1. Opening – Jack van der Veen, Houder EVO Leerstoel SCM
1
EVO SCM Congres 2015
Moderne supply chains: naar een nieuwe visie
op de eigen organisatie en ketenpartners
2. L&SC innovaties voor de toekomst?
2
Internet of things?
3D-printers?
Drones?
Platooning?
Smart Industry?
Robots?
7. Jon Bon Jovi
7
Shot through the heart and you're to blame - You give love a bad name
I play my part and you play your game - You give love a bad name
8. Moderne supply chains: naar een nieuwe visie
op de eigen organisatie en ketenpartners
8
Nieuwe Technologie
Nieuwe Businessmodellen
Nieuwe Klantwaarde
Nieuwe Managementmethodes
Nieuwe Samenwerkingsvormen
Nieuwe Ketens
9. Terugkoppeling – Jack van der Veen, EVO Leerstoel SCM
9
EVO SCM Congres 2015
Moderne supply chains: naar een nieuwe visie
op de eigen organisatie en ketenpartners
10. De (formidabele) taak die voor ons ligt
10
C
O
N
S
U
M
E
N
T
E
N
C
O
N
S
U
M
E
N
T
E
N
Market
C
O
N
S
U
M
E
N
T
E
N
Markt Markt Markt Markt Markt
C
O
N
S
U
M
E
N
T
E
N
Market Market Market Market
Strategie
Infrastructuur Mindset & Gedrag
Doelen
Branding
Competitief voordeel
Organisatiestructuur
KPIs
IT-systemen
Leiderschap
Cultuur
Kennis
Coördinatie van beslissingen?
Processturing?
Totale kosten visie?
Open / transparante communicatie?
Team gevoel?
Onderling vertrouwen?
Lange termijn?
Breed gedeelde visie?
Communicatie?
11. Moderne supply chains: naar een nieuwe visie
op de eigen organisatie en ketenpartners
11
Nieuwe Technologie
Nieuwe Businessmodellen
Nieuwe Klantwaarde
Nieuwe Managementmethodes
Nieuwe Samenwerkingsvormen
Nieuwe Ketens
12. Value matrix
12
T i m e
Pre-Purchase Exchange Use
Searching Selection Transaction Delivery Consumption Disposal
PerceivedBenefits
Symbolic
Value
Brand Value
Relationship Value
Utility
Value
Operational Attributes
Product/Service
Attributes
Perceived
Sacrifice
Total Cost
of
Ownership
Monetary Sacrifice
Non-Monetary Sacrifice
TangibilityTangibility
2
1
13. Value matrix
13
T i m e
Pre-Purchase Exchange Use
Searching Selection Transaction Delivery Consumption Disposal
PerceivedBenefits
Symbolic
Value
Brand Value
Relationship Value
Utility
Value
Operational Attributes
Product/Service
Attributes
Perceived
Sacrifice
Total Cost
of
Ownership
Monetary Sacrifice
Non-Monetary Sacrifice
TangibilityTangibility Speed, Flexibility, Quality, Dependability, …
Effort, Hassle, Waiting time, Inconvenience, …
14. Value matrix
14
T i m e
Pre-Purchase Exchange Use
Searching Selection Transaction Delivery Consumption Disposal
PerceivedBenefits
Symbolic
Value
Brand Value
Relationship Value
Utility
Value
Operational Attributes
Product/Service
Attributes
Perceived
Sacrifice
Total Cost
of
Ownership
Monetary Sacrifice
Non-Monetary Sacrifice
TangibilityTangibility
Expertise, trustworthiness, …
Uncertainty, lack of knowledge, …
15. Value matrix
15
T i m e
Pre-Purchase Exchange Use
Searching Selection Transaction Delivery Consumption Disposal
PerceivedBenefits
Symbolic
Value
Brand Value
Relationship Value
Utility
Value
Operational Attributes
Product/Service
Attributes
Perceived
Sacrifice
Total Cost
of
Ownership
Monetary Sacrifice
Non-Monetary Sacrifice
TangibilityTangibility
Increase
accessibility
Provide all
required &
desired
information
Understand
customer
issues
Smooth
transaction
process
Reduce
switching cost
Make
installation
easy
Provide
excellent
service
Solve
problems
perfectly
Make
disposal
easy
17. De kracht van ‘engagement’
17
Engagement
Continuous Improvement
use their fullest potential
Engagement
Resource Management
Investing in resources
Collaboration
Accesstotheir
resources/knowledge
Engagement
Co-creation
CustomerRetention
Engagement
Organization
Customer
Suppliers
Employees Shareholders
18. Een model voor uitbesteding
Partnership
sluiten
Expertise
inkopen
Zelf doen
Prijsgericht
inkopen
Groot
Strategisch
Belang
Klein
Strategisch
Belang
Hoge
Complexiteit
Lage
Complexiteit
• Dynamic; Short product life-cycles
• Many SKUs
• Many Suppliers, Customers
• Stable, standardized; Mature products
• Limited # SKUs
• Low # Suppliers, Customers
PRICE BASED LOGISTICS
• Limited added value
• Minimize disturbances
• Maximize efficiency
VALUE BASED LOGISTICS
• High added value
• Cater for disturbances
• Maximize effectiveness
19. Aankondiging: Supply Chain Award 2016
● Waarom?
—Goed voorbeeld doet goed volgen
● Kandidaten?
—Groep van ≥ 3 autonome organisaties
—Verbonden door logistieke stromen
—Verticale samenwerking
—Bijvoorbeeld:
• Agrofood (Boeren, Veiling, Groothandel, Retailer)
• Medicijnen (Fabrikant, Distributeur, Apotheek)
• Bouwmaterialen (Fabrikant, Groothandel, Bouwer)
• FMCG: Verpakkingsmiddelfabrikant, A-Merkfabrikant, Retailer
19
Team
Feeling
Joint
Strategy
Inter-organizational
Process design
Synergetic
Outcomes
Collaborative
Planning & Control
Joint
Innovation
Joint
Improvement