Why are South African manufacturing companies not exploiting the local advantages by Dawid Janse van Rensburg.
Presented during the 37th annual SAPICS conference and exhibition held at Sun City, South Africa from May 31 to June 2 2015
CSCMP 2014: Using S&OP to Improve Enterprise ResiliencyAlyssaVallie
The supply chain is an increasing complex system. Leaders use Sales and Operations Planning to drive data-driven business discussions while laggards catch orders and manage transactions. Learn successful S&OP strategies to improve enterprise resiliency and how this creates a tight and reliable pattern of delivering costs while managing inventory cycles.
Axfood reported stable sales growth of 1.8% for the period, with earnings of SEK 370 million, up 1.6%. Operating margins remained steady at 4.2%. Hemköp strengthened its results and converted 17 stores to franchises with plans for 50 total conversions. Willys saw stable development and high store modernization pace despite like-for-like sales impacts. PrisXtra results were in line with plans despite unsatisfying sales development affected by road work. Axfood aims to achieve an operating profit at least equal to 2010 levels through sales growth, cost control and efficiency.
The board meeting document summarizes Andrews Inc.'s business environment, operations, and performance for 2022. Key points include:
- The electronic sensor industry faced market contraction in 2020 but strong growth is expected in 2022. Consumer preferences are becoming more differentiated.
- Andrews maintained its position as the second leading firm. It transitioned products in the low-end and traditional segments to match changing preferences.
- Production constraints have stabilized at sustainable levels. Automation will be increased to drive down costs. HR costs decreased significantly due to prior TQM investments.
- Forecasting was improved through stress testing cash needs under bear, base, and bull demand scenarios. Capital will be used to further decrease costs through TQM
2015 capital markets day presentation by seppo parviStora Enso
Stora Enso, a renewable materials company, outlined new financial targets at its Capital Markets Day. The targets include growing faster than relevant markets, achieving a ROCE over 13%, keeping fixed costs below 20% of sales, maintaining a debt to equity ratio below 80%, and net debt to operational EBITDA below 3. Divisional targets for ROOC and free cash flow to sales were also presented. Stora Enso aims to reduce capex closer to depreciation levels and further lower operating working capital to generate strong cash flow and support the company's transformation. Cost management will remain a continuous focus area.
Stora Enso's Annual General Meeting 2014, presentationStora Enso
The document provides information from Stora Enso's Annual General Meeting held on April 23, 2014.
The summary is:
1) Stora Enso reported full year 2013 sales of EUR 10.5 billion and operational EBIT of EUR 578 million. Lower costs improved first quarter 2014 profits year-over-year.
2) The CEO discussed the company's strategy of lowering fixed costs and growing in renewable packaging, pulp, and building materials.
3) The meeting covered topics like adoption of annual accounts, dividend payments, discharge of board members from liability, board remuneration, and appointment of auditors.
Stora Enso reported financial results for Q2 2015 with the following key highlights:
1) Sales were down slightly by 0.7% to 2,562 MEUR due to structurally declining paper businesses, while sales excluding paper increased 4.8%.
2) Operational EBIT margin remained unchanged at 8.1% despite some operational challenges in consumer board.
3) The company generated strong cash flow from operations of 489 MEUR.
The course was named as Global Business Operations-The Serious Game. This course is an integrative activity where students have to work in teams to make decisions on a variety of business areas: finance, production, marketing, human resources, etc. It consists in a business simulation (CESIM Global Challenge). Teams compete against each other.
The module was successful in teaching us the interrelations between main business decision areas (marketing, finance, supply chain, human resources etc.)
We were more able to make decisions under time pressure taking into account all functions' constraints and objectives.
It gave us an understanding of how fundamental strategic and functional decisions impact financial statements.
How be more able to work effectively in a multicultural team.
And last but not the least how to improved cooperation, communication, negotiation, and leadership skills.
- Stora Enso reported financial results for Q4 and full year 2014, with sales decreasing 2.3% in Q4 but increasing 1.4% excluding structurally declining paper and divested businesses. Operational EBIT increased 37.5% in Q4 due to cost management.
- For the full year, sales decreased 3.3% while operational EBIT increased 40% due to lower costs and higher volumes. The company continues its transformation journey with growth businesses now accounting for 62% of sales.
- Stora Enso is investing in consumer board and packaging solutions, biomaterials, and wood products to drive sustainable growth, while divesting non-core assets and closing operations. The transformation is
CSCMP 2014: Using S&OP to Improve Enterprise ResiliencyAlyssaVallie
The supply chain is an increasing complex system. Leaders use Sales and Operations Planning to drive data-driven business discussions while laggards catch orders and manage transactions. Learn successful S&OP strategies to improve enterprise resiliency and how this creates a tight and reliable pattern of delivering costs while managing inventory cycles.
