Presentation made in March, 2014. Highlights ocean transport and supply chain management. Chaos with container lines, supply chain erosion caused by container lines, cycle time compression, multichannel, segmentation, and risk mitigation.
7. Top 10 Container Ports
1980
1. New York/New Jersey
2. Rotterdam
3. Hong Kong
4. Kaohsiung
5. Singapore
6. Hamburg
7. Oakland
8. Seattle
9. Kobe
10. Antwerp
2011
1. Shanghai
2. Singapore
3. Hong Kong
4. Shenzhen
5. Busan
6. Ningbo
7. Guangzhou
8. Qingdao
9. Dubai
10. Rotterdam
8. Top 10 North American Ports
2000
1. Long Beach
2. Los Angeles
3. New York/New Jersey
4. Charleston
5. Oakland
6. Seattle
7. Norfolk
8. Houston
9. Savannah
10. Tacoma
2011
1. Los Angeles
2. Long Beach
3. New York/New Jersey
4. Savannah
5. Vancouver
6. Oakland
7. Seattle
8. Virginia
9. Houston
10. Manzanillo
11. Issues They Face
• Megas (Triple E) – 18,000+ TEU (vs.
1,000 TEU in 1970’s)
• Lower Operating Costs
• How Will Ships be Filled?
• Which Ports Will Handle Them?
• How Will Ports Handle Them?
• What’s the Investment?
• Bottlenecks!
13. The P3 Network
• Maersk, MSC, CMA-CGM – The 3 Largest
Carriers
• Formed an operating alliance
• FMC, EU, & China reviewed
• Three Issues –
• Market Share
• Big Ships
• Hubs/Ports Used
14. P3 Market Share
• 44% Asia-to-Europe
• 24% in the Trans-Pacific
• 42% in the Trans-Atlantic
Trade
15. P3 Vessel Size
• Average vessel for Asia-
Europe – increasing from
9,300 TEU to 14,200 by end
of 2015
• Maersk’s Largest Vessels –
surpass MSC and CMA CGM
when all Megas delivered
• Creates a Domino Effect
17. The G6 Alliance
• From New World & Grand Alliances
APL (#4)
Hapag-Lloyd (#6)
NYK
OOCL
Hyundai
Mitsui
18. COSCO (#7)
Hanjin (#10)
K Line
Yang Ming
Evergreen (#5) – May Join
The CKYH Alliance
19. Canals
Panama Canal – 2015 or 2016 Expansion
Updates on East Coast ports with bigger ships &
widening
$1.6 Billion Overrun
Construction was slowed during dispute
Suez Canal - Congestion
21. Issues
• Supply (of ships/container
space) exceeds demand
• Pricing/Rates – flat and
somewhat low
• Will “Money People” sit still?
• Last time – carriers laid up
significant tonnage
“coincidentally” at same time
23. Shake Out Ahead?
Financial
Much red ink for last 5 years
Hanjin – operating loss $225 Million / net loss
$631 Million for 2013
M&A
CSAV / Hapag-Lloyd (could this new carrier join
the P3?)
24. The Next Few Years
As big ships are spread around globally
More rate volatility in more trade lanes
Schedule/Service Vagaries
Dropped weekly sailings
Fewer Carriers
26. What Carriers Are Doing
Fewer carriers in business
Alliances, slot exchanges, and vessel sharing –
created and changed
Shipping Routes – added and revised
Sailing Schedules – made and reworked
“Slow Steaming” – ongoing practice
27. What It All Means
Irregular Performance
Lack of service reliability
Potential changes as to ports to handle ships
28. Which Means
Increased uncertainty for planning
Undermine inventory yield maximization
More inventories and more capital tied up
30. By The Way…
• How does all this factor into
your importing and carrier
selection (even if you use a
NVO)?
• Do you form an IGA shippers
association to leverage buying
power for import freight?
• Have you considered how
much is big and big – big
carriers and big shippers?
33. Is This Your Supply Chain?
What do you know about your SC Performance?
Are you doing much “fire-fighting” (reactive vs.
proactive)?
Do you have little/no metrics, beyond complaints,
charge backs or costs?
34. Yours?
Do you have a monolithic supply chain operation?
Little/no service differentiation beyond customer
order requirements?
Is it defined by costs, tasks, and/or functions?
36. Perfect Order
Delivered / Complete / Accurate / On-Time
How well do you do with customer orders?
How well do your suppliers do with your PO’s?
37. Benefits of Real SCM
Customer Advantage –
IT’S ABOUT THE CUSTOMER!!!
