"WIND SERVICE COMING OF AGE. Case Study – Spare Parts Improvement Projects at Nordex" Axel Bühler presenatation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Giacomo Squintani, PTC presenation at Spare Parts 2013Copperberg
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Effective Spare Parts Management - 8 rulesLogio_official
The management of spare parts and other materials needed for realization of the maintenance process is one of the key
functions in physical asset management.
Paolo Gallibci, Electrolux presentation at Spare Parts 2013Copperberg
"Network Optimization as next step at Spare Parts Cost and Service Optimization. How to create Value?" Paolo Galli European Logistics EMA-EMEA Ops, Electrolux and Carlo Peters, Supply Chain Strategy Consultant, Buck Consultants International presentation at Spare Partns Business Platform 2013.
Fin out more http://www.sparepartseurope.com/
This Project presents a case study in inventory management of Mercedes Spare Parts of a service company. This project aimed to minimize the total costs of the inventory in the company through developing and optimizing various inventory management models of the company’s various spare parts.
Increase production and profits with better availability of spare partsIMAFS
True or False: all parts are created equal? This Presentation resume the 9 keys in inventory optimization:
Parts classification
Managing service
Managing demand
Forecasting demand
Managing lead times
Optimizing inventory parameters
A good inventory optimization system
Clarifying roles and responsibilities
Policies, procedures and key performance indicators
Giacomo Squintani, PTC presenation at Spare Parts 2013Copperberg
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Effective Spare Parts Management - 8 rulesLogio_official
The management of spare parts and other materials needed for realization of the maintenance process is one of the key
functions in physical asset management.
Paolo Gallibci, Electrolux presentation at Spare Parts 2013Copperberg
"Network Optimization as next step at Spare Parts Cost and Service Optimization. How to create Value?" Paolo Galli European Logistics EMA-EMEA Ops, Electrolux and Carlo Peters, Supply Chain Strategy Consultant, Buck Consultants International presentation at Spare Partns Business Platform 2013.
Fin out more http://www.sparepartseurope.com/
This Project presents a case study in inventory management of Mercedes Spare Parts of a service company. This project aimed to minimize the total costs of the inventory in the company through developing and optimizing various inventory management models of the company’s various spare parts.
Increase production and profits with better availability of spare partsIMAFS
True or False: all parts are created equal? This Presentation resume the 9 keys in inventory optimization:
Parts classification
Managing service
Managing demand
Forecasting demand
Managing lead times
Optimizing inventory parameters
A good inventory optimization system
Clarifying roles and responsibilities
Policies, procedures and key performance indicators
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Spare Parts Forecasting using Poisson DistributionDewang Malam
Reliability data analysis provides a wide-range of benefits, including the opportunity to optimize the timing of equipment overhauls and inspections, the content of maintenance procedures, as well as the life cycle costing of sparing and upgrade programs in operating facilities world-wide. But how do we determine the number of spare parts required to stock? Which methods can be used?
KEY TO PROFITABILITY: SPARE PART MANAGEMENTDr. V.N. Tikku
Many companies fail not because of more consumption but due to maintenance of huge spare inventory which remains underutilized ! The presentation looks in to reasons as well as remedial actions...
A brief summary of Inventory Management techniques. It includes the following methods of Inventory control: Economic Order Quantity, VED classification, Just in Time, ABC analysis, FSN analysis, VMI analysis, FIFO analysis. I have further discussed by focusing on the automobile industry.
For a company to continue business, the role of the Spare Parts department is very important. Whether or not the part activities are properly controlled, can greatly influence the company’s success.
The system control among other things is vitally important to the Spare Business Unit (SBU) control, for effective operation of actual SBU.
Kattareeya Prompreing
白雅欣
iD:DA61G209
(Student in Ph.D. Business and Management, College Business, STUST
email:da61g209@stust.edu.tw
: katt.rmutl@gmail.com
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and/or publication of this e-mail message,contents or ts attachment(s) other than by its intended recipient(s) is strictly prohibited. Any opinions expressed in this email are those of the individual and not necessarily of the organization. Before opening attachment(s), please scan for viruses."
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and/or publication of this e-mail message,contents or ts attachment(s) other than by its intended recipient(s) is strictly prohibited. Any opinions expressed in this email are those of the individual and not necessarily of the organization. Before opening attachment(s), please scan for viruses."
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Spare Parts Forecasting using Poisson DistributionDewang Malam
Reliability data analysis provides a wide-range of benefits, including the opportunity to optimize the timing of equipment overhauls and inspections, the content of maintenance procedures, as well as the life cycle costing of sparing and upgrade programs in operating facilities world-wide. But how do we determine the number of spare parts required to stock? Which methods can be used?
KEY TO PROFITABILITY: SPARE PART MANAGEMENTDr. V.N. Tikku
Many companies fail not because of more consumption but due to maintenance of huge spare inventory which remains underutilized ! The presentation looks in to reasons as well as remedial actions...
A brief summary of Inventory Management techniques. It includes the following methods of Inventory control: Economic Order Quantity, VED classification, Just in Time, ABC analysis, FSN analysis, VMI analysis, FIFO analysis. I have further discussed by focusing on the automobile industry.
For a company to continue business, the role of the Spare Parts department is very important. Whether or not the part activities are properly controlled, can greatly influence the company’s success.
The system control among other things is vitally important to the Spare Business Unit (SBU) control, for effective operation of actual SBU.
Kattareeya Prompreing
白雅欣
iD:DA61G209
(Student in Ph.D. Business and Management, College Business, STUST
email:da61g209@stust.edu.tw
: katt.rmutl@gmail.com
This presentation shows various aspects on service business development in the Chinese market. It highlights approaches for spare parts logistics and human resource management to increase the service revenues and profits.
Peter Rudzio, CLAAS presentation at Spare Parts 2013Copperberg
"Spare parts service for harvest machines -
High demands for a short season", Peter Rudzio, CLAAS Service and Parts GmbH presentation at Spare Parts Business Platform 2014.