Axfood reported stable sales growth of 1.8% for the period, with earnings of SEK 370 million, up 1.6%. Operating margins remained steady at 4.2%. Hemköp strengthened its results and converted 17 stores to franchises with plans for 50 total conversions. Willys saw stable development and high store modernization pace despite like-for-like sales impacts. PrisXtra results were in line with plans despite unsatisfying sales development affected by road work. Axfood aims to achieve an operating profit at least equal to 2010 levels through sales growth, cost control and efficiency.
The board meeting document summarizes Andrews Inc.'s business environment, operations, and performance for 2022. Key points include:
- The electronic sensor industry faced market contraction in 2020 but strong growth is expected in 2022. Consumer preferences are becoming more differentiated.
- Andrews maintained its position as the second leading firm. It transitioned products in the low-end and traditional segments to match changing preferences.
- Production constraints have stabilized at sustainable levels. Automation will be increased to drive down costs. HR costs decreased significantly due to prior TQM investments.
- Forecasting was improved through stress testing cash needs under bear, base, and bull demand scenarios. Capital will be used to further decrease costs through TQM
2015 capital markets day presentation by seppo parviStora Enso
Stora Enso, a renewable materials company, outlined new financial targets at its Capital Markets Day. The targets include growing faster than relevant markets, achieving a ROCE over 13%, keeping fixed costs below 20% of sales, maintaining a debt to equity ratio below 80%, and net debt to operational EBITDA below 3. Divisional targets for ROOC and free cash flow to sales were also presented. Stora Enso aims to reduce capex closer to depreciation levels and further lower operating working capital to generate strong cash flow and support the company's transformation. Cost management will remain a continuous focus area.
Stora Enso's Annual General Meeting 2014, presentationStora Enso
The document provides information from Stora Enso's Annual General Meeting held on April 23, 2014.
The summary is:
1) Stora Enso reported full year 2013 sales of EUR 10.5 billion and operational EBIT of EUR 578 million. Lower costs improved first quarter 2014 profits year-over-year.
2) The CEO discussed the company's strategy of lowering fixed costs and growing in renewable packaging, pulp, and building materials.
3) The meeting covered topics like adoption of annual accounts, dividend payments, discharge of board members from liability, board remuneration, and appointment of auditors.
Stora Enso reported financial results for Q2 2015 with the following key highlights:
1) Sales were down slightly by 0.7% to 2,562 MEUR due to structurally declining paper businesses, while sales excluding paper increased 4.8%.
2) Operational EBIT margin remained unchanged at 8.1% despite some operational challenges in consumer board.
3) The company generated strong cash flow from operations of 489 MEUR.
The course was named as Global Business Operations-The Serious Game. This course is an integrative activity where students have to work in teams to make decisions on a variety of business areas: finance, production, marketing, human resources, etc. It consists in a business simulation (CESIM Global Challenge). Teams compete against each other.
The module was successful in teaching us the interrelations between main business decision areas (marketing, finance, supply chain, human resources etc.)
We were more able to make decisions under time pressure taking into account all functions' constraints and objectives.
It gave us an understanding of how fundamental strategic and functional decisions impact financial statements.
How be more able to work effectively in a multicultural team.
And last but not the least how to improved cooperation, communication, negotiation, and leadership skills.
- Stora Enso reported financial results for Q4 and full year 2014, with sales decreasing 2.3% in Q4 but increasing 1.4% excluding structurally declining paper and divested businesses. Operational EBIT increased 37.5% in Q4 due to cost management.
- For the full year, sales decreased 3.3% while operational EBIT increased 40% due to lower costs and higher volumes. The company continues its transformation journey with growth businesses now accounting for 62% of sales.
- Stora Enso is investing in consumer board and packaging solutions, biomaterials, and wood products to drive sustainable growth, while divesting non-core assets and closing operations. The transformation is
Big Yellow Group PLC reported results for the fiscal year ended March 31, 2014. Key highlights included 8% occupancy growth, a 6% increase in net achieved rent per square foot, and a 15% rise in adjusted profit before tax. The company also saw a 49% increase in its total dividend for the year and a reduction in net debt. Big Yellow maintains a competitive advantage through its large brand recognition, prominent store locations, high customer service levels, and focus on occupancy and revenue growth.
2015 capital markets day presentation by gilles van nieuwenhuyzenStora Enso
Gilles van Nieuwenhuyzen is the Executive Vice President of Stora Enso's Packaging Solutions division. He brings experience leading large multinational companies in food ingredients, chemicals, and biotechnology. He has a track record of accelerating growth through innovation and improving margins. Stora Enso Packaging Solutions provides containerboard and corrugated packaging to customers in industries like food, beverages, retail, and industrial sectors.
2015 capital markets day presentation by Karl Henrik SundströmStora Enso
Stora Enso is transitioning from a traditional paper and board producer to a global renewable materials growth company. It is focusing on growing its packaging, biomaterials, and wood products divisions through investments and innovation. Stora Enso discussed ongoing investments, capital allocation towards growth, trends driving demand for renewable materials, and maintaining cash flow from its paper business. The company is also working to increase the value-added and innovative use of wood in its products portfolio.
