Gel 20092105 Elcio Grassia

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Gel 20092105 Elcio Grassia

  1. 1. Supply-Chain Council - Benchmarking with SCOR® Copyright © Supply Chain Council. 2006. All rights reserved. |
  2. 2. Supply-Chain Council  Independent, not-for-profit, global corporation with membership open to all companies and organizations interested in applying and advancing state-of-the-art supply chain management systems and practices: o Founded in 1996; o Approaching 900 global Members; o Cross-industry representation;  The Supply-Chain Council (SCC) has developed and endorsed the Supply Chain Operations Reference model (SCOR) as the cross-industry standard for supply chain management. Copyright © Supply Chain Council. 2006. All rights reserved. |
  3. 3. SCC Global Reach Copyright © Supply Chain Council. 2006. All rights reserved. |
  4. 4. Global Members... Copyright © Supply Chain Council. 2006. All rights reserved. |
  5. 5. In Brasil... Copyright © Supply Chain Council. 2006. All rights reserved. |
  6. 6. ... And in Latin America Copyright © Supply Chain Council. 2006. All rights reserved. |
  7. 7. The CFO Language • Operating Cycle  DII + DSO • The number of days it takes to convert inventory & receivables to cash • Cash-to-cash Cycle  DII + DSO - DPO • The number of days expired between canceling a payable and generating cash • EVA  NOPAT – (CoC*Capital) • The amount by which earnings exceed or fall short of the required minimum rate of return that shareholders and lenders could get by investing in other securities of comparable Copyright © Supply Chain Council. 2006. All rights reserved. |
  8. 8. EVA Tree  the CFO’s BOM $ Sales P&L $ Operating $ Gross Margin - - $ COGS Profit Profit margin % ÷ $ Total $ Variable $ Sales Cost Costs + $ Fixed Costs Return on assets Supply Chain Management impacts all components $ Inventory $ Sales + $ Accounts Capital ÷ $ Current turnover Assets Receivable $ Total Assets + + $ Other $ Fixed Current Balance Sheet Assets Assets Copyright © Supply Chain Council. 2006. All rights reserved. |
  9. 9. SCM Environment • Costs (transportation, warehousing) • Flexibility • Delivery Quality/Reliability/ •To customers •From suppliers Performance: • Inventory levels (RM, WIP, FG) • Forecast/ Planning Accuracy • Fulfillment/ Replenishment times •Only “cost cutter” • Lead time reduction •Seen as the “problem” • SC Manager problems: •Board room “enemies” (Sales & MKT) Copyright © Supply Chain Council. 2006. All rights reserved. |
  10. 10. SCM  The CFO’s perspective • CFO beginning to understand that effective SCM plays an integral role in financial success, but: • SCM is unsatisfactory to CFOs, because SC managers… • ... lack financial rigor • ... lag in management efficiency • ... do not provide clear visibility into SC financials Therefore: • 34% of CFOs have taken more of a leadership role in SCM • 49% planning next 2 years Copyright © Supply Chain Council. 2006. All rights reserved. |
  11. 11. A Bit of History: 1930-1950 o Bank Robber “Slick Willie” Sutton o When asked why he robbed banks, Sutton simply replied o quot;Because that's where the money isquot; Copyright © Supply Chain Council. 2006. All rights reserved. | 10
  12. 12. Where the Money Is • Supply-chain generally accounts for between 60% and 90% of all company costs1 • 2% improvement in SCM process efficiency has 30,000-50,000% the impact of a 2% improvement in efficiency for IT, HR, Finance, Sales… • Any surprise most Process Methodologies or techniques had their origin primarily in SCM? • Six-Sigma Lean BPR ERP ISO MRP-II TQM… Fortune-10 Company Supply-Chain Cost % Total Costs2 Wal- GM Ford Conoco Chevron IBM Exxon GE Citi1 AIG1 Mart 94% 93% 90% 90% 88% 77% 75% 63% 0% 0% 1 Exclusive of Financial Services companies 2 Source: Hoovers 2006 Financial Data, Supply-Chain Council 2006 SCM Benchmark data on SCM cost for discrete & process industries Copyright © Supply Chain Council. 2006. All rights reserved. | 11
  13. 13. The Impact of SCOR® • Companies with SCOR process management. • Are over 780% more profitable on average than peers. • Exhibit greater share growth than leading market indicators. Copyright © Supply Chain Council. 2006. All rights reserved. |
  14. 14. Benchmarking with SCOR Copyright © Supply Chain Council. 2006. All rights reserved. |
  15. 15. Why Benchmark? • Set reasonable performance goals • Understand market performance demand • Don’t be you own competitor • Calculate performance gaps  Use Strategic priorities  Compare theoretical limits and actual needs  Develop roadmaps for success • Identify over - and under - investment • Linking into the SCOR® Roadmap Copyright © Supply Chain Council. 2006. All rights reserved. |
  16. 16. The SCORmarksm Process Copyright © Supply Chain Council. 2006. All rights reserved. |
  17. 17. Benchmarking Made Easy 1. Select supply chain goals and metrics  Use SCOR® Roadmap Phase 2 to identify critical Supply-chains  Use SCOR menu of metrics to characterize 2. Determine desired target performance  Select Demographic Sets  Identify Strategic Priorities 3. Enter relevant data via confidential, secure portal 4. Receive a custom benchmark report within days of validation Copyright © Supply Chain Council. 2006. All rights reserved. |
  18. 18. Survey - Metrics Copyright © Supply Chain Council. 2006. All rights reserved. |
  19. 19. Survey - Data Copyright © Supply Chain Council. 2006. All rights reserved. |
  20. 20. Report - Demographics Copyright © Supply Chain Council. 2006. All rights reserved. |
  21. 21. Report - Benchmark Copyright © Supply Chain Council. 2006. All rights reserved. |
  22. 22. Report – Summary SCORcard Copyright © Supply Chain Council. 2006. All rights reserved. |
  23. 23. Further information: www.supply-chain.org Elcio Grassia LATAM Chapter Chair egrassia@yahoo.com Copyright © Supply Chain Council. 2006. All rights reserved. |

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