Fin out more http://www.sparepartseurope.com/
The automotive parts market in Indonesia has seen a significant increase in demand due in large part to the rising middle class throughout the entire country. In this Research Note from Ipsos Business Consulting, we take a closer look at the automotive components industry, government policies and investment plans, as well as key drivers and barriers the industry may be dealing with in the current Indonesian markets.
World class factory equipment spare parts programs_bhut
This deck gives an overall view and the elements of what a World class factory equipment spare parts program looks like. Was presented at the 2007 annual symposium of the Houston chapter of the Society of Maintenance and Reliability Professionals.
Product Marketing Framework for Product or Service LaunchJanet Jaiswal
A framework to launch a product or a service in either the B2B or B2C space. Shows step-by-step what to do and how to prepare to release a product to the market that's successful from the first day.
Also covers 7 lessons learned in launching online products and services in the past.
Martijn Hesp, management controller bij VDL Nedcar en Stephan de Wit van Finext vertellen hoe deze Limburgse bouwer van BMW’s Mini-coopers zich los worstelde uit de wirwar van spreadsheets en samen met Finext op zoek ging naar een stabiele betrouwbare planningsoplossing.
3rd supply chain leaders forum 2014 case from danfoss power solutionsDanfoss India
Danfoss Power Solutions is a world leader in hydraulic components and
electronic controls that power and propel the equipment that builds our
world. We provide know-how in motion across a wide array of industries
– including construction, agriculture, material handling and more
Read more at - http://www.danfoss.in/
Maintpartner - professionals of industrial operation and maintenance 2018-06Maintpartner Group
Maintpartner is a safe partner for industry. We help improve productivity and minimize process disruptions. In addition to long-term operation and maintenance contracts we offer flexible resources for project, engineering and installation work. Digitalisation and our AI-based preventive solutions are becoming increasingly essential for industrial operation and maintenance.
Dragon Sourcing case study Supporting New Factory launchDragon Sourcing
Dragon Sourcing -http://www.dragonsourcing.com/ was selected to carry sourcing services to support the launch of a new factory in China by selecting world class competitive suppliers in China to cover all needs of the new factory
How does sourcing services help to start a new company in China?John William
Sourcing services can be more effective to start a new company in China. It helps in all the aspects to start a new company. Here you will learn different facts how does sourcing services to start a new company in China? To know more visit: http://www.dragonsourcing.com/china-sourcing-company/
WELCOME TO THE 3rd ANNUAL FIELD SERVICE FORUM
The service business is going through a drastic change, transforming from a cost-centric and reactive approach towards a proactive service offering with high profit margin as companies are pushing to lock-in their customers with long term service agreements. But what effects is that having on field engineers’ jobs, as customer expectations keep rising and the business keeps globalizing? Join us this June in Amsterdam where 150+ field service professionals will share, network, discuss and benchmark on the following three key areas: Field Engineers, Process, Technology.
More information: http://www.fieldserviceexcellence.com/
Annual Nordic IT Security Forum has been marked as the leadership forum and it represents a blend of top-tier strategic discussion with over 300 minutes of structured commercial networking for C level decision makers from private and public sectors. Book your participation, influence the content and benefit from extended marketing campaigns www.nordicitsecurity.com
Enterprise Digital Transformation Survey report 2015Copperberg
We are pleased to present the first edition of Copperberg Research’s Enterprise Digital Transformation Survey Report 2015.
The Enterprise Digital Transformation (EDT) survey is a long-term initiative to shape a trustworthy, forward-thinking overview of the impact digital transformation will have on multiple business sectors and verticals. The survey provides insight into the current perception of Digital Transformation as held by leaders in the public and the private sector. Download the report and learn more about what more than 620 CxO´s, Directors, Managers and Professors had to say about Digital Transformation.
Find out more www.enditra.com
Changing times ask for solid relationships.
Times are changing. A renewed interest from big pharma in the rare disease landscape
has awakened due to large-scale patent expirations, competition from generics &
biosimilars, anemic pipelines, escalating clinical trial costs and a global health-care
reform. This means that the traditional blockbuster model has become less viable while
the revenue-generating potential of orphan drugs has shown to be huge with a greater
return on investment than non-orphan drugs. According to EvaluatePharma, the orphan
drugs sales will grow at an annual rate of 11% and constitute 19% of the total share of
prescription drugs by 2020, totalling 176 billion dollars.
The rare disease landscape is very complex due to the large amount of stakeholders
involved. Despite their different interests they have one goal in common: getting an
orphan drug approval that will help save or improve lives. But there are many challenges
on the road to orphan drug designation:
• Complex and changing national and regional regulations
• Clinical trial design and finding & keeping patients
• The lack of a central database designed specifically to list patient registries, which
asks for close stakeholder engagement
• Partnering and establishing financing for future development
• Establishing a foundation for price that is balanced and sustainable
• Achieving an efficient and timely access to market with equal access for patients
around the world
• Achieving timely and correct diagnosis to enable higher quality of life and more time
and information for developers
More information: http://www.orphandrugssummit.com/
Stand your ground online – the future growth for the National Lottery
The real money gaming market is a growing and valuable segment of the digital economy, with an increasing share of the global gaming market. The interactive gaming market was estimated to be worth €26.1billion in 2013, with a predicted compound annual growth rate (CAGR) of 10.1% to 2018.
In the last few years online gaming’s development has benefited from the roll-out of broadband services; from technology innovation and the rapid expansion of smartphones and tablets; from investment by the industry to promote its services; from increased consumer trust in payment mechanisms; and from traditional bricks and mortar businesses making it online.
Growth has also been driven by an expanding customer demographic. As the early adopters, who typically were in the 18–25 age-bracket, become older and continue to play, they are being joined by the next generation of gamers, whom enjoy their first gaming experience online through phones and tablets.
National Lottery Forum will give national gaming and gambling executives an opportunity to assess the competitive landscape and establish
road-maps to effectively compete with other operators. By understanding which platforms and technology to invest in, national operators can
maintain desirable offers to their customers and prevent any further loss of revenue.