Big Yellow Group PLC reported strong financial results for the year ended 31 March 2015, with occupancy growth of 8%, revenue growth of 17%, and adjusted earnings per share growth of 32%. Operationally, the company continued to focus on driving occupancy and rental growth across its self storage portfolio. Strategically, the company expanded its portfolio through new development projects, acquisitions, and joint venture partnerships. Going forward, Big Yellow aims to continue growing organically and through selective acquisitions to capitalize on opportunities in the self storage market.
- Stora Enso reported solid financial results for Q3 2015 with operational EBIT increasing 17.1% to MEUR 246, supported by currency movements.
- Sales remained flat at MEUR 2,500 year-over-year excluding divested businesses which increased 4.9% mainly due to increased pulp mill volumes and favorable foreign exchange rates.
- Operational ROCE improved to 11.6% and net debt to last 12 months' operational EBITDA was reduced to 2.5.
- Stora Enso reported solid financial results for Q3 2014, with quarterly sales of EUR 2.5 billion, up 3% excluding structurally declining paper. Operational EBIT increased 14% to EUR 210 million.
- Renewable Packaging continued its strong performance, with operational EBIT up 30% due to higher volumes and prices. Biomaterials improved performance despite ramp-up challenges at Montes del Plata.
- Building and Living performance was similar to last year's good Q3, while Printing and Reading showed stable performance with improved cash flow.
- The company continues its transformation journey, with growth businesses now making up 70% of sales and 62% of operational EBIT.
Valmet provides long-term maintenance agreements to pulp and paper customers that offer benefits like improved safety, predictability of production and costs, and reduced life-cycle costs. Valmet's maintenance agreement business includes service agreements, performance agreements, and partnership agreements. Revenue from maintenance agreements is recognized monthly over the contract period, which is typically 1-6 years. Valmet aims to strengthen key account management to serve customers with its full offering of process technology, automation, and services.
Axfood reported stable sales growth of 1.6% in 2011 with operating profits increasing 3.4% to SEK 1,250 million. Key accomplishments included modernizing stores, increasing the private label product share, and acquiring a 50% stake in a care products supplier. For 2012, Axfood aims to maintain the previous year's operating profit through sales growth, cost controls, further store investments and a new business system despite uncertain market conditions.
2010-04-20 Presentation at media and analyst meetingAxfood
Axfood AB reported its financial results for the first quarter of 2010. Consolidated sales increased 6.9% to SEK 8,210 million, with an operating profit of SEK 245 million and operating margin of 3.0%. Willys and Dagab saw sales growth of 6.7% and 10.4% respectively. Hemköp reported a positive result despite increased marketing costs. Axfood aims to achieve an operating profit in 2010 at least equal to the level of 2009.
2015 capital markets day presentation by rajah jayendranStora Enso
Rajah Jayendran is the SVP and Managing Director of Stora Enso's Guangxi Integrated Project and Operations in China. The first phase of the project involves building a consumer board mill in Guangxi province at a cost of EUR 800 million. Construction is underway and the mill is scheduled to begin operations in mid-2016. The project aims to leverage Stora Enso's global capabilities while developing local talent in Guangxi.
President and CEO's review in Annual General Meeting 2016Valmet Oyj
Valmet had a successful year in 2015, achieving strong growth through the acquisition of Automation while also improving profitability. The company provides an overview of its strategic focus areas and progress made in developing new technologies, operational excellence, personnel engagement, and financial targets. Looking ahead, Valmet expects stable performance in 2016 and provides a satisfactory short-term outlook for its key markets.
Lunch with Valmet's CFO on March 17, 2016: Valmet - unique offering with proc...Valmet Oyj
Valmet provided an investor lunch presentation on March 17, 2016. The presentation included an overview of Valmet's 2015 results, which showed net sales of EUR 2.9 billion and EBITA margin of 6.2%. It also discussed Valmet's strategic focus areas of excellence in processes, customer excellence, and sustainability. Valmet expects net sales to remain flat in 2016 compared to 2015, while EBITA is forecasted to increase. The presentation highlighted Valmet's unique offering through its combination of process technology, automation, and services.
Building An Integrated Supply Chain Planning Platformhaipeng56
The document discusses building an integrated supply chain planning platform. It describes how the platform integrates demand forecasting, inventory optimization, distribution planning, capacity management, and resource management to generate production and supply plans. The platform uses sales data, inventory levels, production capabilities, and other factors to optimize the supply chain network and inventory levels and generate rolling forecasts and replenishment plans. The integrated approach aims to provide an efficient, optimized supply chain.
Presentations Electrolux Capital Markets Day 2014 - By Keith McLoughlin and T...Electrolux Group
At Electrolux capital markets day in Charlotte, North Carolina on November 20 2014, CEO Keith McLoughlin and other senior officers of the company presented a status update on the Group’s strategy as well as an overview of the current business environment and expectations for next year.
