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colazione con Oracle 9 febbraio
- 1. La gestione (virtuosa)dei trasporti Sergio Gimelli Application Sales Consulting Senior Manager
- 2. Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decision. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. © 2008 Oracle Corporation – Proprietary and Confidential
- 3. Il tema deltrasporto © 2008 Oracle Corporation – Proprietary and Confidential
- 4. Quanto spendono leaziende? © 2008 Oracle Corporation – Proprietary and Confidential
- 5. OTM – WhySupply Chain is Important • Logistics Costs as a Percentage of Sales • Logistics Cost Components • Logistics Cost By Industry Source: IBM Institute for Business Value, 2005 Value Chain Study & Capgemini 2005 Third-Party Logistics Study, A T Kearney © 2008 Oracle Corporation – Proprietary and Confidential
- 6. Le motivazioni adinvestire in sistemi TMS © 2008 Oracle Corporation – Proprietary and Confidential
- 7. Volvo Logistic: (internal)LSP © 2008 Oracle Corporation – Proprietary and Confidential
- 8. Volvo Logistic: (internal)LSP © 2008 Oracle Corporation – Proprietary and Confidential
- 9. Kraft © 2008 OracleCorporation – Proprietary and Confidential
- 10. Kraft © 2008 OracleCorporation – Proprietary and Confidential
- 11. Kraft © 2008 OracleCorporation – Proprietary and Confidential
- 12. Kraft © 2008 OracleCorporation – Proprietary and Confidential
- 13. Kraft © 2008 OracleCorporation – Proprietary and Confidential
- 14. WI-NE NY-N WI NY-W IA IL PA NJ IL-C OH IN TX GA FL
- 15. Customers Deriving GreenValue from Logistics Kraft Foods – “Doing Well’ by “Doing Good” • KRAFT saved 800,000km transportation through OTM • based on 1.30€ per litre of diesel this equates to 375k€ savings on fuel alone • or 332 tonnes of CO2 – the average annual emission of a UK household © 2008 Oracle Corporation – Proprietary and Confidential
- 16. Kraft Foods http://www.supplychainbrain.com/content/technology-solutions/asset-management/single- article-page/article/kraft-foods-takes-a-fresh-look-at-transportation-and-yard-management/ http://www.thegreensupplychain.com/news/09-12-08-1.php?cid=3039 COMPANY OVERVIEW • Kraft Foods is the #1 food company in the US and #2 in the WHY ORACLE world (behind Nestle). Kraft has existed for over 100 years and currently serves consumers and retailers in 155 countries. Kraft Foods views Oracle as a Seven of Kraft’s brands have more than US$1 billion in annual strategic partner to provide a revenues; more than 50 top US$100 million in annual revenues. single, global, scalable, multi- Kraft has 159 manufacturing and processing facilities worldwide • Kraft became a fully independent company on 30 March 2007 country, multi-mode • Public, NYSE: KFT, website: www.kraft.com transportation instance able to • Founded in 1909 plan and execute across common • 2006 Revenues: US$34.4 billion • 2006 Net Income: US$3.0 billion carriers and private fleet to reduce • Approx. Employees: 90,000+ transportation costs while • HQ: Northfield, IL, USA; Operations: Global improving service levels • Industry: Consumer Products (Food & Beverage) Manufacturing RESULTS CHALLENGES/OPPORTUNITIES • Sought transportation cost reductions through long-term • Transportation cost savings (10- planning within a dense network 15% cost reduction on key lanes) • Manage operations across common carriers and private fleet through strategic planning and • Operate globally across many currencies, languages and transportation modes execution of cooperative routes • Transport dry, refrigerated and frozen goods • Improved operations and analytics with a single global SOLUTIONS instance • Oracle Transportation Management (OTM) • OTM Transportation Operational Planning • Improved carrier performance via • OTM Transportation Cooperative Routing long-range capacity forecasts • OTM Freight Payment, Billing and Claims January 2008 © 2008 Oracle Corporation – Proprietary and Confidential
- 17. LSP: Logistics BusinessModels Evolve More Value-Added Services Persistent Relationships Core competence Traditional 3PL Lead Logistics Supply Chain Services Business Management Strategy Customer Customer Strategy Supply Customer Chain Coordination Planning Customer (Strategy) Lead Logistics/ 4PL (Decision Making) Transportation Engineering Coordi- nation Planning Freight Value Supply Chain Ware- VAS Manager Trans- added Logistics Freight housing Execution Ware- port services Freight Value Trans- Ware- housing Trans- added Sourcing port housing port services 3PL 3PL 3PL Warehousing Mfgr/Assy Contract Logistics Timeline 17