The 3rd Manufacturing Pricing conference is taking place on May 20th - 22nd at Barcelo Sants, Barcelona, Spain. Last year over 120 pricing experts from across Europe and beyond came to discuss, share, learn and network around several themes such as value based pricing and TCO, pricing strategies in a highly competitive market, change management in pricing, ROI in pricing, pricing initiatives, pricing execution improvement, analytics-enabled pricing optimization and much more.
Key topics considered to run a successful field service business included knowledge management, workforce planning & scheduling, and competence development. As technicians are the face of the company to the eyes of the customers, there is a great need to have a skilled workforce; however, expertise is running scarcer and scarcer, so the ability to capture knowledge and transfer it from experienced technicians to coming talent is critical. Lastly, having control and visibility of the whole workforce is key to improving response time and thus excelling at customer service.
What are your pressing issues for the year?
Find out more: http://www.fieldserviceexcellence.com/
European Decision Support Days 2015 agendaCopperberg
The market of BI is shifting from early adoption to actual implementation.
It has gradually evolved from being rigid to a much more
flexible, agile process, that is cloud enabled, that organizations
as well as individuals can utilize. This change has now reached Europe,
with 37% of the companies performing Business Intelligence projects.
Big Data is projected to be a $28.5 billion market in 2014, growing to
$50.1 billion in 2015. The average business expects to spend about $8
million on Big Data related activities.
The early adopters of Business Intelligence and Big Data have
gained a significant advantage. Bain & Company examined over
400 large companies and their research has shown that those
with the most advanced analytics capabilities are outperforming
their competitors by wide margins. Leaders in the field are twice as
likely to be in the top quartile of financial performance within their
industries, five times as likely to make decisions much faster than
market peers and are three times as likely to execute decisions as
intended.
Advanced users of BI are now shifting from desktop to mobile, but
the question is how to manage this shift and overcome issues to
enable mobile decision support for decision making anytime, anywhere.
Converging the cloud and BI to enable the central coordination of
applications for information delivery to any device asks for a complete
tool that meets quality standards. Up till today, a complete tool
does not exist and it is very challenging to show the value of BI to
convince management and support decisions. This lack of value
measurements results in difficulties of ROI measurements of BI
solutions and thus the demand for performance management is
growing momentum.
After the staggering success and interest for our local Business Intelligence
conferences in Stockholm, Oslo and Amsterdam, we are
now glad to present our inaugural Pan-European Decision Support
Days conference. The Decision Support Days is not just a conference.
It is a business focused benchmarking tool for strategy makers and
business owners working with Business Intelligence and Business
Analytics from across Europe and beyond. The conference will shed
light on the current BI or BA strategies, processes, tools and models
that organisations in Europe and beyond are using in order to utilize
both internal and external data to drive business and enable faster
data-driven decision making.
Welcome to the European Decision Support Days 2015
Find out more: http://www.decisionsupportdays.com/
This conference is based on the latest directive created by the EU Parliament and the EU Committee for
Transport and Tourism for clean vehicles. Focusing on the role electric vehicles can have in reaching various
emission targets from previous global and European directives as well as the demands on governments and cities
throughout the EU on reaching these latest targets.
The event will allow cities and governments from throughout Europe to hear what other member states are doing,
initiatives that have shown clear promise and also the reason as to why this directive was introduced.
Highlighting major aspects and the most frequently asked questions on financial incentives, safety, commerce and
responsibility, after the conference we should all have a clearer understanding of who should be doing what in
the push to meet the requirements of the directive.
Hear from ministers of transport, city officials and energy experts. The time to start with electric vehicle infrastructure
is now. FInd out more: http://electricvehicles2020.org/
Conference is taking place on 17th March in Stockholm
Welcome to the i-Gaming Forum 2015
The online gaming industry has been in a
silent turmoil over the past years. On the
one hand, online gaming is Europe`s fastest
growing service activity with a predicted
global gambling gross win increase of 60
percent over the next 3 years. On the other
hand, as consumer access to gaming
increases in line with the evolution of
online and mobile technologies, industry
regulations remain strict and inconsistent.
In order to push and move forward, it is
crucial to capture the drivers behind the
changes.
Our delegates voice
Interesting conference which dealt with contemporary matters
- Samuel Gauci, Manager Legal Affairs, LGA
I found the conference very interesting and a good opportunity to meet
Scandinavian operators and regulators in particular
- Julian Harris, Partner, Harris Hagen
The I-Gaming Forum was an extremely productive event - not only did
I learn a lot about the Scandinavian market, but the quality of the
attendees was exceptional - and for sure, I’ll be getting some new
business out of it
- Aideen Shortt, Independent Betting and Gaming Researcher
NOTE FROM THE EDITOR
Globalization, individualization and innovation
are the buzzwords of our century. We will
take you on a journey around the world,
exploring the tremendous opportunities
of emerging markets. We will zoom in on
your customers behavior in order to deliver an
optimal user experience, to stand out, to be
innovative and creative, to utilize the right
channels at the right time and use big data
to your advantage. We assemble the i-Gaming
all-stars, like-minded enthusiasts and gamechangers
for the 7th year in a row.
Find out more: http://www.i-gamingforum.com/agenda/
Aftermarket Business Platform 2014 Post Event ReportCopperberg
Aftermarket Business Platform 2014 was taking place on 22nd-24th October in Netherlands.
Read testimonials and insights from event.
More about Aftermarket Business Platform you can find here: http://www.aftermarketeurope.com/
First agenda for Spare Parts Business Plattform 2015, taking place on 4th-5th February in Stockholm.
For updates, please visit http://www.sparepartseurope.com/
Tomas Wennerstein, Syncron presenation at Spare Parts 2013Copperberg
"Differentiated Inventory Management", Tomas Wennerstein – MD, Syncron Inc. presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Johan Östlin, Syncron presentation at Spare Parts 2013Copperberg
"Finding the hidden profit potential in a spare part business", Johan Östlin, Pricing Consultancy Manager from Syncron presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013Copperberg
"Global Inventory Management Strategy, Design & Execution:
Optimisation & Flexibility Amidst Constant Change" Joel Marusiak, IM Solutions Manager - EMEA, Neovia Logistics presenation at Spare Parts Business Platform 2014.
