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- 1. BR MKT – DANIELE CALIXTO – Feb, 2014 © ESSILOR – Essilor Brasil – Communication – Marketing - 2014BR MKT – DANIELE CALIXTO – Feb, 2014 REV 2 ... MATURITY LEVEL OF SUPPLY CHAIN & SOURCING & PROCUREMENT ? AND HOW TO RAISE THE BAR At Optical Segment By Reinaldo Leopoldo
- 2. Supply Chain & Sourcing and Procurement DMAIC CONCEPT DEFINE ANALYSEIMPROVEMEASURE ANALISE IMPROVE CONTROL
- 3. Supply Chain & Sourcing and Procurement AGENDA External x Internal Concepts Same Segment Other Segment : Automotive, Health Care, Mixed B to B with B to C Model Adherence Timing Proposal Center of Excelence Model Priorities on Projects Standard Improving Projects Implementation LEAN & Six Sigma
- 4. GS Sales Regions and Sales Organizations Region NAFTA: USA Canada Mexico Region Latam: South- and Central America Region Oceania: Australia New Zealand Region Direct Export: Africa (incl. S.Africa) Middle East Russia India Region Asia: PRC - Japan - Korea - Asean* *Asean includes Malaysia, Singapore, Thailand, Vietnam, Indonesia, Philippines Regions Europe: See previous Slide
- 5. Generic Model for SO : Customer Operations (1) Customer Operations Manager Customer CareSupply ChainLogistics Procurement Equipment Consumabl es Spares Forecast maintenance MRP , Call Off and Inventory management Order FF Equipment Order FF Consumables Customer, Contract and price maintenance Goods for resale Services CommoditiesProduct Master data Country level ( for consumables, when still available )
- 6. XXXXX ICS HQ GS OPERATIONS : REGION LATAM XXXXX SCM HQ XXXXXX Prod HQ R.LEOPOLDO LATAM OPS Dir XXXXXX Proc HQ XXXXX VP Global OPS XXXXX Logistics HQ XXXXXX OPS Mgr Brazil ZZZZZZZ SPV SCM LATAM XXXXX OPS Mgr Chile XXXXXX OPS Mgr Arg XXXXXX OPS Mgr Col XXXXXXX OPS Mgr Ven ZZZZZZZZ SPV Proc. LATAM ZZZZZZZZZ SPV CCC LATAM
- 8. 8 B.D.P. On Supply Chain Distribution S.C.M. B.D.P. Initiatives Americas B.D.P. Structure B.D.P. on S.C.M. Activities Foreign Trade Procurement Planning
- 9. 9 9 work packages, each with defined owners & action plans S.C.M. Improvement Project Work Packages 5.0 Supply Chain Improvements Reinaldo Leopoldo 5.1 SOP Processes Glauceane Cordeiro 5.2 Demand Forecasting: Domestic & LA Cris Maia & Acacio Abrunhosa Inter company Acacio Abrunhosa 5.3 Scheduling & Molds Forecasting & Supply Luis Justen & Marcos Morais 5.4 Inventory Health & Finished Goods Luis Justen & Luciana Bade 5.5 Service Level Acacio Abrunhosa & Tereza Quintella 5.6 Organization & Culture Acacio Abrunhosa & Sebastião Rodrigues 5.7 Procurement Paulo Duriez & Jose Carlos Lisboa 5.8 Freight & Distribution Fernando Grillo 5.9 Importation & Exportation Paulo Duriez
- 10. 10 GENERAL HILIGHTS - STEERING TEAM UPDATING RL
- 11. 11 GENERAL HILIGHTS - STEERING TEAM UPDATING RL