- 18. Top International LSPTransportation Challenges Poor visibility to shipment status/limited in-transit 59% visibility Transportation price 50% increases “Improving international shipment visibility and transportation management often has a strong impact not just on transportation costs Managing international compliance/documentation 48% but also on working capital optimization via being able to reduce inventory holding requirements because of Capacity shortages & shorter, more predictable seasonality in shipping 36% lead times.” volumes Inaccuracies in total 35% landed cost projections * % of Respondents Citing as Top 3 Challenge Source: Beth Enslow, “Transportation Management Benchmark Report: The New Spotlight on Transportation Management and How Best-in-Class Companies Are Responding,” Aberdeen Group, September 2006. Over 170 companies were surveyed for this study. 18
- 19. What LSP CustomersDemand Factors Considered When Selecting 3PL Issues Addressed in Contract with 3PL Price of 3P Services L 87% Rates and Compensation Details 92% Service Standards and 87% Quality of Tactical, Ops Services 87% Perf ormance Requirements Process f or Termination or 72% Expected Capability to Improve Dissolution of A greement 67% Service Levels Renew al of Service Beyond Initial 63% Term of A greement Range of Available V alue-Added 62% Services Procedures f or Conf lict 60% Resolutions Capable Inf ormation Technologies 61% Penalties f or Non-Perf ormance 59% Expected Ease of Doing Business 57% KPI's to Determine Compensation 59% Availability of Strategic Logistics 54% Specif ic Goals Related to Services 49% Continuous Improvement IT Mandates (e.g., must use Global Capabilities 51% specif ic sof tw are f or TMS, WMS, 45% etc.) Key to Success: Foundation/Platform of Integrated Processes & Systems in Place; Excellent Customer Intimacy; and World-Class Lean Operational Performance Source: C. John Langley Jr., Ph.D., and Capgemini Consulting, “The State of Logistics Outsourcing: 2007 Third-Party Logistics,” 2007, white paper. 19
- 20. OTM – History& Development © 2008 Oracle Corporation – Proprietary and Confidential
- 21. 5 Boug htBy ember 2 00 Nov © 2008 Oracle Corporation – Proprietary and Confidential
- 22. © 2008 OracleCorporation – Proprietary and Confidential
- 23. © 2008 OracleCorporation – Proprietary and Confidential
- 24. Gartner TMS MagicQuadrant 2009 © 2008 Oracle Corporation – Proprietary and Confidential
- 25. Forrester Research “Wave”for Transporation, 2008 Forrester Research, Inc., “The Forrester Wave™: Transportation Management Solutions, Q1 2008”, by Patrick M. Connaughton, January 29, 2008 The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. © 2008 Oracle Corporation – Proprietary and Confidential
- 26. OTM Customers byVerticals CPG Food and Beverage Chemical and Process 9% Manufacturing / 7% Manufacturing Industrial 13% 19% Retail 9% LSP 43% Status: April 2007 © 2008 Oracle Corporation – Proprietary and Confidential
- 27. Logistics Service Providers Manufacturing Distribution Manufacturing Retail Distribution Retail © 2008 Oracle Corporation – Proprietary and Confidential
- 28. What is OTM? • Management of all transportation activities in a complete supply chain • Any type of transport • inbound, internal,outbound.. • Any Geography • domestic, international, mix… • Any mode: • Truck, ocean, air, rail, etc. • More complex is the network, more value can be achieved with OTM • Management means: • Logistic Order Management • (ex. Transport from Italy to China) • Transportation Planning and Optimization • Shipment planning, pooling strategy… • Transportation Execution • Visibility and Real Time Event Management • Settlement • Carrier invoice matching and cost allocation.. © 2008 Oracle Corporation – Proprietary and Confidential
- 29. Operational Process LifeCycle © 2008 Oracle Corporation – Proprietary and Confidential
- 30. Operational Process LifeCycle Logistics Orders: Logistics Orders: -- Manual Entry Manual Entry -- EDI // Integration EDI Integration © 2008 Oracle Corporation – Proprietary and Confidential
- 31. Ordine (ERP) © 2008Oracle Corporation – Proprietary and Confidential