Find out more http://www.sparepartseurope.com/
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Axel Bühler, Nordex presenatation at Spare Parts 2013
1. WIND SERVICE COMING OF AGE
Case Study – Spare Parts Improvement
Projects at Nordex
Stockholm
Feb 2013
2. CONTENT
1. The Spare Parts Landscape
2. Nordex and Nordex Service
3. Spare Parts Challenges 2010
4. Spare Parts Achievements 2012
5. Key Lessons in Brief
6. Making it Work 2013
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 2
3. SPARE PARTS MANAGEMENT THROUGH LIFETIME OF WTG
Cross-functional processes, interfaces & tools
Enable Plan
Sales Development Dismounting
Plan Spare Parts Management
Obsolescence Management, Major Components, Vital Parts, Performance Requirements
Plan Supply Chain
Forecast, Network, Assortment, Delivery
Identify Order Sell
Source Make Deliver
Replace
Return
Spare Parts Mgmt
Supply Chain
Production
Purchasing
Enable Spare Parts Management
Central Engineering
Service Engineering
Purchasing, PLM
BOM (as-built, as-running, spare parts), Material Master Data (0rder Process, Purchasing, Logistics)
Parts Classification, SAP Processes, Parts Identification Tool, Parts Support
PM Field Ops
Service Field Ops
Service After Sales
Return
Execute
Design
Assembly/
Erection
Service
Operations
Sales CE Purchasing Production
Supply
Chain
PLM PM Service
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 3
4. CONTENT
1. The Spare Parts Landscape
2. Nordex and Nordex Service
3. Spare Parts Challenges 2010
4. Spare Parts Achievements 2012
5. Key Lessons in Brief
6. Making it Work 2013
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 4
5. NORDEX IS CAPABLE TO COVER THE ENTIRE VALUE CHAIN
OF THE WINDPOWER BUSINESS
5
Core Business
Wind Farm
System
Planning
Production and
Technical
Implementation
Wind Farm
Operations
Service and
Maintenance
Project
Development
• Review
customer micro -
site planning
• Support
customers
(co-develop-ment)
receiving
approvals and
optimising park
layouts
• Assemble wind
turbines
• Produce selec-ted
components
• Install onsite
• Carry out initial
operation
• Around 2,700
turbines
currently under
Nordex service
• Full service
contract
offerings up to
12 years
• More than 10
years experience
in developing
wind farms in
France
Further project
development
activities started
in Poland,
Sweden and USA
• Offer additional
services:
increased
demand due to
new wind farm
investors (e.g.
insurance com-panies
like
Allianz group)
interested in
stable cash
flows
•
• Spare parts
supply
Focus of case study
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013
6. NORDEX GLOBAL FOOTPRINT: 8,180 MW WORLDWIDE
5,175 turbines installed, 2/3 in Nordex Service
America
5%
By
region
Germany
27%
Other
Europe
59%
Asia
9%
Nordex at a Glance
Global manufacturer of wind energy
systems with a particular focus on
turbines in the 2.5 MW class
Most extensive and consistent use of
platform technology in the industry;
turbines for different wind and climate
conditions
Worldwide presence with branch offices
and subsidiaries in 22 countries
Headquartered in Hamburg, Chicago
and Beijing
Key Figures as of 12/2011:
- Revenues: EUR 927 mn
- EBIT: EUR -30 mn
- Employees: 2,200
Total installed capacity as of 1/2013:
8,180 MW
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 6
7. NORDEX SERVICE
Nordex turbines have reached
98% Availability!
In the last twelve months our
customers with an extended or
premium service contract enjoyed
the highest availability ever.
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 7
8. A STRONG GLOBAL SERVICE NETWORK
We are close to our customers – so need to be our parts
Decentralized supply of spare parts and local presence for fast response times.
Headquarters/
Performance Management Center
Service Areas
• Germany/BeNeLux/Poland
• France
• UK Ireland
• Scandinavia Baltic
• Italy/Greece
• Iberica
• Turkey
Customer Service Offices
Service Points
Spare Parts Logistics:
Central Warehouse in Rostock,
Regional Warehouses in US and CN
Direct shipments to Service Points
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 8
9. SERVICE WILL DELIVER ABOVE AVERAGE GROWTH
Market driven by sophisticated customers
Market Trends
Global Service market for onshore WTGs (€bn)
+18%
27
2020
13
2015
5
2010
CAGR 2010-2020
RoW n.a.
42%
24%
19%
11%
2
South America
Asia-Pac.