- 12. Responsible Month Fev Jan Dec Nov Oct Sept Aug Result 1,0 3,0 3,0 3,0 1,0 2,0 8,0 Dif. -80% -40% -40% -40% -80% -60% 60% Result 6,0 6,0 5,0 4,0 6,0 5,0 6,0 Dif. 0% 0% -17% -33% 0% -17% 0% Result 9,0 6,0 6,0 8,0 7,0 6,0 7,0 Dif. -10% -40% -40% -20% -30% -40% -30% Result 0,0 1,0 1,0 1,0 0,0 1,0 0,0 Dif. -100% -80% -80% -80% -100% -80% -100% Result 2,0 2,0 2,0 1,0 2,0 1,0 2,0 Dif. -33% -33% -33% -67% -33% -67% -33% Result 20,0 20,0 19,0 19,0 20,0 19,0 19,0 Dif. 0% 0% -5% -5% 0% -5% -5% Result 35,0 36,0 33,0 36,0 37,0 30,0 37,0 Dif. -13% -10% -18% -10% -8% -25% -8% Result 5,0 3,0 5,0 5,0 5,0 3,0 5,0 Dif. 0% -40% 0% 0% 0% -40% 0% Result 20,0 20,0 22,0 27,0 25,0 27,0 23,0 Dif. -26% -26% -19% 0% -7% 0% -15% Result 0,0 0,0 0,0 0,0 0,0 0,0 43,0 Dif. -100% -100% -100% -100% -100% -100% 115% Result 34,0 25,0 37,0 28,0 38,0 34,0 32,0 Dif. -24% -44% -18% -38% -16% -24% -29% Result 6,0 7,0 6,0 17,0 7,0 5,0 7,0 Dif. -50% -42% -50% 42% -42% -58% -42% Result 10,0 11,0 10,0 14,0 9,0 11,0 12,0 Dif. -17% -8% -17% 17% -25% -8% 0% Result 1,0 3,0 1,0 2,0 2,0 2,0 1,0 Dif. -67% 0% -67% -33% -33% -33% -67% Result 5,0 5,0 7,0 6,0 6,0 5,0 4,0 Dif. 0% 0% 40% 20% 20% 0% -20% Result 3,0 6,0 4,0 4,0 2,0 3,0 5,0 Dif. -40% 20% -20% -20% -60% -40% 0% Result 1,0 14,0 4,0 1,0 1,0 5,0 8,0 Dif. -80% 180% -20% -80% -80% 0% 60% Result 82% 68% 88% 72% 75% 75% 76% Dif. 11% 26% 5% 21% 18% 18% 17% Result 88% 87% 92% 88% 93% 93% 93% Dif. 5% 5% 0% 4% -1% -1% -1% GERAL - J&J Consumer - 2010 PERFORMANCE - Geral 6 10 Carrier CarrierETD x ETA - Marítimo - A, E e Merc/Santos ETD x ETA - Marítimo - Asia / Santos Pick-up Real x ETD - Aéreo Pick-up Real x ETD - Marítimo Pick-up Real x ETD - Rodoviário 5 Baseline 3 20 PHASE ETD x ETA - Aereo 5 1 2 2 12 27 20 40 ETD x ETA - Marítimo - AMER / Itajaí 3 DI Register x Customs Clearence ETA x DI Register - Aéreo 4 ETD x ETA - Rod - Merc/SJC 4 ETD x ETA - Marítimo -EURO / Itajaí ETD x ETA - Marítimo - Asia / Itajaí 3 3 Broker 4 Broker ETA x DI Register - Marítimo ETA x DI Register - Rodoviário 3 Broker 5 Carrier Carrier 12 3 Road Transportation 45 Broker 56 Local Transp. / MAM 5 5 3 Carrier Carrier Customs Clearence x Delivery a J&J (MAM) 2 3 3 Cardo Agent Cardo Agent Cardo Agent Cardo Agent Pick-up Request x Pick-up Real Delivery a J&J X Factory Nec JPML 92% 7 Delivery a J&J X Factory Nec (Sem Pedidos Delay + MAM + DPA) JPML 92% 6 Customs Clearence x Delivery a J&J (DPA) Local Transp. / DPA 5 7
- 13. Phases Name Target FEB/10 JAN/10 Dec Nov Oct Sept Aug -2 17 12 8 9 9 1 -166,67% 466,67% 300,00% 166,67% 200,00% 200,00% -66,67% 14 12 13 13 12 7 10 366,67% 300,00% 333,33% 333,33% 300,00% 133,33% 233,33% 0 0 0 0 0 0 1 -100,00% 0,00% -100,00% -100,00% -100,00% -100,00% 0,00% 0 0 4 2 0 1 0 -100,00% -100,00% -20,00% -60,00% -100,00% -80,00% -100,00% 1 1 0 0 1 0 0 -90,91% -100,00% -100,00% -80,00% -100,00% -100,00% 0 0 0 0 0 1 0 -100,00% -100,00% -100,00% -100,00% -80,00% -100,00% 5 5 2 2 3 2 2 150,00% 150,00% 0,00% 0,00% 0,00% -33,33% -33,33% 2 2 3 2 - - - -33,33% -33,33% 0,00% -33,33% - - - 13 28 33 24 28 21 20 -50,00% 7,69% 26,92% -7,69% 21,74% -8,70% -13,04% 14 16 18 17 - - - -46,15% -38,46% -30,77% -34,62% - - - 7 7 7 7 7 7 8 0,00% 0,00% 0,00% 0,00% -12,50% -12,50% 0,00% 3 3 3 3 2 3 6 0,00% 0,00% 0,00% 0,00% -33,33% 