- 32. Oracle HQ Redwood Shores Office Milano 30 May 2007 OTM 08:00 Order Management Oracle HQ Redwood Shores 10 July 2007 17:00 Office Milano © 2008 Oracle Corporation – Proprietary and Confidential
- 33. Operational Process LifeCycle Shipments: Shipments: -- Order Bundling Order Bundling Logistics Orders: Logistics Orders: -- Load Optimization Load Optimization -- Manual Entry Manual Entry -- EDI // Integration EDI Integration Itineraries: Itineraries: -- Routing Routing -- Legs Legs Carrier Selection: Carrier Selection: -- Rating Rating -- Capacity Allocation Capacity Allocation © 2008 Oracle Corporation – Proprietary and Confidential
- 34. Oracle HQ Redwood Shores Office Milano 30 May 2007 OTM 08:00 Planning 31 May 2007 09:00 Oracle HQ 31 May 2007 Redwood Shores 11:30 29 June 2007 00:00 Port 29 June 2007 San Francisco US$ 01:35 US$ 10 July 2007 17:00 Port Genova US$ INR Time INR Office Milano © 2008 Oracle Corporation – Proprietary and Confidential
- 35. Oracle HQ Redwood Shores Office Milano OTM Planning Port Long Beach Port Napoli Oracle HQ Redwood Shores Port San Francisco Port Genova Airport San Francisco Airport Milano Time Office Milano © 2008 Oracle Corporation – Proprietary and Confidential
- 36. Operational Planning Routing & Consolidation Example: Multi-Tier Distribution • Dynamic Routing & Consolidation Supplier throughout Network • Intermediate Facilities Multiple Orders for Consolidation - Consolidation pools Consolid and cross-docks Supplier DC 1 DC 2 Pool • Dynamic Optimization Consolidated - When to use pool vs. by-pass Multi-Stop - Consolidation from pool Shipment Supplier Example: Multi-Leg, Multi-Mode • One order can involve China – US Order multiple shipments, parties, and modes • Optimization can be Supplier Port Port DC performed for unlimited (Guangzhou) (Hong Kong) (Los Angeles) (Chicago) legs and modes © 2008 Oracle Corporation – Proprietary and Confidential
- 37. Operational Process LifeCycle Shipments: Shipments: -- Order Bundling Order Bundling Logistics Orders: Logistics Orders: -- Load Optimization Load Optimization -- Manual Entry Manual Entry -- EDI // Integration EDI Integration Itineraries: Itineraries: -- Routing Routing -- Legs Legs Carrier Selection: Carrier Selection: -- Rating Rating -- Capacity Allocation Capacity Allocation Tendering: Tendering: -- Booking Carrier Booking Carrier -- Conditional Conditional Booking Booking Fleet: Fleet: -- Assign Equipment Assign Equipment -- Assign Driver // Assign Driver Power Unit Power Unit © 2008 Oracle Corporation – Proprietary and Confidential
- 38. Operational Process LifeCycle Shipments: Shipments: -- Order Bundling Order Bundling Logistics Orders: Logistics Orders: -- Load Optimization Load Optimization -- Manual Entry Manual Entry -- EDI // Integration EDI Integration Itineraries: Itineraries: -- Routing Routing -- Legs Legs Carrier Selection: Carrier Selection: -- Rating Rating -- Capacity Allocation Capacity Allocation Tendering: Tendering: -- Booking Carrier Booking Carrier -- Conditional Conditional Booking Booking Fleet: Fleet: -- Assign Equipment Assign Equipment -- Assign Driver // Assign Driver Monitor: Monitor: Power Unit Power Unit -- Shipment Execution Shipment Execution -- Event Management Event Management -- Exception Exception Management Management © 2008 Oracle Corporation – Proprietary and Confidential
- 39. Oracle HQ Redwood Shores Office Milano 30 May 2007 OTM 08:00 Execution 31 May 2007 09:00 ! Oracle HQ Redwood Shores 31 May 2007 11:30 ! 29 June 2007 00:00 Port 29 June 2007 31 May 2007 San Francisco 01:35 10:00 Port Genova 29 June2007 10 July 2007 17:00 14:00 ! Time Office Milano © 2008 Oracle Corporation – Proprietary and Confidential
- 40. Oracle HQ Redwood Shores Office Milano 30 May 2007 OTM 08:00 Execution €€ Port Long Beach Port Napoli Oracle HQ Redwood Shores Port 31 May 2007 San Francisco 10:00 2007 29 June 2007 10 July 2006 17:00 14:00 US$ US$ Port Genova Airport San Francisco Airport Milano Time Office Milano © 2008 Oracle Corporation – Proprietary and Confidential