North America
1
Europe
2000
2005
Total European Wind Turbine and Service market:
Turnover and share of profit in 2010 and 2020
Service
WTG Sales
Sales Profit share
100%
42%
58%
2020
100%
26%
74%
2010
Service
WTG sales
100%
75%
25%
2020
100%
26%
74%
2010
Long term fixed price full
service contracts (risk
transfer to OEM)
Focus on energy production;
shift towards direct electricity
sales to the market
(predictability reliability)
Growing importance of Health
and Safety
Increasing demand for
repairs, retrofits and
upgrades (aging fleet)
Customers increasingly select
component suppliers
(performance matters)
1) 2) Source: Oliver Wyman study: ‘Windenergie 2020: Boom-Markt Service’ ; Dec. 2010
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 9
10. CONTENT
1. The Spare Parts Landscape
2. Nordex and Nordex Service
3. Spare Parts Challenges 2010
4. Spare Parts Achievements 2012
5. Key Lessons in Brief
6. Making it Work 2013
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 10
11. UNMANAGED INTRANSPARENT PARTS OPERATIONS
Complex root causes across all functions and processes
BOM: Bill of material, MGMT: Management, SP: Service point, SPT: Spare part, CW: Central warehouse
High service
inventory
High logistics
costs
No logistics
promise to
customer
Productivity loss
for technicians
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 11
12. CONTENT
1. The Spare Parts Landscape
2. Nordex and Nordex Service
3. Spare Parts Challenges 2010
4. Spare Parts Achievements 2012
5. Key Lessons in Brief
6. Making it Work 2013
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 12
13. PARTSXCHANGE PROJECT SCOPE
Looking at the full process – identification, order, inventory, shipment
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 13
14. EARLY WIN - FROM EXPRESS TO CALENDAR SHIPMENTS
Simplified and streamlined logistics
Spain Portugal
Monday
Tuesday
Wednes-day
Thurs-day
Friday
Mo-Fr
Germany
Denmark
Norway
Italy
Shut- Sweden
down
France
UK
Turkey
Ireland
Material
Forecast
Planning
Ireland
Portugal
UK
Germany
Turkey
Italy
France
Spain
Norway
Sweden
Denmark
Short-term orders only,
daily express shipments
Majority of standard orders,
scheduled groupage shipments
Monday
Tuesday
Wednes-day
Thurs-day
Friday
BeNeLux
BeNeLux
Greece
Greece
Germany
Poland
Poland
Fault
Implementation of delivery schedule has reduced logistics costs by 20%
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 14
15. 100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
CALENDAR SHIPMENTS (BUNDLING)
Early Win – 30% Productivity Gain
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Mrz. 10 Jun. 10 Sep. 10 Dez. 10 Mrz. 11 Jun. 11 Sep. 11 Dez. 11 Mrz. 12 Jun. 12 Sep. 12 Dez. 12
Historical - No Split Express Groupage Main Comp. Order Lines Shipped
Clearly visible
shift from
express to
groupage
negotiated
rates
Tendering and
go-live in May
2012
2012 cost still
below 2010,
with +30%
Service
turnover, # of
WTG, order
lines
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 15
16. NORDEX PARTS CATALOG: IMPROVED PARTS IDENTIFICATION
All Service-relevant SAP material data at your fingertips
Language
Selection
http://partscatalog/template/index.php “PartsCatalog“
Supplier
information
Relevant
Material Data
Service PM
Catalog with
Consumptions
WTG
Type/Platform
Catalog
As-planned
WTG Catalog
Intelligent
Search
Assembly Area
Favorites
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 16
17. MAJOR PROJECT - RE-DESIGNED SAP ORDER PROCESS
Parts availability is predictable for service operations
Efficiency
increase for
technicians
Efficiency
increase for
back-offices
Optimized parts
assortment
Optimized
transportation
costs
Transparency
SAP process
integration
SAP CS order incl. components checks local
material stock and orders fully automatically
material if necessary
SAP Safety stock levels and MRP areas for each
Service Point storage location ensures automatic
reordering if stock level falls below min. level
Order priorization ensures different handling
and logistics processes (1. Turbine shutdown,
2. Turbine fault, 3. Stock refill)
Order scheduling considers urgency needs
and cost optimized transports (1. 24 hours,
2. 1-3 days, 3. calendar delivery)
Automatic goods receipt booking simplifies
internal organization and guarantees quick stock
updates
1
2
3
4
5
CS: SAP Customer Service, MRP: Material Requirements Planning
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 17
18. MRP1 AREAS FOR SERVICE POINTS AND SAFETY STOCKS
Ensuring high availability of spare parts
• represents an organizational unit for which MRP is carried out independently in order to
ensure automatic material availability by considering current stock, future material demand
and supply for each Service Point
• in this MRP area are different MRP parameters defined, such as safety stock levels, lot
sizes and replenishment times for materials
•SAP orders automatically new materials if a stock of a specific material falls below a
defined re-order stock level or demand exceeds available inventory
MRP AREA = Service Point (SP) Autom. Reordering For A Defined Part of SP 8
SP1
SP6
SP2 SP9
SP8
SAP Service Plant,
e.g. 7000 (France)
SP4 SP5
SP7
MRP Area Definiton
1 MRP = Material requirements planning; 2 ATP = available to promise
40
Safety
stock =
reorder
level
Time
Stock
Lot size
Automatic
reorder
point
Replenishment time
0
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 18
19. ORDER SCHEDULING STANDARD DELIVERY TIMES
Nordex Central Warehouse Nordex Service Points
Order scheduling including picking times, delivery calendar and transport
delivery times; individually defined for each Service Point; e.g. 7 days for France
• Automatic loading date creation for CWH1 Rostock
• Reliable delivery schedule for Service Ops, if material is in stock at CWH2
• Delivery schedule enables priority settings of purchase and service orders
1 CWH = Central Warehouse Rostock; 2 Delivery times from suppliers to CWH cannot be considered in SAP yet
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 19
20. HOW URGENT IS IT?
Schedule your order priority in SAP!
Purchase and Service Orders can be related to 3 kind of priorities which will
result in different logistics handling and transports. For instance, a shut-down
is specially tracked by CWH1. It automatically creates a picking list on a
Turbine is not running anymore. Material must be delivered as soon
as possible.if not available in local stock. Target delivery time 24h –
48h!
Turbine is still running, but it has a serious damage which will result
in a shutdown. Material must be delivered within 3 days if part is not
available in stock.
Material is designated for maintenance, regular repair or stock
refills. Material can be delivered according to regular delivery
calendar (once a week).
Shut-down
Fault
Main-tenance,
Refill
dedicated shut-down printer in CWH.
1 CWH = Central Warehouse Rostock;
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 20
21. SPARE PARTS MANAGEMENT ORGANISATION
Knowledge Transfer Into Line Function: Parts Planning
Bundling Spare Parts Related SCM, PM and Service Functions
Warehouse
Operations
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013
Spare Parts
Management
PM Service
Tools
Parts
Logistics
Parts
Planning
Service Country Ops
PM Site Mgmt
• Regional Field
Operations
Parts Management
• Regional Order
Management
Monitoring
• 1st level support SAP
MM for Field Ops
• Monitor regional
inventory safety
stock
• Manage storage
locations
responsible staff
• PM Operational
Parts Management
• Placing parts orders
• Planning / Priority
• Storage Location
• 5s
• Monitor Inventory
• Booking quality
• Roll-out partsXchange
• Spare parts
definition,
classification, BOMs
• Spare parts catalog
• Spare parts strategy
and projects
• Inventory
management
• Master Data
Management
• SAP key user MM
service
• Additional Ressources
Configuration Spare
Parts Support in 2013
• Management order
book
• Work prep.