0,00% 100,00% 3 9 15 5 8 7 10 -40,00% 80,00% 200,00% 0,00% 60,00% 40,00% 100,00% 2 1 1 2 3 3 4 -93,10% -50,00% -50,00% 0,00% 0,00% 0,00% 33,33% 3 2 1 1 2 2 2 0,00% -33,33% -66,67% -66,67% 0,00% 0,00% 0,00% 2 3 4 3 4 2 2 -33,33% 0,00% 33,33% 0,00% 100,00% 0,00% 0,00% 1 2 2 1 1 2 2 -66,67% -33,33% -33,33% -66,67% -50,00% 0,00% 0,00% 5 3 1 1 0 1 1 400,00% 200,00% 0,00% 0,00% -100,00% 0,00% 0,00% 87% 70% 80% 82% 89% 84% 88% -5,61% -24,03% -12,62% -10,49% 2,68% 8,00% 4,00% 97% 83% 96% 93% 96,00% 95,00% 5,84% -10,00% 4,43% 1,09% 4,35% 3,26% KPI - Dasboard - Import - Argentina Shipping x Arrived - Road Shipping x Arrived - Air - America LPT6 (Phase 60) LPT7 (Phase 70) LPT2 (Phase 20) LPT3 (Phase 30) LPT4 (Phase 40) LPT5 (Phase 50) Shipping x Arrived - Ocean - America D.I. Register x Clearance - Ocean 2 92% 3 1 D.I. Register x Clearance - Road Clearance - Factory Arrival 5 2 JJ Necessity x JPML Delivery 3 3 Estimated Pick-up x Real Pick-up Road 0 Real Pick-up x Shipping - Air Arrived x D.I. Register - Air Arrived x D.I. Register - Ocean Arrived x D.I. Register - Road 7 D.I. Register x Clearance - Air Estimated Pick-up x Real Pick-up - Ocean 3 3 Real Pick-up x Shipping - Road 0 5 Real Pick-up x Shipping - Ocean 5 26 LPT1 (Phase 10) Estimated Pick-up x Real Pick-up - Air JJ Necessity x JPML Delivery Without P.O. Delay LPT7 (Phase 70) 92% Shipping x Arrived - Air - Europe 3 Shipping x Arrived - Ocean - Europe 26 3
- 14. Governance Process Element: LATAM Assessment - Calendar M T W T F S S M T W T F S S M T W T F S S 1 1 2 3 4 5 1 2 3 2 3 4 5 6 7 8 6 7 8 9 10 11 12 4 5 6 7 8 9 10 9 10 11 12 13 14 15 13 14 15 16 17 18 19 11 12 13 14 15 16 17 16 17 18 19 20 21 22 20 21 22 23 24 25 26 18 19 20 21 22 23 24 23 24 25 26 27 28 29 27 28 29 30 25 26 27 28 29 30 31 30 31 M T W T F S S M T W T F S S M T W T F S S 1 2 3 4 5 6 7 1 2 3 4 5 1 2 8 9 10 11 12 13 14 6 7 8 9 10 11 12 3 4 5 6 7 8 9 15 16 17 18 19 20 21 13 14 15 16 17 18 19 10 11 12 13 14 15 16 22 23 24 25 26 27 28 20 21 22 23 24 25 26 17 18 19 20 21 22 23 29 30 27 28 29 30 31 24 25 26 27 28 29 30 31 M T W T F S S M T W T F S S M T W T F S S 1 2 3 4 5 6 1 2 3 4 1 7 8 9 10 11 12 13 5 6 7 8 9 10 11 2 3 4 5 6 7 8 14 15 16 17 18 19 20 12 13 14 15 16 17 18 9 10 11 12 13 14 15 21 22 23 24 25 26 27 19 20 21 22 23 24 25 16 17 18 19 20 21 22 28 29 30 26 27 28 29 30 31 23 24 25 26 27 28 29 31 30 M T W T F S S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NOVEMBER MAY AUGUST DECEMBER JUNE JULY SEPTEMBER OCTOBER MARCH APRIL
- 15. TEXT Colombia (MS – System) • Import Operation • Export Operation Brazil (MS – System) • Import Operation • Export Operation • Duty Drawback Operation Argentina (MS – System) • Import Operation • Export Operation Latin America Operation Paraguay and Uruguay • Import System • Export System Peru, Ecuador and Venezuela • Import System • Export System
