products
  45. 45. Value Chain in Transportation System 45
  46. 46. ตัวอย่ างธุรกิจในระบบขนส่ ง• Career – Transporter – 3 PL – 4 PL• Ship Owner – Ship Agent – Shipping – Freight Forwarder• Inspector – Lab. Test - Inspection Body – Certify Body• Packing – Material Handling – Stevedore - Labor• ผูผลิตยานพาหนะ - โรงงานประกอบ - อู่ซ่อมรถ - อุปกรณ์ประกอบรถ ้• Warehouse – DC – Port – Air Port - Rest Area - Logistics Park• อุปกรณ์ขนส่ งขนถ่าย : Pallet – Container - Crane• Road Construction – Cement/Asphalt – Aggregate - RMC• IT : EDI – ASP – ERP – TMS – GPS - RFID• Safety - Insurance – Finance 46
  47. 47. กรณีตัวอย่ าง• มาตรฐาน Q เพื่อ การพัฒนาผูประกอบการขนส่ งทางบก ้• Sunsweet• น้ าตาลมิตรผล 47
  48. 48. Future Value Chain 48
  49. 49. Future Value Chain 49
  50. 50. 50
  51. 51. ความต้ องการของลูกค้ า 4 C vs 4 P• คุณค่ าทีลูกค้ าต้ องการ ไม่ ใช่ แค่ สิ นค้ า ่ Customer Value vs. Product• ต้ นทุนของลูกค้ า ไม่ ใช่ แค่ ราคาขาย Cost vs. Price• ความสะดวกสบายของลูกค้ า ไม่ ใช่ แค่ ช่ องทาง Convenient vs. Place• ข่ าวสารข้ อมูลแกลูกค้ า ไม่ ใช่ แค่ การส่ งเสริมการขาย Communication vs Promotion 51
  52. 52. 52
  53. 53. บุคคลแต่ ละคน ความคิด-จิตใจ หัวใจ จิตวิญญาณบริษัท พันธกิจ - ทาไม ส่ งมอบ ตระหนักและเข้ าถึง ปฏิบัติและแสดงออก ความพึงพอใจ แรงบันดาลใจ ความเข้ าใจและห่ วงใย วิสัยทัศน์ - อะไร ความสามารถ ความสามารถ ความสามารถ ทาให้ กาไร ทาให้ กลับมาซ้าอีก ทาให้ ยงยืนถาวร ั่ คุณค่ า - อย่ างไร ดีกว่ าเดิม สร้ างความแตกต่ าง ทาให้ รู้สึกแตกต่ าง 53 Marketing 3.0 by Philip Kotler การตลาด 3.0 โดย ฟิ ลิป คอตเลอร์
  54. 54. การพัฒนาแบบยังยืน (Sustainable Development) ่ การเติบโตทางเศรษฐกิจ Economic Growth การพัฒนาแบบยังยืน ่ Sustainable Development การรักษาสิ่ งแวดล้ อม ความรับผิดชอบต่ อสั งคม Environmental Corporate Social Performance Responsibilityความรับผิดชอบต่ อสั งคม และ การรักษาสิ่ งแวดล้ อม คือ ใบอนุญาตให้ ประกอบธุรกิจ 54
  55. 55. บทสรุ ป• รู้ เรา รู้ เขา ชนะโดยไม่ ต้องรบ• Tangible and Intangible Value• Our Core Value - 3 V  Strategic Vision• Value Chain – CRM + SRM + Supply Chain – Logistics• Alignment – Synchronization – Collaboration• Communication - Trust• Standardization – Innovation• Business Transformation• People Transformation• Supply Chain Leader  Value Creator 55
  56. 56. Thank you 56