warehouse
• Shipment
• Customs preparation
• Management
bottleneck parts
• Ident / Order Parts
for PM
• Material booking
goods issue
• Major Components
planning logistics
(gbx, new 2012:
blades)
• Manage shipping
comp. / cost
controlling
• Parts order
clarification,
escalation, field
support
• Track and escalate
inbound material
orders
• Warehouse
operations
• HSE
• Goods picking,
packaging
• Goods
receiving,unpacking,
storage, booking
• Quarantine storage
• Provide, maintain,
refurbish certified PM
installation tools
• Provide maintain
commissioning tool
sets
• Provide, maintain,
refurbish certified
Service gbx exchange
tools
• Manage assets in SAP
• Provide and certify
PSE for
commissioning teams
*SAB = Rostock Central Warehouse; HH = Headquarter Hamburg
21
Claims
New in 2013
22. WHAT HAS BEEN DONE?
As-is analysis and potentials Strategy, concept implementation
2 3 4
Evaluation of
performance and cost
potentials
Definition of
action fields
1
Analyses of processes,
structures and
systems
Detailed concept and
implementation
4
Calendar Shipments
Spare Parts Catalog
Order Process Design (e.g. priorities, safety stocks, delivery calendar,
transparency etc.)
Order Process Implementation SAP (programming, customizing,
testing, debugging etc.)
Master Data Clean-Up Master Data Clean-Up Master Data Clean-Up
Country Roll-Outs Support (e.g. German/English documentation, SAP
live trainings etc.)
Communications (e.g. NIC reports, SAM/FOM/MasterTech
presentations, local information meetings etc.)
Organisational development – one Spare Parts Mgmt function, global
team
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 22
23. COUNTRY FEEDBACK – IT WORKS
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 23
24. EBIT POTENTIAL ACROSS THE BOARD
Payback period maximum 2 years
250%
200%
150%
100%
50%
0%
2011 2012 2013
PM savings spare parts
Stock depreciation red.
Transport cost reduction
Inventory reduction
Staff productivity
Total Cost
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 24
25. CONTENT
1. The Spare Parts Landscape
2. Nordex and Nordex Service
3. Spare Parts Challenges 2010
4. Spare Parts Achievements 2012
5. Key Lessons in Brief
6. Making it Work 2013
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 25
26. LESSONS LEARNED
Parts is a People Business, You Need to Win Them Over
Getting Master Data Right is Like Fighting The Living Dead
Change Management
Material management focus is
shifting from manually
operated tasks to planning
and controlling functions
European-wide roll-out of
improved order process and
inventory management within
decentralized organization
needs clear global and
regional management buy-in,
a lot of attention, training and
local support during
implementation phase
Material Master Data
Management
Service
Purchas-ing
Project Management SAP
Knowledge Transfer
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 26
Engi-neering
Pro-duction
SCM
Sales
HSE
Material
Master
Data
“Can we please switch off
the SAP MRP run?“
(Local Material Manager)
Master data management
becomes crucial for automatic
SAP managed inventory
Cross-functional by default
Tough internal sell, most un-sexy
topic on earth
It doesn‘ t go away
SAP projects are a tough call
and don’t come cheap
Doesn‘t work without PM
skills dedicated ressources
– project management 101,
anchoring in top management
are a must
Good dedicated SAP inhouse
consultants save money from
day 1
Starting with external know-how,
transferring to internal
PM and team; and finally –
with the same people -
establishing line function
proved to very successful
27. PARTSXCHANGE STAGING
Pilot 1 – Pilot 2 – Big Bang – Now covering all 17 European NX Countries
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 27
28. CHANGE MANAGEMENT IS KEY
Careful staging of clean-up, training, go-live, ramp-up, support
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb
On-going
France,
Portugal,
Italy
GER, B,
NL, ESP,
NOR,
POL, GR
ROM,
EST,
DK, SWE
UK,
Ireland,
Turkey
2012 2013
Team Region 1 +
Customizing
Continuous inventory planning
Clean-up SAP
Training
live testing
Maintenance Planning in SAP
After Go-Live support + continuous order tracking
Go-live
Internal
SAP
testing
Prepare
SAP
Safety stocks
implemented
Re-locate
Stock planning
Clean-up SAP
Training
live testing
Prepare
SAP
Maintenance Planning in SAP
After Go-Live support + continuous order tracking
Go-live
Safety stocks
implemented
Stock planning Re-locate
Continuous
inventory planning
Com
Com
Delivery
schedule
Implemented
Delivery
schedule
Implemented,
POL, DK, SWE only
Implemented
Delivery
schedule
Internal SAP
test
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013
Stocktaking
SAP Customizing (plant split)
Re-work
tbd
Decision on
UK
Decision on
Turkey
Decide on
Turkey
Region 1 is fully
implemented
Region 2 is fully
implemented
Team
set-up
Team is
set-up
Com
Internal SAP
test
F+I
Test
Go-Live?