- 16. Target Efective Target Efective Target Efective Target Efective Target Efective Target Efective Target Efective 9,37 9,02 8,9 10,27147186 10,86 4,19952381 4,96 275% 261% 256% 311% 334% 68% 98% 27 28 27 28 27 23 23 4% 4% 0% 4% 0% -15% -18% 12 10 9 6 6 5 3 -25% 11% 13% -14% 0% -17% -50% 38,5 38,73 37,56 39,84541126 41,99 7,537142857 8,55952381 1000% 1007% 973% 1038% 1100% 115% 145% $54.178,17 $47.598,70 $59.030,81 $67.129,32 $66.048,75 $49.237,72 $58.007,78 -36% -44% -31% -21% -22% -42% -32% $497.284,66 $397.481,43 $466.062,67 $494.966,62 $439.513,77 $381.375,94 $469.880,73 50% 20% 40% 49% 32% 15% 42% $214.056,65 $213.450,91 $213.450,91 $218.527,55 $191.065,13 $191.065,13 $191.065,13 2% 0% 0% 2% -11% -11% -11% $8.914,06 $463,34 $96,01 $0,00 $2.382,17 $0,00 $8.025,66 -7% -81% -98% -100% -41% -100% 233% $8.464,01 $18.045,12 $7.986,36 $4.999,90 $5.494,32 $2.240,94 $4.231,44 34% 185% 26% -21% -13% -65% -33% $9.043,65 $9.524,29 $10.437,74 $10.575,24 $9.293,23 $8.695,51 $6.250,59 44% 76% 99% 107% 88% 76% 23% $87.508,71 $73.596,72 $72.088,88 $97.018,01 $63.700,16 $56.443,36 $64.636,84 -3% -12% -11% 26% -17% -27% -16% $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 $0,00 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2,5 2,5 $85.159,36 $85.159,36 $331.944,41 $214.215,47 Penalties $0,00 $213.450,91 $10.623,86 $90.401,24 $0,00 $12.844,69 $6.300,00 $90.385,41 2,5 2,5 2727 2,5 27 Performance by Head 2,5 Head Counts 2,5 2826 27 AGP 15 Overtime $192.739,65 $13.994,89 3,5Total Performance Revenue KPI´s 2008 Average Janeiro/09 Março/09 Julho/09Junho/09Abril/09 Maio/09 68 3,53,5 16 6 3,5 7 3,5 6 $79.815,70 27 Telefone $326.600,75 $331.944,41 $85.159,36Revenue by Head $5.400,00 Travel Expenses Salary* $6.340,00 $213.450,91 $331.944,41 $85.159,36 $0,00 $6.340,00 $209.521,39 $9.572,10 $83.416,36 $2.412,00 $6.340,00 $5.250,00 $331.944,41 Third Parties* Fevereiro/09 27 9 3,5 $85.159,36 $81.385,20 $77.024,32 $0,00 $4.045,33 $0,00 $214.215,47 $4.045,33 $6.340,00 $5.100,00 $0,00 3,5 2,5 $85.159,36 $331.944,41 $6.340,00 $4.950,00 $77.024,32 $214.215,47 $331.944,41 $0,00 $2.412,00 $6.340,00 $4.950,00 $4.045,33 $77.024,32 $77.024,32 $0,00 $5.100,00 $331.944,41 $214.215,47 $2.412,00 $6.340,00 3,5 $85.159,36 Dashboard Finance Review
- 17. Supply Chain & Sourcing and Procurement DEFINE SUPPLY CHAIN STRUCTURE . . SC ROUTINES SOURCING & PROCUREMENT STRUCTURE . . SP ROUTINES REINALDO LEOPOLDO
- 18. Supply Chain & Sourcing and Procurement DEFINE SC AGENDA: .Sales .Inventory .Services .New Products .Deals .etc SP AGENDA: .Total Cost Optimization .Working Capital Improvement .Complexity Reduction REINALDO LEOPOLDO
- 19. Supply Chain & Sourcing and Procurement DEFINE SUPPLY CHAIN STRUCTURE . . SC ROUTINES SOURCING & PROCUREMENT STRUCTURE . . SP ROUTINES REINALDO LEOPOLDO
- 20. Inside / Outside Analisys: January 2015 Inside or Outside To give more visibility for the SC and SP Routines Standard Improving Projects Implementation Raise the bar concept Fast Improvements with Sustainable Routines LEAN & Six Sigma Implementation To create knowledge Centers : CE Crucial Partnership with FI and IT To identify Non Compliant Practices and Implement a Compliant Enviroment SC and SP Routines Outside Brazil Region wise to incentive convertion project Implementation of Fast Line with WW To use Group sinergy. Ex : MX Unite BR with Latam Manage IT Lean concept at LatAm Labs BR LAPAS DEFINE BRAZIL Productivity at BR Labs It is not an Operations Area