Competitive differentiation
Translates into better revenue and margins
42. Cycle Time
Cycle Time – time from recognition of need (before PO
is issued) until product delivered to you – and sold,
and paid by customer (funds availability affects
procurement)
Not just length, includes variance
Time – important for business
43. Cycle Time
Inventory-factor of uncertainty (buffer) – longer
than cycle time, more the uncertainty, more the
inventory
Key factor for responsiveness and agility
In Lean, extra time is waste
44. Cycle Time Compression
Identify and assess each sub-cycle
Look for gaps, redundancies, and meaningless
items
External and internal (especially)
Streamline practices and operations
46. What It Is
Selling through multiple channels
For B2C and B2B
Sell 24/7 from anywhere in the world
From any device (e-commerce and m-commerce)
47. Omni-Channel Examples
Think Amazon and more
Home Depot
Building 3 e-commerce fulfillment centers
100,000 products (vs. 35,000 for stores)
48. SCM Omni-Channel Issues
Speed and accuracy of order shipment
How to position inventory
Where to position inventory
What inventory to position
Technology – integrated visibility for inventory and
orders in all channels
49. Multi/Omni-Channel
Direct shipping of gloves “from/for” other party’s ecommerce site
• E-tailer does not have to hold inventory
• Can your suppliers ship to customers elsewhere in the world for you?
51. What Segmentation Is
Superior best practice
Dividing business into discrete groups (not
based on business units) based on similar
characteristics
Address important company issues
Serve strategic purpose
53. More Issues for
Segmenting
• Global operations
• Channel partners
• Customer attrition
• Suppliers
• Supply chain risk
54. Why Segment???
Stop one-size-fits-all “service” approach
Reduce internal and external noise that
crates chaos and diverts resources
Design and align operations for different
sectors
Build competitive differentiation
55. How To Segment
1. Identify segments
2. Profile sectors – and customers in them
3. Determine how customers in each
segment differ for SC services
4. Evaluate supply chain services, including
ones not met, and performance for each
segment
56. Segment Approaches
Cost – good concept – allocating and
assigning costs - no direct costs
Value – economic – not good to identify
segment characteristics
Need – drivers that segments have for
specific service(s)
57. What To Do With Results
1. Prioritize segments
2. Be specific
3. Evaluate the quality of service
4. Implement services for each segment
5. Develop metrics for each segment’s
service and measure
• Have Actionable Info
58. Example
Order Size and Annual Volume
Small Orders
Direct to Store
Delivery
Large Orders
with Demanding
Delivery
Small Orders and
No Real Volume
Medium Size
Orders with
Special
Preparation for
Select Products
Order Requirements
59. Large Order Segment
3rd Cut2nd Cut1st Cut
Large Orders
Rapid Order
Preparation &
Delivery
Same Day
Delivery
Nationwide
To Warehouses
Prepared for
Cross Docking
Regular
Delivery
Export
60. Special Preparation Segment
3rd Cut2nd Cut1st Cut
Mid-Size Orders
Time for
Picking Two
Products and
Making New
SKU
To Warehouses
To Stores to
Support Ads
Standard Orders To Warehouses
61. Direct to Store Segment
3rd Cut2nd Cut1st Cut
Small Orders
Picking and
Special
Packaging
Product
Placement in
DCs
Outside
Packager
62. Redesigned Supply Chain
Special
Handling---
Make New
SKUs & Small
Orders
New
Approach for
Positioning
Inventory --
Location and
In DCs
Geography/
Location--For
Demanding
Delivery &
Store Direct
66. Supply Chain Risk
Deloitte Global Survey
45% say SC risk program only somewhat
effective or not effective
53% say SC disruptions have become more
costly
48% say frequency of risk disruptions with
negative outcomes have increased
67. More From Deloitte
Technology, industrial products, diversified
manufacturing most likely to say SC
disruptions have become more costly
Most costly outcome – margin erosion
71% say SC risk is important in strategic
decision-making
68. More
Top challenges to risk management (RM)
Lack of cross-functional collaboration (32%)
Cost of implementing RM strategies (26%)
SC RM is organized around silos (75%)
Leads to lack of visibility and collaboration
Makes difficult to assess and manage risk on
holistic basis
71. International Country Risk Guide
Source: PRS Group
1. Norway
2. Brunei
3. Luxembourg
4. Switzerland
5. Singapore
6. Sweden
7. Oman
8. United Arab Emirates
9. Germany
10. Canada
11. Hong Kong
12. Taiwan
#39 – China
#54 – Mexico
#62 - Thailand
#86 – Indonesia
#114 – Sri Lanka
#129 - Pakistan
13. Qatar
14. Saudi Arabia
15. Denmark
16. New Zealand
17. Japan
18. Kuwait
19. Finland
20. Korea Republic
21. Trinidad & Tobago
22. Netherlands
23. Australia
24. Austria
25. Malaysia
73. Risk
Measure risk
Financial impact
Time to recover
Identification and mitigation – not just for MNC’s
Cannot mitigate what you do not identify
For IGA?