SC SC SC
Decide on
UK
28
SC SC
29. SPARE PARTS MANAGEMENT THROUGH LIFETIME OF WTG
Cross-functional processes, interfaces tools
Enable Plan
Sales Development Dismounting
Plan Spare Parts Management
Obsolescence Management, Major Components, Vital Parts, Performance Requirements
Plan Supply Chain
Forecast, Network, Assortment, Delivery
Identify Order Sell
Source Make Deliver
Replace
Return
Spare Parts Mgmt
Supply Chain
Production
Purchasing
Enable Spare Parts Management
Central Engineering
Service Engineering
Purchasing, PLM
BOM (as-built, as-running, spare parts), Material Master Data (0rder Process, Purchasing, Logistics)
Parts Classification, SAP Processes, Parts Identification Tool, Parts Support
PM Field Ops
Service Field Ops
Service After Sales
Return
Execute
Design
Assembly/
Erection
Service
Operations
Sales CE Purchasing Production
Supply
Chain
PLM PM Service
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 29
30. CONTENT
1. The Spare Parts Landscape
2. Nordex and Nordex Service
3. Spare Parts Challenges 2010
4. Spare Parts Achievements 2012
5. Key Lessons in Brief
6. Making it Work 2013
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 30
31. EXTERNAL BENCHMARKS
• OEMs carry on average 10% of
annual sales as spares
− Nordex 5 – 6 %
• Inventory turns one to two times
annually are common
− Nordex 0,5
• 23% of parts become obsolete
every year
− Nordex overall risk est 30% of current
inventory
• Provide real-time updates of parts
usage from service technician trunk
stock and include in scheduling
criteria
− NX: partsXchange ramp-up ongoing with SAP
and inventory planning tool - done
• Integrate parts forecasting,
procurement and logistics under
service oversight
− NX: Forecasting and logstics integrated; no
integration of procurement – painful
• Incentive field technicians and
regional service depots on timely
return/transfer of parts to repair
− Upwind return repair project well under
way (roll-out 2013)
„Winning in the Aftermarket“
Harvard Business Review 2006*
Recommendations for
Best in Class (Aberdeen, 2011)
* Source: Cohen et al, Winning in the Aftermarket, Harvard Business Review, May 2006
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 31
32. SPARE PARTS MANAGEMENT THROUGH LIFETIME OF WTG
Cross-functional processes, interfaces tools
Enable Plan
Sales Development Dismounting
Plan Spare Parts Management
Obsolescence Management, Major Components, Vital Parts, Performance Requirements
Plan Supply Chain
Forecast, Network, Assortment, Delivery
Identify Order Sell
Source Make Deliver
Replace
Return
Spare Parts Mgmt
Supply Chain
Production
Purchasing
Enable Spare Parts Management
Central Engineering
Service Engineering
Purchasing, PLM
BOM (as-built, as-running, spare parts), Material Master Data (0rder Process, Purchasing, Logistics)
Parts Classification, SAP Processes, Parts Identification Tool, Parts Support
PM Field Ops
Service Field Ops
Service After Sales
Return
Execute
Design
Assembly/
Erection
Service
Operations
Sales CE Purchasing Production
Supply
Chain
PLM PM Service
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 32
33. REVERSE LOGISTICS
Again from Unmanaged to Managed - Roll-out Q2 2013
33
Results HQ Quarantine Repair Decision Tree
Optimization
Focus on ‘high-value’ parts
Scrap everything else on site
Defined Process
HQ Quarantine Repair Decision Tree
Focus:
Selected ‘Minor’ parts
All ‘Major’ parts
Scalable
Using SAP standard order process
Easy On-Site Process
‘Master Return Guideline’
QA/Warranty/Tech
Analysis?
Obsolete?
Bottleneck?
New less than
€400?
Less than €10k a
year?
Repair cost less
than 50%?
SCRAP
REPAIR
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013
34. COUNTRIES ARE HELD ACCOUNTABLE
Inventory per WTG Benchmark Materials Responsibility
Inventory WTG under contract Inventory / WTG Benchmarks Inv per WTG
Sep 11 Aug 12 Sep 11 Aug 12 Sep 11 Aug 12
• internal benchmarking – inventory per WTG
− XX clear champion, decreasing inventory while increasing WTG in service
today at X000 €/WTG
− YY out of bounds by factor of 6 against XX, and increasing
− ZZ out of bounds by factor of 6 against XX, but improving
• Central Warehouse managed, maintaining stable inventory level while increasing
number of WTG
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013
% increase
YoY
% of best
Aug 12 (UK)
Added
StorLoc
% major
comp
UK 1.790.345 € 1.583.325 € 303 362 5.909 € 4 .374 € -26% 100%
Italy 975.118 € 1.141.134 € 180 198 5.417 € 5 .763 € 6% 132% 1
Germany 5.739.757 € 6.779.719 € 963 951 5.960 € 7 .129 € 20% 163%
Scandinavia 1 .109.558 € 1.362.530 € 170 187 6.527 € 7 .286 € 12% 167% 1
France 2.506.494 € 3.132.249 € 392 420 6.394 € 7 .458 € 17% 171%
Iberica 1.627.424 € 2.009.013 € 245 229 6.643 € 8 .773 € 32% 201%
USA 5.324.152 € 7.841.555 € 122 285 43.641 € 27.514 € -37% 629% 4 23%
Turkey 2.903.324 € 5.318.475 € 141 189 20.591 € 28.140 € 37% 643% 4 28%
Total in Service Pts 21.976.171 € 29.167.999 € 2516 2821 8.735 € 10.340 € 18% 236% 10
Central Warehouse 12.632.273 € 12.831.388 € 2516 2821 5.021 € 4 .549 € -9%
Blades/Gearboxes 8.829.570 € 8.584.736 € 2516 2821 3.509 € 3 .043 € -13%
China Service 1 .325.770 € 1.222.866 €
China Project 3 .552.020 € 3.171.041 €
US Project 104.895 € 270.022 €
Total Inventory 48.420.698 € 55.248.053 € 2516 2821 19.245 € 19.585 € 2%
% of Total in Srvc Pts 45% 53%
34
35. ATTACKING LEGACY SERVICE INVENTORY
Past Sins Show – Materials Taken Over From Production
Preliminary Analysis of Inventory Coverage
54,4
Years of inventory currently on stock (based on past 12 months consumption)
5,7
/ Non Movers
2,9 0,6 1,0
30,5
4,8
100,0
100
90
80
70
60
50
40
30
20
10
0
Total
Inventory
2 years 2 years 4 years 6 years 8 years 10 years Defective
% of Total Inventory
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 35
36. SERVICE LEVEL IMPROVEMENT SLOW – BUT “LESS LATE”
But overall performance improvement clearly felt in field
Service Level
% order line items fully shipped before customer delivery date
(Target 2012: 80%)
100%
90%
80%
70%
60%
50%
15
10
5
0
-5
-10
-15
days early / order line shipped
days late / order line shipped
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
jan 10 apr 10 jul 10 okt 10 jan 11 apr 11 jul 11 okt 11 jan 12 apr 12 jul 12 okt 12
Service level shows upward trend but currently hits ceiling at 70% - needs further
improvement. Kept stable although including installations spares
(early in lifecycle, most difficult)
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 36
37. PROCUREMENT - CLASH OF CULTURES
Production procurement falls short on unplanned urgent requests
Parameter
Manufacturing
Supply Chain
After-Sales Services
Supply Chain
Nature of demand Predictable, can be forecast Always unpredictable, sporadic
Required response Standard, can be scheduled ASAP (same day or next day)
Number of SKUs
Limited 15 to 20 times more
(unique SAP#)
Product portfolio Largely homogeneous Always heterogeneous
Delivery network
Depends on nature of product,
multiple networks necessary
Single network, capable of
delivering different service
products
Inventory
management aim
Maximize velocity of resources Pre-position resources
Reverse logistics Doesn‘t handle
Handles return, repair, and
disposal of failed components
Performance
metric
Fill rate Product availability (uptime)
Inventory turns Six to 50 a year One to four a year
* Source: Cohen et al, Winning in the Aftermarket, Harvard Business Review, May 2006
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 37
38. SUPPLIER PERFORMANCE IS CRITICAL FOR SERVICE
Quality, 24/7 Global Express, Documentation, Obsolescence Mgmt
Performance
•Parts quality
hard KPI: failure
rates
•Delivery quality
global 24/7 express
delivery, on time,
complete, accurate;
local inventory;
flexible support
•Spare parts
documentation
continuously
updated electronic
spare parts BOM,
spec drawings,
catalog
•Obsolescence
management
active management
of parts ramp-down
and development of
follow-up parts
World Class Logistics
Spain Portugal
Benelux
Greece Germany
Scope of supply
Tuesday
Germany
•Technical support
24/7 remote and on
site support
•Training
troubleshooting and
repairs, certified
•Repairs
repair cycle incl.
