A presentation delivered by Ingo Brauckmann, Head of Business Development Consumer EMEA, at Logicon Europe 2012. An overview on the collaborative consumer supply chain: one single inventory point along end-to-end supply chain.
Case Study: DHL Shifts Left With CA Application Performance Management to Bo...CA Technologies
Quite often it is a select few IT experts in an IT organization that are most sought after when troubleshooting needs arise. What if you could spread that scarce expertise throughout your IT team and protect those experts? Joe Butler, Global Head of Integration Services, DHL, has made that a goal during his 12-year tenure at DHL and recently found that CA Application Performance Management 10 may help in that cause. Butler oversees Service Delivery for Integration globally for DHL Supply Chain, which supports 1,200 customers globally with more than 12,000 interfaces and manages more than 4 billion transactions each year. Butler's approach to ‘shift left’ means arming his Level 1 teams with the ability to better triage issues before they ever reach Level 2 technicians. Join this session and learn how APM can help protect your IT experts while ensuring the application uptime and quality standards expected by one of the world’s largest logistics company.
For more information, please visit http://cainc.to/Nv2VOe
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
Case Study: DHL Shifts Left With CA Application Performance Management to Bo...CA Technologies
Quite often it is a select few IT experts in an IT organization that are most sought after when troubleshooting needs arise. What if you could spread that scarce expertise throughout your IT team and protect those experts? Joe Butler, Global Head of Integration Services, DHL, has made that a goal during his 12-year tenure at DHL and recently found that CA Application Performance Management 10 may help in that cause. Butler oversees Service Delivery for Integration globally for DHL Supply Chain, which supports 1,200 customers globally with more than 12,000 interfaces and manages more than 4 billion transactions each year. Butler's approach to ‘shift left’ means arming his Level 1 teams with the ability to better triage issues before they ever reach Level 2 technicians. Join this session and learn how APM can help protect your IT experts while ensuring the application uptime and quality standards expected by one of the world’s largest logistics company.
For more information, please visit http://cainc.to/Nv2VOe
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
Founded in 1966, Groenewout provides professional consulting in Logistics and Supply Chains Management.
Our core competence has been sharpened in supply chains optimization and detailed designs of manufacturing-, distribution- and
fulfillment centers. We place a great deal of emphasis on both the identification and realization of feasible opportunities.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Companies are relocating manufacturing and sourcing to regions with lower labour costs to stay competitive. This affects the efficiency of warehousing and distribution. But which elements, in particular, will be strategically important in the next two years?
Markets are changing – as are customer and service requirements. You may have implemented a new manufacturing and supply chain setup, but customers are asking for more frequent and faster deliveries.
The key to staying competitive is how quickly you can get your products from the warehouse to your customers. This can challenge your operations and calls for a review of your warehouse and distribution setup.
We asked our international clients which themes, within warehousing and distribution, they believe will have the most strategic relevance within the next two years. Here are the top five.
These are the presentation slides from the DMA's first innovation summit on 14 November. See more information here http://www.dma.org.uk/content/fear-faith-and-fortune-innovation-summit
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
Geoff Connell London Borough of Newham - shared servicesSocitm
Presentation on shared service in local authorities presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://www.twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
http://bill-stankiewicz.blogspot.com/2009/07/shippers-warehouse-in-top-70-food.html
http://ask.depaul.edu/Students/MentoringandAdvice/ASK_Away_Archive.asp
Founded in 1966, Groenewout provides professional consulting in Logistics and Supply Chains Management.
Our core competence has been sharpened in supply chains optimization and detailed designs of manufacturing-, distribution- and
fulfillment centers. We place a great deal of emphasis on both the identification and realization of feasible opportunities.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
Companies are relocating manufacturing and sourcing to regions with lower labour costs to stay competitive. This affects the efficiency of warehousing and distribution. But which elements, in particular, will be strategically important in the next two years?
Markets are changing – as are customer and service requirements. You may have implemented a new manufacturing and supply chain setup, but customers are asking for more frequent and faster deliveries.