The document summarizes the balanced scorecard framework. It discusses the origins and perspectives of the balanced scorecard including financial, customer, internal business processes, and innovation and learning. It provides examples of goals and measures for each perspective for an anonymous semiconductor company. It also discusses later developments in the balanced scorecard including the strategy map and linking intangible assets to objectives and perspectives. The document discusses other applications of balanced scorecards beyond business, such as for supply chain management.
Stora Enso's Q4 and Full Year 2013 ResultsStora Enso
Stora Enso reported financial results for Q4 2013 on February 5th, 2014. Operational EBIT was EUR 152 million for Q4, down 3.8% year-over-year. Cash flow from operations was strong at EUR 470 million. Renewable Packaging saw record operational EBIT and cash flow due to the new Ostrołęka containerboard machine reaching targeted profitability. Fixed costs decreased EUR 60 million in 2013. Guidance for 2014 expects sales to be similar to Q4 2013 and operational EBIT to be from similar to somewhat higher. Transformation and restructuring continues across all business areas to improve profitability.
- The document provides an overview of Qliro Group's financial and operational highlights for the third quarter and first nine months of 2015.
- Key points include completed initiatives at Lekmer and CDON warehouses, strengthened management teams, and continued growth at Tretti and CDON Marketplace.
- Business segments like Nelly saw growth in Sweden but lower sales in other Nordic countries. Gymgrossisten completed a reorganization.
- Financially, net sales were in line with last year but EBIT margins declined due to currency impacts. Cash flow from operations improved from Q3 2014.
Presentation with Jim Prescott of Sonoco Products on S&OP at CSCMP in San Ant...Lora Cecere
Sales and operations planning improves enterprise resiliency. In this presentation, we define enterprise resiliency and then discuss how an effective sales and operations planning process can improve enterprise resiliency and balance sheet results.
This document summarizes a presentation on applying Lean principles to procurement and supply chain management. It discusses how Lean can help organizations eliminate waste, reduce costs, improve cash flow and productivity. Case studies show how Kenyan SMEs were able to double production speeds, reduce order fulfillment times from weeks to days, and increase profits by 50% after implementing Lean techniques like visual management and value stream mapping. The document also argues that Lean can yield significant savings if applied to public procurement systems, which represent 10-25% of global GDP. Key enablers for Lean include an openness to change, leadership commitment, and providing Lean expertise.
Big Yellow Group PLC reported results for the fiscal year ended March 31, 2014. Key highlights included 8% occupancy growth, a 6% increase in net achieved rent per square foot, and a 15% rise in adjusted profit before tax. The company also saw a 49% increase in its total dividend for the year and a reduction in net debt. Big Yellow maintains a competitive advantage through its large brand recognition, prominent store locations, high customer service levels, and focus on occupancy and revenue growth.
2015 capital markets day presentation by gilles van nieuwenhuyzenStora Enso
Gilles van Nieuwenhuyzen is the Executive Vice President of Stora Enso's Packaging Solutions division. He brings experience leading large multinational companies in food ingredients, chemicals, and biotechnology. He has a track record of accelerating growth through innovation and improving margins. Stora Enso Packaging Solutions provides containerboard and corrugated packaging to customers in industries like food, beverages, retail, and industrial sectors.
2015 capital markets day presentation by Karl Henrik SundströmStora Enso
Stora Enso is transitioning from a traditional paper and board producer to a global renewable materials growth company. It is focusing on growing its packaging, biomaterials, and wood products divisions through investments and innovation. Stora Enso discussed ongoing investments, capital allocation towards growth, trends driving demand for renewable materials, and maintaining cash flow from its paper business. The company is also working to increase the value-added and innovative use of wood in its products portfolio.
Big Yellow Group PLC reported strong financial results for the year ended 31 March 2015, with occupancy growth of 8%, revenue growth of 17%, and adjusted earnings per share growth of 32%. Operationally, the company continued to focus on driving occupancy and rental growth across its self storage portfolio. Strategically, the company expanded its portfolio through new development projects, acquisitions, and joint venture partnerships. Going forward, Big Yellow aims to continue growing organically and through selective acquisitions to capitalize on opportunities in the self storage market.
- Stora Enso reported solid financial results for Q3 2015 with operational EBIT increasing 17.1% to MEUR 246, supported by currency movements.
- Sales remained flat at MEUR 2,500 year-over-year excluding divested businesses which increased 4.9% mainly due to increased pulp mill volumes and favorable foreign exchange rates.
- Operational ROCE improved to 11.6% and net debt to last 12 months' operational EBITDA was reduced to 2.5.
- Stora Enso reported solid financial results for Q3 2014, with quarterly sales of EUR 2.5 billion, up 3% excluding structurally declining paper. Operational EBIT increased 14% to EUR 210 million.