upgrades
•Full service
agreements
risk sharing 5
years, active
support
•Delivery
commitment 20
years
active mgmt of 20
year obligation
Co-operation
•Channel to
market
Best-Price for
Nordex, preferred
channel to market,
exclusive premium
products
SAP
material
status
Design
original part
Design
Production Service
Production
Design Service Obsolete
Obsolesc
Obsolescent
Service
ent Obsolete
exchange
part
Dismounting
Obsolete
Denmark
Original part
exchange part life-cycle
Product
life-cycle
Start of
production
End of
production
End of
Service
Monday
Wednes-day
Thurs-day
Material
Forecast
Planning
Friday
24/7
Norway
Italy
Poland
Ireland
Shut- Sweden
down
France
UK
Turkey
Fault
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 38
39. BILL OF MATERIAL CHALLENGE
Product Data Management All The Way Down to Service
Overview
Concept Correct, complete and current Bill of Material
through Enginneering, Production,
Installation, Service - parts classification –
understanding of „correct and complete“
changes through process, e.g. service parts
not relevant before hand over to service
Visualization
Concept relations
Data basis / back end for
spare parts catalogue,
inventory planning, failure
analysis, retrofit planning,
engineering change
management
As-constructed
Assembly 1
Part 1.1 S
Part 1.2
Part 1.3
Part 1.4
Part 1.5
Part 1.6 W
Assembly 2
Part 2.1
Part 2.2 S
Part 2.3 C
Part 2.4
Part 2.5
Part 2.6
WTG specific
parts and
components
Configuration
for specific wind
park
As-planned
Assembly 1
Part 1.1 S Part 1.1 S Part 1.1 S
Part 1.2
Part 1.3
Part 1.4
Part 1.5
Part 1.6 W
Assembly 2
Part 2.1
Part 2.2 S
Part 2.3 C
Part 2.4
Part 2.5
Part 2.6
Unplanned
changed of
parts or
components
Production and
erection
As-built
Assembly 1
Part 1.2
Part 1.3
Part 1.4
Part 1.5
Part 1.6 W
Assembly 2
Part 2.1
Part 2.2 S
Part 2.3 C
Part 2.4
Part 2.5
Part 2.6
Exchanges of
parts or
components,
retrofits
Operation /
repair /
maintenance
change
addition
As-running
Assembly 1
Part 1.2
Part 1.3
Part 1.4
Part 1.5
Part 1.6 W
Assembly 2
Part 2.1
Part 2.2 S
Part 2.3 C
Part 2.4
Part 2.5
Part 2.6
Retrofit 1
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 39
40. SPARE PARTS MANAGEMENT THROUGH LIFETIME OF WTG
Cross-functional processes, interfaces tools
Enable Plan
Sales Development Dismounting
Plan Spare Parts Management
Obsolescence Management, Major Components, Vital Parts, Performance Requirements
Plan Supply Chain
Forecast, Network, Assortment, Delivery
Identify Order Sell
Source Make Deliver
Replace
Return
Spare Parts Mgmt
Supply Chain
Production
Purchasing
Enable Spare Parts Management
Central Engineering
Service Engineering
Purchasing, PLM
BOM (as-built, as-running, spare parts), Material Master Data (0rder Process, Purchasing, Logistics)
Parts Classification, SAP Processes, Parts Identification Tool, Parts Support
PM Field Ops
Service Field Ops
Service After Sales
Return
Execute
Design
Assembly/
Erection
Service
Operations
Sales CE Purchasing Production
Supply
Chain
PLM PM Service
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 40
41. CREDITS
Michael Dorn
Project Manager (majority of slides)
Nordex SAP Inhouse Consulting
Nordex Trainee Team
Return Repair Project Team
4flow (Berlin)
External Consulting, Analysis
First Roll-Out
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 41
42. MANY THANKS FOR YOUR ATTENTION.
Nordex SE
Langenhorner Chaussee 600, 22419 Hamburg, Germany
Telephone +49 (40) 30030 1000
Fax +49 (40) 30030 1101
E-Mail info@nordex-online.com
Axel Bühler
Spare Parts Management
abuehler@nordex-online.com, +49 (40) 30030-1611
Michael Dorn
Spare Parts Planning
mdorn@nordex-online.com, +49 (40) 30030-1472
Nordex | Spare Parts Business Platform | Stockholm | Feb 2013 42