Schneider electrics – a global vision of supply chain excellence

1. Aalysed by:
Suket Gupta - 141351
Anoopjit Singh Sahota- 141408
Maninder Singh Bagga- 141429
SCHNEIDER ELECTRICS – A GLOBAL VISION
OF SUPPLY CHAIN EXCELLENCE.

2. SCHNEIDER ELECTRIC
• Amongst the top 3 energy management company
• From 1836 to today, Schneider Electric has
transformed itself into the global specialist in energy
management.
• Starting from its roots in the iron and steel industry,
heavy machinery, and ship building, it moved into
electricity and automation management.

3. • Industry – Electrical Equipment
• Founded – 1836
• Headquarters – France
• Area Served – Worldwide
• Key People – Jean-Pascal Tricoire (Chairman and CEO)
• Product - Include Programmable logic controller, sensor,
variable-frequency drives, uninterruptible, power supplies,
circuit breaker, switchgear, switchboards, motor, motor
controller
• Revenue – 24,900 million Euro
• Website – schneider-electric.com

4. CHALLENGES
• 1) People : scarcity of supply chain talent, people
should be globalised, broad minded, best one in supply
chain, technology driven, open to collaboration.
• 2) Clients : role of supply chain is changing from cost
reduction to segmentation of supply chain according to
client we specific for value clients and general for
others hybrid model

5. GLOBALISATION
• Global company :Segmented supply chain with 10
segments and supply chain building blocks to address
those segments
• End to end visibility: from customer to supplier, best
forecasting system, best manufacturing planning
• Key customers and critical suppliers are integrated in
the supply chain process thus creating better
collaboration

6. INTEGRATION OF PROCESSES
• SNOP : sales inventory and operations planning integration of
all the sectors.
• End to end process implementation.
• Visibility equals Collaboration: need to find common interest
amongst partners through internal collaboration as well as
external collaboration.

7. EXTERNAL COLLABORATION
• Collaboration with customers: objective is to support
customers growth and joint interest with customers to
support their growth
• Collaboration with critical suppliers is not only based on
cost and prices but also in terms of time reduction,
cash reduction and building confidence by information
sharing.

8. EXTERNAL COLLABORATION
• Collaboration with customers: objective is to support
customers growth and joint interest with customers to
support their growth
• Collaboration with critical suppliers is not only based on
cost and prices but also in terms of time reduction,
cash reduction and building confidence by information
sharing.

9. INTERNAL COLLABORATION
• Internal collaboration: end to end initiative breaks silos.
Complete alignment from top management of different
verticals like sales, marketing, finance, logistics and
operations around a common objective.
• Global deployment of rapid response; integration of
organization responses through digitalization of sop
process, 400000 skus, management of big data,
distributed in 100 warehouses.

10. FUTURE
• What If scenario : for inventory transfer. To simulate
different demand possibilities for life cycle introduction
new product introduction.
• Next: have lot of ideas to increase functionality by
deploying short term planning geographically. Analytics
to manage big data. Financial simulation.

11. LEARNING
• The traditional objective of supply chain has changed
from cost reduction to customer satisfaction.
• Collaboration is the key to create visibility.
• End to end processes are necessary to create value for
the company, critical suppliers and key customers.

12. SOURCES / REFERENCES
• www.schneider-electric.com
• www.scdigest.com
• www.supplychainbrain.com