- Renewable Packaging continued its strong performance, with operational EBIT up 30% due to higher volumes and prices. Biomaterials improved performance despite ramp-up challenges at Montes del Plata.
- Building and Living performance was similar to last year's good Q3, while Printing and Reading showed stable performance with improved cash flow.
- The company continues its transformation journey, with growth businesses now making up 70% of sales and 62% of operational EBIT.
Valmet provides long-term maintenance agreements to pulp and paper customers that offer benefits like improved safety, predictability of production and costs, and reduced life-cycle costs. Valmet's maintenance agreement business includes service agreements, performance agreements, and partnership agreements. Revenue from maintenance agreements is recognized monthly over the contract period, which is typically 1-6 years. Valmet aims to strengthen key account management to serve customers with its full offering of process technology, automation, and services.
Axfood reported stable sales growth of 1.6% in 2011 with operating profits increasing 3.4% to SEK 1,250 million. Key accomplishments included modernizing stores, increasing the private label product share, and acquiring a 50% stake in a care products supplier. For 2012, Axfood aims to maintain the previous year's operating profit through sales growth, cost controls, further store investments and a new business system despite uncertain market conditions.
2010-04-20 Presentation at media and analyst meetingAxfood
Axfood AB reported its financial results for the first quarter of 2010. Consolidated sales increased 6.9% to SEK 8,210 million, with an operating profit of SEK 245 million and operating margin of 3.0%. Willys and Dagab saw sales growth of 6.7% and 10.4% respectively. Hemköp reported a positive result despite increased marketing costs. Axfood aims to achieve an operating profit in 2010 at least equal to the level of 2009.
2015 capital markets day presentation by rajah jayendranStora Enso
Rajah Jayendran is the SVP and Managing Director of Stora Enso's Guangxi Integrated Project and Operations in China. The first phase of the project involves building a consumer board mill in Guangxi province at a cost of EUR 800 million. Construction is underway and the mill is scheduled to begin operations in mid-2016. The project aims to leverage Stora Enso's global capabilities while developing local talent in Guangxi.
President and CEO's review in Annual General Meeting 2016Valmet Oyj
Valmet had a successful year in 2015, achieving strong growth through the acquisition of Automation while also improving profitability. The company provides an overview of its strategic focus areas and progress made in developing new technologies, operational excellence, personnel engagement, and financial targets. Looking ahead, Valmet expects stable performance in 2016 and provides a satisfactory short-term outlook for its key markets.
Lunch with Valmet's CFO on March 17, 2016: Valmet - unique offering with proc...Valmet Oyj
Valmet provided an investor lunch presentation on March 17, 2016. The presentation included an overview of Valmet's 2015 results, which showed net sales of EUR 2.9 billion and EBITA margin of 6.2%. It also discussed Valmet's strategic focus areas of excellence in processes, customer excellence, and sustainability. Valmet expects net sales to remain flat in 2016 compared to 2015, while EBITA is forecasted to increase. The presentation highlighted Valmet's unique offering through its combination of process technology, automation, and services.
Building An Integrated Supply Chain Planning Platformhaipeng56
The document discusses building an integrated supply chain planning platform. It describes how the platform integrates demand forecasting, inventory optimization, distribution planning, capacity management, and resource management to generate production and supply plans. The platform uses sales data, inventory levels, production capabilities, and other factors to optimize the supply chain network and inventory levels and generate rolling forecasts and replenishment plans. The integrated approach aims to provide an efficient, optimized supply chain.
Presentations Electrolux Capital Markets Day 2014 - By Keith McLoughlin and T...Electrolux Group
At Electrolux capital markets day in Charlotte, North Carolina on November 20 2014, CEO Keith McLoughlin and other senior officers of the company presented a status update on the Group’s strategy as well as an overview of the current business environment and expectations for next year.
The document summarizes the balanced scorecard framework. It discusses the origins and perspectives of the balanced scorecard including financial, customer, internal business processes, and innovation and learning. It provides examples of goals and measures for each perspective for an anonymous semiconductor company. It also discusses later developments in the balanced scorecard including the strategy map and linking intangible assets to objectives and perspectives. The document discusses other applications of balanced scorecards beyond business, such as for supply chain management.
Stora Enso's Q4 and Full Year 2013 ResultsStora Enso
Stora Enso reported financial results for Q4 2013 on February 5th, 2014. Operational EBIT was EUR 152 million for Q4, down 3.8% year-over-year. Cash flow from operations was strong at EUR 470 million. Renewable Packaging saw record operational EBIT and cash flow due to the new Ostrołęka containerboard machine reaching targeted profitability. Fixed costs decreased EUR 60 million in 2013. Guidance for 2014 expects sales to be similar to Q4 2013 and operational EBIT to be from similar to somewhat higher. Transformation and restructuring continues across all business areas to improve profitability.
- The document provides an overview of Qliro Group's financial and operational highlights for the third quarter and first nine months of 2015.