- 41. Operational Process LifeCycle Shipments: Shipments: -- Order Bundling Order Bundling Logistics Orders: Logistics Orders: -- Load Optimization Load Optimization -- Manual Entry Manual Entry -- EDI // Integration EDI Integration Itineraries: Itineraries: -- Routing Routing -- Legs Legs Cost Allocation: Cost Allocation: -- Orders // Order lines Carrier Selection: Carrier Selection: Orders Order lines -- Margin Analysis -- Rating Rating Margin Analysis -- Capacity Allocation Capacity Allocation Buy Side Invoices: Buy Side Invoices: -- Payment Carriers Payment Carriers -- Match and Pay Match and Pay Tendering: Tendering: -- Self Billing Self Billing -- Booking Carrier Booking Carrier -- Conditional Conditional Booking Booking Sell Side Billing: Sell Side Billing: -- Customer Billing Customer Billing -- Job Billing Fleet: Fleet: Job Billing -- Assign Equipment Assign Equipment -- Assign Driver // Assign Driver Monitor: Monitor: Power Unit Power Unit -- Shipment Execution Shipment Execution -- Event Management Event Management -- Exception Exception Management Management © 2008 Oracle Corporation – Proprietary and Confidential
- 42. Oracle HQ Redwood Shores Office Milano Order Volume US$ OTM Settlement A 4.5 CUM $ 1,200 A B 1.5 CUM $ 400 Oracle HQ C 3.0 CUM $ 800 Redwood Shores Port B San Francisco US$ Port $2400 Genova C € € Office Milano © 2008 Oracle Corporation – Proprietary and Confidential
- 43. Operational Process LifeCycle Shipments: Shipments: -- Order Bundling Order Bundling Logistics Orders: Logistics Orders: -- Load Optimization Load Optimization -- Manual Entry Manual Entry -- EDI // Integration EDI Integration Itineraries: Itineraries: -- Routing Routing -- Legs Legs Cost Allocation: Cost Allocation: -- Orders // Order lines Carrier Selection: Carrier Selection: Orders Order lines -- Margin Analysis -- Rating Rating Margin Analysis -- Capacity Allocation Capacity Allocation Buy Side Invoices: Buy Side Invoices: -- Payment Carriers Payment Carriers -- Match and Pay Match and Pay Tendering: Tendering: -- Self Billing Self Billing -- Booking Carrier Booking Carrier -- Conditional Conditional Booking Booking Sell Side Billing: Sell Side Billing: -- Customer Billing Customer Billing -- Job Billing Fleet: Fleet: Job Billing -- Assign Equipment Assign Equipment -- Assign Driver // Assign Driver Monitor: Monitor: Power Unit Power Unit -- Shipment Execution Shipment Execution -- Event Management Event Management -- Exception Exception Management Management © 2008 Oracle Corporation – Proprietary and Confidential
- 44. Transportation Business Intelligence Multiple Dashboards Integrated with day-to-day operations KPIs and Reports Flexible queries & layout © 2008 Oracle Corporation – Proprietary and Confidential
- 45. OTM in VolvoPenta © 2008 Oracle Corporation – Proprietary and Confidential
- 46. Case Study © 2008Oracle Corporation – Proprietary and Confidential
- 47. Case Study: GEOil & Gas • Company • Technology based global leader that supplies advanced products, services and complete solutions to the oil and gas industry from the wellhead through the refining and related petrochemical and plastics industries • 2006 revenues of $4.3 billion • HQ in Florence, Italy • Operations in nearly 103 countries, 6,000 employees • GE Oil & Gas’ Logistics Network • 9 Product Brands, manufacturing capital equipment, spare parts, maintenance, repairs and a full portfolio of advanced services • Outsourced to Lead Logistics Provider • > 80,000 Shipment per year • > €80M annual logistics freight spend © 2008 Oracle Corporation – Proprietary and Confidential
- 48. GE Oil &Gas • Business Drivers • Transportation planning and execution manual or controlled by suppliers • Poor control in data quality – no possibility to control or track & trace transportation activities and supply • Sub-processes outsourced to Routing Center (Lead Logistics Partner); this results in higher cost and less control • Lack visibility of the logistics activity • No direct transportation data availability – reporting on Routing Center activities is needed • E-mail based process • Invoices Accounting only © 2008 Oracle Corporation – Proprietary and Confidential
- 49. GE Oil &Gas – Nuovo Pignone • Value • Enable easy access to Group transportation contracts to secure best freight rates • Support transportation planning, both domestic and international • Track and trace all transports, give visibility for the customers, factories and planners • Better visibility will create higher efficiency in the supply chain • Provide information for better inventory management • Provide financial control over the transportation flows © 2008 Oracle Corporation – Proprietary and Confidential
- 50. Q&A Sergio Gimelli Application SalesConsulting Senior Manager sergio.gimelli@oracle.com