The key to staying competitive is how quickly you can get your products from the warehouse to your customers. This can challenge your operations and calls for a review of your warehouse and distribution setup.
We asked our international clients which themes, within warehousing and distribution, they believe will have the most strategic relevance within the next two years. Here are the top five.
These are the presentation slides from the DMA's first innovation summit on 14 November. See more information here http://www.dma.org.uk/content/fear-faith-and-fortune-innovation-summit
Building Effective Business Models in Emerging MarketsDr. Amit Kapoor
Presentation on "Building Effective Business Models in Emerging Markets" delivered by McCord at Asia Competitiveness Forum 2012 in Thought Leadership Track
Geoff Connell London Borough of Newham - shared servicesSocitm
Presentation on shared service in local authorities presented to annual conference of public sector IT management organisation, Socitm, on 11 October 2010
2. Purpose of Today
• To show living examples of collaborations
• To foster the dialogue around collaboration
• To challenge your individual collaboration capabilities
Collaboration – make it happen! DHL | Page 2
3. Agenda
1 Introduction to collaboration
2 Examples
3 Way Forward
Collaboration – make it happen! DHL | Page 3
4. Collaboration – A simple definition
Collaboration
is working together to achieve a goal.
(Source: Wikipedia, Jan 2012)
Collaboration – make it happen! DHL | Page 4
5. What drives us to collaborate in Business?
Collaboration
is working together to achieve a goal.
(Source: Wikipedia, Jan 2012)
Sustainability Cost efficiency Better business
• Synergies • Synergies • Higher product availability
• Less CO2 • Less costs • New distribution channels?
Collaboration – make it happen! DHL | Page 5
6. Collaborative Logistics – Key Idea and Benefits
Traditional
consumer
supply chain
Various inventory
points
Key benefits
Separate Retailer
manufacture • Lower logistics
DC’s costs
r
warehouses • Less inventories
• Less obsolescence
Collaborative
consumer • Better service
supply chain • Less CO2 emissions
One single
inventory point Combined Cross-
along end-to-end manufacture docking
supply chain r platform
warehouses
Collaboration – make it happen! DHL | Page 6
7. Benefits of Collaboration Models have been widely
communicated
Collaboration – make it happen! DHL | Page 7
8. Agenda
1 Introduction to collaboration
2 Examples
3 Way Forward
Collaboration – make it happen! DHL | Page 8
9. Collaborative Logistics – Two Major Types are of High Interest
Main types of collaboration
• Collaboration is triggered by a group
1 Manufacturer-driven of consumer goods manufacturers
(horizontal collaboration)
• Typically 3-10 large manufacturers
• DHL example: Tradeteam (drinks
industry platform UK)
• Collaboration is triggered by retailer
2 Retail-driven (vertical collaboration)
• Typically rather large number of
small manufacturers
• DHL example: 3C platforms France
(initiated by Carrefour)
Collaboration – make it happen! DHL | Page 9
10. Example 1
Main types of collaboration
• Collaboration is triggered by a group
1 Manufacturer-driven of consumer goods manufacturers
(horizontal collaboration)
• Typically 3-10 large manufacturers
• DHL example: Tradeteam (drinks
industry platform UK)
• Collaboration is triggered by retailer
2 Retail-driven (vertical collaboration)
• Typically rather large number of
small manufacturers
• DHL example: 3C platforms France
(initiated by Carrefour)
Collaboration – make it happen! DHL | Page 10
11. Example 1 – Tradeteam in UK
1 Manufacturer-driven
Collaboration – make it happen! DHL | Page 11
12. Background: How Tradeteam was Born…
1 Manufacturer-driven
Situation for Bass Brewers (today Key decisions taken by Bass Brewers
Molson Coors) around 1995 in 1995
• Government ruling to divest in pub • Multi customer 3rd party supplier
infrastructure • Rationalized network with NDC
• Own distribution network with strong • Employee Relations agenda
investment need
• Culture of Service Excellence
• Own supply chain set up not seen as
competitive (capacity utilization, • An award winning business…..