- Key points include completed initiatives at Lekmer and CDON warehouses, strengthened management teams, and continued growth at Tretti and CDON Marketplace.
- Business segments like Nelly saw growth in Sweden but lower sales in other Nordic countries. Gymgrossisten completed a reorganization.
- Financially, net sales were in line with last year but EBIT margins declined due to currency impacts. Cash flow from operations improved from Q3 2014.
Presentation with Jim Prescott of Sonoco Products on S&OP at CSCMP in San Ant...Lora Cecere
Sales and operations planning improves enterprise resiliency. In this presentation, we define enterprise resiliency and then discuss how an effective sales and operations planning process can improve enterprise resiliency and balance sheet results.
This document summarizes a presentation on applying Lean principles to procurement and supply chain management. It discusses how Lean can help organizations eliminate waste, reduce costs, improve cash flow and productivity. Case studies show how Kenyan SMEs were able to double production speeds, reduce order fulfillment times from weeks to days, and increase profits by 50% after implementing Lean techniques like visual management and value stream mapping. The document also argues that Lean can yield significant savings if applied to public procurement systems, which represent 10-25% of global GDP. Key enablers for Lean include an openness to change, leadership commitment, and providing Lean expertise.
One of the best projects for cutting costs and improving efficiencies and customer service across the supply chain is a Network Strategy Review and Redesign. These projects are fairly straightforward, low-cost and require relatively little time and resources. That said, the most critical and difficult piece is reviewing the flow of inventory throughout the supply chain. Only by determining demand patterns and variability by channel, location and time can leaders accurately determine where to best place facilities, where and when to outsource fulfillment and how to optimize transportation to meet long-term requirements. In this session, find out the steps necessary to get started, learn best practices and hear real examples of companies that have successfully redesigned their supply chain network to significantly improve inventory fulfillment and increase sales.
Business Performance Management - Process ApproachAjay Koul
The document describes Business Performance Management (BPM) as a method for improving business growth, profitability, productivity and customer retention. It provides examples of BPM processes used across various parts of the business to identify opportunities, analyze data, prioritize actions and monitor outcomes. Key BPM examples addressed sales time optimization, customer retention, product pricing approaches, operational scenario analysis, and the development of strategic ambitions and tactical actions. The overall document outlines the BPM approach and shares examples of its application to drive business performance.
This document outlines strategies for cost reduction and an Industry 4.0 roadmap. It discusses operational excellence through techniques like Lean, Agile, and Six Sigma to improve productivity, quality, and efficiency. It also covers strategic sourcing best practices like selecting suppliers analytically rather than heuristically and adopting just-in-time purchasing. The document outlines production strategies for different product types and a hybrid model. It discusses operational efficiency methods including total productive maintenance (TPM), total quality management (TQM), standards, and skills development. Finally, it proposes a multi-phase roadmap to Industry 4.0 through standards, integration, advanced technologies, and change management.
Sales and Operations Planning, Supported by Demand Management Capability, Sus...Innovation Enterprise
- Sonoco Products Company realized in 2007 that traditionally organizing its supply chain functions was not improving processes as needed, so it adopted a cross-functional Sales and Operations Planning (S&OP) process starting with its paper-based supply chains.
- S&OP provided a standardized monthly planning cycle and integrated demand management to better synchronize information, materials, and dollars flows across the company's push-based paper supply chain and pull-based conversion supply chains.
- Implementing S&OP and demand management capabilities with Logility software helped Sonoco improve key metrics like perfect order performance, cash gap, inventory levels, and achieve better demand visibility, responsiveness, and profitability across its global supply chains.
This document discusses several key issues impacting a company's total business: [1] Managing warehouses and the supply chain, [2] Ensuring compliance, [3] Developing a lean culture, and [4] Harmonizing global logistics and sales & operations planning. It provides analysis on implementing more efficient processes to reduce costs, outlines challenges of coordinating a global S&OP process, and proposes an implementation plan for evaluating and selecting 3PL partners to help optimize warehouse and logistics operations.
This document discusses developing a successful global sourcing strategy and implementing Advanced Supply Chain Planning (ASCP). It outlines supply chain challenges like inaccurate forecasts, excess inventory, and manual processes. The keys to success include executive support, change management, and implementing new processes while working within the software. Oracle ASCP is presented as a solution to provide end-to-end visibility, automate processes, and generate reports to help managers make better decisions. A phased approach is recommended to start with unconstrained planning and gradually implement more advanced features.
Joel Marusiak, Neovia Logistics presenatation at Spare Parts 2013Copperberg
"Global Inventory Management Strategy, Design & Execution:
Optimisation & Flexibility Amidst Constant Change" Joel Marusiak, IM Solutions Manager - EMEA, Neovia Logistics presenation at Spare Parts Business Platform 2014.