- 21. Wide Supply Chain Management Concept & Its Pillars A Planning Strategy 1 - NORTH 2 - MEXICO 3 - SOUTHER CONE 4 - BRAZIL D Procurem ent B Foreign Trade Supply Chain and Sourcing & Procurement Z Standardi zation C Transport Wareh W 1 6 Sigma 2 LEAN
- 22. Wide Supply Chain Management Concept & Its Pillars A Planning Strategy 1 – NORTH 2 - MEXICO 3 - SOUTH 4 - BRAZIL D Procurem ent B Foreign Trade Supply Chain & Sourcing and Procurement Z Standardi zation C Transport Wareh W 1 6 Sigma 2 LEANX X
- 23. Routines, Agendas & Objectives and Strategies A Planning Strategy 1 - NOCCA 2 -MEXICO 3 - SOUTHERN CONE 4 - BRAZIL D Procurem ent B Foreign Trade Supply Chain & Sourcing and Procurement Z Standardi zation C Transport Wareh W 1 6 Sigma 2 LEAN 1.To Name the Forecasts and exception Releases 2. Volume Consensus 2.Forecast Accy 3. Fast Lane Process 4. Safety Stock Concept revision 5. SOP Agenda well Known and conected Objectives and Strategy TBD Objectives and Strategy TBD 3 Pillars Concept
- 24. Regional Structure - Latam 242424 ELAC office LATAM Headquarters * NOCCA: North Cone of South America, Caribbean and Central America SC and S&P LATAM : RL S&OP LATAM CYCLE Regional 1 - MEXICO CYCLE 2 - NOCCA 3 - SOUTHERN CONE 4 - BRAZIL A Planning Strategy D Procurem ent C Transport Wareh B Foreign Trade SC Centers of EXCELLENCE
- 25. Regional Structure - Latam 252525 * NOCCA: North Cone of South America, Caribbean and Central America SC and S&P LATAM : RL CONNECTING REGION SC INTO WW SUPPLY CHAIN LATAMSC
- 26. Regional Structure - Latam 262626 ELAC office LATAM Headquarters * NOCCA: North Cone of South America, Caribbean and Central America SC & PROCUREMENT LATAM : RL 1 - MEXICO CYCLE 2 - NOOCA 3 - SOUTHER CONE 4 - BRAZIL A Planning Strategy D Procurem ent C Transport Wareho B Foreign Trade SC Centers of EXCELLENCE
- 27. Supply Chain & Sourcing and Procurement DEFINE SUPPLY CHAIN STRUCTURE . . SC ROUTINES SOURCING & PROCUREMENT STRUCTURE . . SP ROUTINES REINALDO LEOPOLDO
- 29. PROJECT II HQ SCM CONECTIVITY & SOP - A PROFILE : SC 29 <
- 30. PROJECT III LUPAS PARA LEITURA – A PROFILE : MIXED 30 <>
- 31. PROJECT IV….C RETAIL DEVELOPMENT PROFILE : MIXED 31 <>
- 32. PROJECT V MORE PROFESSIONAL PROFILES - A PROFILE : NETWORKING VIE + MANAGERS 32 <>
- 33. PROJECT XI US DC FOR ASIA PRODUCTS MIA OR TAMPA PROFILE : SC 33 <
- 34. 34 SC – S&P LATAM : TEAM & RL Jan Fev Mar Abr Mai Jun Jul Ago Set Out Nov Dez Jan Fev Mar Abr Mai Jun 20162015 GENERAL PLAN EP 1 st SC & SP Better utilization of ASIA Platform SP Structure Disclosure, Hiring,Trainig Plan or the SP team SC WW SC ROUTINES Better Connectivty StrategicsLupas Project OG SC EP1st BRAZIL TEMPORARY DRP > Freelog> EDAM KEY REGIONAL BID SUPPORT With HQ and RCA evaluation
- 35. Thank You very much