service and factor costs)
Decision to form a Joint Venture (JV) to
keep control and still be able to attract
other parties to create synergies
Collaboration – make it happen! DHL | Page 12
13. About Tradeteam
1 Manufacturer-driven
Tradeteam is a joint venture founded in 1995:
50.1% owned by Deutsche Post DHL and 49.9% owned by Molson Coors
DHL Supply Chain
UK and Ireland
Joint Venture Board
Tradeteam Senior Leadership Team
Collaboration – make it happen! DHL | Page 13
14. Tradeteam has Transformed
1 Manufacturer-driven
From 1995… …to today
• In-house became 3rd party • Multi customer 3rd party supplier
• One customer • Rationalized network with NDC
• Under utilized network • Employee Relations agenda
• Start of huge change programme • Culture of Service Excellence
• Challenging Industrial Relations agenda • An award winning business…..
• Service Issues
Collaboration – make it happen! DHL | Page 14
15. Tradeteam’s Customer Portfolio has developed over the
past years including Brewers, Wholesalers and Pubco’s
1 Manufacturer-driven
1995 2002 2007 2008 2010 2011
Collaboration – make it happen! DHL | Page 15
16. Tradeteam Overview 2012
1 Manufacturer-driven
• One National DC (Stretton), 7 RDC’s and 19
Depots Aberdeen Depot
RDC
Dundee
NDC
• Turnover of GBP 155m per annum, Glasgow
500 vehicles and 2,000 people
Hebburn
• Delivers direct to more than 25,000 pubs Culcavy
Penrith
• Delivers 1600 loads into retailers each week Tadcaste
Knowsley r
Grimsby
Tinsley
• Picks more than 45 million items every year Stretton
Norwich
Wolverhampton
with a 99.88% accuracy Aberystwyth
Hams Hall
Ebbw Vale St Ives
Narbeth Gloucester
Enfield
• Delivers over 4 million wines and spirits Swansea
Crayford
cases every year from over 3,500 SKUs Reading
Newquay
Salfords
Exeter Totton
Collaboration – make it happen! DHL | Page 16
17. Tradeteam has Diversified its Service Offer beyond Core
Primary and Secondary Distribution
1 Manufacturer-driven
Forecasting & Primary Secondary Customer Reverse Information
Import Order Capture
Replenishment Distribution Distribution Service Logistics & Reporting
Services
• Inbound logistics • DHL Gori • EDI • Retail and • Network WMS • Query resolution • Empties • Service levels
management • Supplier • Telesales Wholesale DC • Order picking • First contact management • Customer
• Demand Management loads service • Container surveying
• Order Capture • Stock rotation
forecasting • Consolidation • Bulk liquid and • Delivery updates sortation • Query resolution
• Promotional grain • Time window
• Stock • Duty Activity delivery • Customer • Stock and trade performance
optimization movements ullage
Management • Cellar operation link • Mood reporting
• Supplier • NDC management
management management • Proactive • Outlet reporting
consolidation customer • Brewery
• Repacking surveying repatriation
• Destruction
SYSTEMS & SUPPORT: Forecasting / Order Management / WMS / TMS / Customer Service
Enablers
PEOPLE: Management development / H&S training / Employee engagement / People Awards
CUSTOMER FOCUS: Dedicated account management / Service Excellence / Customer Surveys
CHANGE MANAGEMENT: DePICT Project Process / Experienced Project Managers
Collaboration – make it happen! DHL | Page 17
18. Key Benefits
1 Manufacturer-driven
Key benefits to the Tradeteam partners
• High service level with reduced stock (no multiple SKU)
• Competitive transport costs due to high synergies in network
• Supports the green agenda
• Platform has capacity to further expand
Collaboration – make it happen! DHL | Page 18
19. Example 2
Main types of collaboration
• Collaboration is triggered by a group
1 Manufacturer-driven of consumer goods manufacturers
(horizontal collaboration)
• Typically 3-10 large manufacturers
• DHL example: Tradeteam (wine and
spirits platform UK)
• Collaboration is triggered by retailer
2 Retail-driven (vertical collaboration)
• Typically rather large number of
small manufacturers
• DHL example: 3C platforms France
(initiated by Carrefour)
Collaboration – make it happen! DHL | Page 19
22. Business Case Carrefour 3C: Physical Flows
2 Retail-driven
Industry Regional DC’s Retail Outlets
Consolidation &
Collaboration
Center
Full trucks
Load
Optimization
Full trucks Full trucks
Full trucks
Collaboration – make it happen! DHL | Page 22
23. Retail-driven Collaboration –
Example 3C Platform in Lomme (France)
2 Retail-driven
Who does what?