Find out more http://www.sparepartseurope.com/
This document summarizes an integrated approach to global supply chain transformation presented by two speakers. It provides background on the global manufacturing industry benchmarking study covering nearly 750 companies. It outlines benefits companies can realize from supply chain transformation including improved profitability, costs reductions, and flexibility. The challenges of complexity for companies are discussed. An implementation framework is presented covering assessing the current state, defining a target future state, and implementing changes. The presentation also provides details on Banner Pharmacaps' business transformation program, including timelines, challenges, and value drivers.
Is1 workshop 3 make, take sell challenge v2 studentmoduledesign
This document discusses various manufacturing considerations for organizations. It explores options for sourcing raw materials from around the world to maximize efficiencies. Manufacturing options that are evaluated include outsourcing production, insourcing production, and a hybrid model. Key factors that are examined for each option include implications, pros and cons, and examples. Additionally, considerations for whether to manufacture in the home country or host country based on stage of growth are reviewed. Tools like demand forecasting and assessing local trade barriers are also emphasized.
Jaguar implemented lean production methods at its Castle Bromwich factory to produce the Jaguar S-Type more efficiently. Key changes included:
1. Transforming to team-based work with small autonomous teams and visual management tools to identify issues.
2. Adopting just-in-time production to minimize waste by matching supply to demand.
3. Using techniques like standard work boards and control boards to promote ownership and continuous improvement.
These lean methods helped Jaguar cut waste and costs in S-Type production. Ford aims to replicate this success at its Halewood plant by training workers in Jaguar's lean approach.
The document summarizes a business analytics forum hosted by DeeperThanBlue Analytics. It discusses using various types of data and analytics tools to analyze a steel company's sales, purchases, labor costs, and profits. Examples are provided on enhancing standard sales analysis with economic forecasts to predict trends and inform strategic decisions. The forum also explores analyzing customer profitability, labor efficiency, and linking planning tools like IBM Planning Analytics to coordinate sales, production, purchasing, and labor plans.
The document provides an agenda for a TOC workshop on supply chain logistics. The agenda includes sessions on operations and distribution using TOC principles. The operations session demonstrates how TOC compares to lean/JIT and MRP, and how to apply drum-buffer-rope and buffer management. It also covers plant types, batching conflicts, and implementing change. The distribution session objectives include comparing TOC distribution to other solutions and applying it with or without demand aggregation.
Giacomo Squintani, PTC presenation at Spare Parts 2013Copperberg
"Spare Parts:from undervalued challengeto profit-boosting opportunity" Giacomo O. Squintani, Marketing Manager from PTC presentation at Spare Parts Business Platform 2013.
Find out more http://www.sparepartseurope.com/
Alex Murray, Teaching Fellow and Research Assistant, UCL, visited SMART Infrastructure Facility to present "The progress and performance of UK PFI" as part of the SMART Seminar Series, on 13 July 2015.
The Just-in-Time (JIT) inventory system aims to have the right materials arrive at the exact time needed in the production process to reduce waste. It was developed by Toyota and involves small, frequent deliveries and low inventories. Implementing JIT requires changes across the entire organization and supply chain, as well as close coordination between all parties. While it lowers costs, JIT also exposes organizations to risks from supply disruptions.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
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Why are South African manufacturing companies not exploiting the local advantages dawid janse van rensburg
1. Why is South African
Manufacturing Companies not
Exploiting the Local
Advantages (better)…?
Dawid Janse van Rensburg
CargoSolutions
2. Discussion
• State of Manufacturing in SA
• Footwear Industry Overview & Feedback
• Steel Industry Overview & Feedback
• SA Government Initiatives
• A Cost Model – Local vs Imports
• Can we Compete, How?
• Conclusion
7. SA Balance of Trade vs GDP
Growth Rate
Source: www.tradingecomics.com SA Revenue Service
8. SA Trade Balance vs Singapore
Source: www.tradingecomics.com SA Revenue Service
9. Manufacturing in SA
• 21% in 1983
• 14,6% in 2011
• 16% in 2013
• 13,9% in 2014
• Korea from 23.6% in 1977 to 30.6% in 2010
• Malaysia from 19% to 26.1%
• Exchange rate working against imports
• Certain industries badly affected
– Clothing & Footwear
– Steel
• SA Government Initiatives
14. Field Research
• Large importers of shoes (1 supplier and 1
retailer)
– Lead times
• Local: 6-12 weeks (4 on repeat)
• Imports: 16 weeks (12 on repeat)
– Price
• Currently no advantage
– Range (ladies!)
• Range and styling are driving imports
16. Steel Industry
• 2014
– Imported 45% of local demand
– Exported 35% of local production
• Jobs:
– 413 515 (2007) to 374 959 (2014)
• AMSA running at approx 60% of capacity
(2014)
• Avrez Highveld – applied for Business
Rescue
17. Steel and Iron Imports
Source: http://tradestats.thedti.gov.za
18. Steel & Iron Imports into SA
Source: http://tradestats.thedti.gov.za
19. Field Research
Buy local
- Less hassles
- Less costs
- Support local manuf
- Shorter lead times
- Uncertainty of imports
- Quality preferred
Import
- Less expensive (esp.
bulk)
- Delivery certainty
(local LT’s variable)
Question Local only Import Only Local & Import
Where do you buy
your steel?
3 0 4
26. Cost Comparison between Local
and Overseas Suppliers
Now % Change
in Qty
% Change
in Price
Future
ZAR % of Sales ZAR % of Sales
Sales 100 10% 5% 115.5
Cost of Sales 44 44% 58 50% 50 (20%
GP 56 56% 57.5 50%
OE 50 50% 50 43%
NP 6 6% 25% 7.5 6%
Inventories 11 4 -47% 5.8 10
ROI 55% turns pa 137% 129% turns pa
Add cost of capital 4.356 2.871
27. Financial Leverage in Increasing
Throughput
Now Potential
BREAK-EVEN
POINT
REVENUE&COST
FIXED COSTS
TOTAL COSTS
VARIABLE COSTS
PROFIT
POTENTIAL
PROFIT
How is it possible to increase Profits
so much just by increasing
Throughput & reducing LT?
Source: Goldratt Consulting
29. Breakthrough Results!
• Lead times: 70% reduction
• Due-Date-performance: 44% up
• Inventory levels: 49% reduction
• Revenue: 63% increase
Figures represent the mean improvements of over eighty international companies documented in an independent study,
The World of Theory of Constraints, Mabin & Balderstone, St. Lucie Press, 2000
32. Theory of Constraints
• Brainchild of the late Dr Eli Goldratt
• Maintains that all systems are inherently
simplistic
• Most often one constraint that limits flow
• Focus on the constraint will improve flow
• Consists of thinking processes, supply chain
solutions, etc
• Fully enabled by TOC enabling software
33. TOC Solution for Operations
2. What to Change?2. What to Change?
Conflict: Use Efficiencies vs Don’t use Efficiencies
Assumption: “An idle resource is a major waste”
Old Policy: Plan & Execute in ways to ensure all resources are
utilized to maximum efficiency
3. What to Change to?3. What to Change to?
Insight: All non-bottleneck resources must be idle
from time-to-time to utilize Bottleneck 100%
New Policy: Drum Buffer Rope + Buffer
Management
5. How to create POOGI?5. How to create POOGI?
Use buffer management statistics on
causes of “Red Zone” penetration to
focus Process Improvements
4. How to cause the change?4. How to cause the change?
a) Identify the Bottleneck
b) Define the DRUM
c) Size the (Time) BUFFERS
d) Tie the ROPE (to choke Raw Material Release)
e) Implement “Road-runner Ethic” & Quality 1st time
f) Implement Buffer Management to determine day-to-day
priorities & capture red zone reasons
1. Why Change?1. Why Change?
GAPS: Throughput lower than Available Capacity, Due Date is
poor, Lead Times Long, High Variation in Throughput, Lead
Time and Quality etc.
UDES: Sometimes Material & Resources not available, Long
Set-ups, Priorities change, Forecast not accurate, High
expediting & overtime costs etc.
Source: Goldratt Group
34. TOC Solution for Distribution
2. What to Change?2. What to Change?
Conflict: Hold less inventory vs Hold more inventory
Assumptions: Long Replenishment time, Inaccurate
Forecasts and Unreliable suppliers are all out of our
control
Old Policy: Make-to-Order and PUSH based on Forecast
3. What to Change to?3. What to Change to?
Insight: Increasing order frequency will reduce Repl Time,
improve Forecast and improve Supplier Reliability
New Policy: Distribution the TOC way - PULL
Replenishment based on actual consumption + Buffer
Management
5. How to create POOGI?5. How to create POOGI?
Use buffer management statistics on causes of
“Red Zone” penetration to focus Process
Improvements
4. How to cause the change?
For each product establish the inventory target according to the
4. How to cause the change?
a) Establish the plant (Central) warehouse
b) For each product establish the inventory target according to the
formula
c) Move to ‘Order daily – Replenish periodically’
d) Monitor the inventory targets according to the zones
e) Re-examine policies of make to stock – make to order
f) Educate sub-systems to monitor execution using Dollar days
1. Why Change?1. Why Change?
GAPS: Poor DDP, High Surpluses & Shortages, Long LT,
Low Inventory Turns & High Costs
UDE’s: Priorities change, Forecast inaccurate, Unreliable
Supply, Too many SKU’s, Too many emergencies etc.
Source: Goldratt Group
37. Summary
• Do not have to wait for more Government Incentives!
• Do not bargain on macro economic adjustments
• As manufacturers, embrace the challenge to become
world class…!
• As buyers, analyse the full cost perspective
carefully…! (of local vs imports)
• Embrace proven supply chain optimisation
methodologies (recipes) such as TOC to achieve
dramatic improvements, rapidly, and with limited risk