Manufacturers DHL Carrefour
• Deliver to Lomme at own • Signs contract with • Places orders with
cost from factories manufacturers (equal terms manufacturer
• Hold stock at own charge in and conditions) • Takes merchandise
Lomme • Secures all logistics ownership when leaving
• Issue invoice after products operations from reception, Lomme
leave Lomme put to stock, order • Synchronizes
preparation through manufacturers' orders to
• Secure product availability in transport and co-packing
Lomme optimize inbound transport
• Provides set of KPIs to • Takes charge of the
• Exchange via EDI or manufacturer to monitor
manually data for order transport from Lomme to the
operational efficiency Carrefour platforms
preparation, inbound and
outbound with DHL
Collaboration – make it happen! DHL | Page 23
24. Benefits
2 Retail-driven
Manufacturers
Before
Key benefits
• Transport costs: Up
to 40% less cost per
pallet
• Stock holding costs:
Up to 20% saving
potential
• Transport distances:
After
25% less km
• CO2: At least 25%
less CO2 emissions
• Transport lead
times: Up to 40%
improvement
Collaboration – make it happen! DHL | Page 24
25. Agenda
1 Introduction to collaboration
2 Examples
3 Way Forward
Collaboration – make it happen! DHL | Page 25
26. Manufacturer-driven Collaboration –
General Value Proposition for 3 PL
• Neutral and trusted third party/convener facilitating relations between multiple –
possibly competing – manufacturers (avoiding antitrust issues)
• Helping manufacturers pre-empt greater pressure from retailers to enter vertical
collaboration
• Offering scale, pooling, and standardization benefits to manufacturers (especially
those who usually cannot fill trucks by themselves)
• Offering efficiency gains through deep expertise in warehouse management and value-
added services
Collaboration – make it happen! DHL | Page 26
27. Retail-driven Collaboration –
General Value Proposition for 3 PL
• Neutral third party facilitating customer/supplier relation
• Single point of contact for the retailer – more easy to hold DSC accountable than
managing multiple small suppliers
• Offering scale, pooling and standardization benefits to small suppliers
• Offering efficiency gains through deep expertise in warehouse management
Collaboration – make it happen! DHL | Page 27
28. Collaborative Logistics –
Cornerstones of Potential 3 PL Offering
• Basic services: full operation of platforms (transport, warehousing)
including quality assurance
• Optional elements
– Value-adding services – e.g., customer service, OTC management, VMI
– Equity company to facilitate gain sharing between collaboration partners
Services
• Potential specialization
– Focus on certain product categories
– Focus on manufacturers with seasonal complementary demand patterns
– Focus on fast movers
– Focus on promotion items
– Focus on multichannel deliveries
Collaboration – make it happen! DHL | Page 28
29. Collaborative Logistics –
Who to Focus on?
• Focus on existing customer base (both for Consumer and Retail)
• Potential participants on consumer side: all consumer goods firms, with
potential focus on:
Participant
s – Those suffering from high storage costs in own DC’s
(e.g., high-volume products like detergents)
– Those who have difficulties of distribution with full truck loads
(e.g., high-value-density products like chewing gum)
– Timelines of tendering processes need to be roughly in line
Collaboration – make it happen! DHL | Page 29
30. Conclusion
• The need is there!
• The know-how is there!
• It’s up to us to make it happen!
Collaboration – make it happen! DHL | Page 30