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Transcript of BVL Presentation Draftonlinepubs.trb.org/onlinepubs/shrp2/C43/SHRP2_symposium2013_H… · • Local...
TRB Symposium Embracing Global Complexity to Drive
Competitive Advantage in a Networked
Economy
October 21, 2013
Robert Handfield, PhD
Director, Supply Chain Resource Cooperative
Bank of America Distinguished Professor
Agenda
• The study
• How is complexity increasing?
• Strategies to deal with complexity
• Final Thoughts
Trends and Strategies in Logistics and Supply Chain Management:
Creating End to End Strategies for a Networked Economy
Partners
Prof. Sidong Zhang, Prof. Jiazhen Huo (Tongji University)
Prof. Paulo Fleury, Prof. Cesar Lavalle (Univ. Rio),
Prof. Ravi Shankar (IIT Delhi)
Prof. Victor Sergeev (HSE Moskau)
Jos Marinus (ELA, President)
Prof. Paulo Resende (FDC Cabral, Brazil)
Professor Hauzhe Chen, (ECU, USA)
Professor Meng Lu, (DinaLog, The Netherlands)
Prof. Dr.
Robert B. Handfield
Prof. Dr.
Hans-Christian Pfohl
Prof. Dr.-Ing.
Frank Straube
Dr.
Andreas Wieland
We began by interviewing 60 global
Supply Chain Officers….
4
4
Then completed a multi-lingual survey of 1700
executives across the global …
13%
28%
34%
6%
4%
12%
3%
USA
Brazil
Western Europe
Eastern Europe
Asia (except China)
China
Africa/Middle East
We found the world is becoming a
very complex place indeed!
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#1 TREND: INCREASED CUSTOMER EXPECTATIONS
low high
1 1.5 2 2.5 3
Customer Expectations
Networked Economy
Cost Pressure
Globalization and Complexity
Talent Shortfalls
Volatility
Sustainability
Increased Risk and Disruption
Emergence of New Technologies
Lack of Reliable Logistics Infrastructure
Increased Government Regulation
Cultural Challenges
Today
Five Years
Complexity is Occurring in Many Forms
• Local content requirements are driving companies to work with new
suppliers and new manufacturing environments (e.g. complete knockdown
production in emerging countries)
• Growth of markets in Brazil, Russia, India and China are also the most
complex to navigate due to unpredictable regulations, transportation
infrastructure, and risks
• Part numbers and product designs offer more customized options driving
part proliferation and inventory control challenges
• Greater concern over multi-tier network disruptions (Thailand floods,
Tsunami) as well as control over supply networks
• Increasing volatility and unpredictability in demand combined with
currency, commodity, and financial risks
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Synchromodality is a tool to give your customers a very reliable flow to allow you to decide at the last minute to switch a shipment and use the train, barge or road, when there is a hiccup.
#1 LOGISTICS OBJECTIVE - Meeting Customers
Requirements for Customized Logistics Solutions
0% 5% 10% 15% 20% 25%
Meet Customer Requirement
On-Time Delivery
Green Logistics
Delivery Time
Innovation
CSR
Logistics Cost
Logistics Quality
Schedule Flexibility
Cost pressures are also increasing!
37%
32%
17%
14%
0% 10% 20% 30% 40% 50%
Increase
Stay Constant
Decrease
Do Not Know
Network Innovation Complexity
• Product networks are becoming more complex, as organizations
need to create more diverse sets of product/service bundles
customized to local market requirements.
• Explosion of new channels, fragmenting existing sales channels and
distribution requirements
• E-commerce is driving smaller packages to more customers
• Customized inbound logistics requirements that are customer-
specific, and which vary by region and country
• Product bundling with other channel participants to create
innovative new market opportunities
11
It is not just growth of production volumes, but the doubling or tripling of volumes in existing plants, new production plants in BRIC”s, a dramatic increase in the number of models, ,more part numbers, and diverse channels….
How are companies embracing complexity?
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Talent Management, End to End
Integration and Integrated Planning is the focus
low high
1 1.5 2 2.5 3
Talent Management
End-to-End Integration
Integrated Planning
Global Network Visibility
Technology Investments
Cost-to-Serve Models
Governance and Process Standards
Rapid Decision-Making
Corporate Social Responsibility
Horizontal/Vertical Cooperation
Frequent Network Adaption
Green Logistics
Outsourcing/Insourcing
Government Cooperation
Today
Five Years
Aligning People, Process, Technology and
Network Strategies to Embrace Complexity
PEOPLE Talent Management
Rapid Decision-Making
PROCESS Governance Process Standards
Integrated Planning
TECHNOLOGY Technology Investments
NETWORK Horizontal/Vertical Cooperation
Outsourcing/Insourcing
PEOPLE: Having the Right People Empowered to Act and Deal with
Logistics Complexity, Corporate Sustainability, and Ability to Learn New
Technologies is Fundamental.
Correlation with TM
Correlation with RDM
Talent
Shortfalls
.38
.27
New
Technologies
.36
.26
Sustainability
Pressure
.36
.25
Cost
Pressure
.11
.19
Increased Risk
and Disruption
.23
.25
Customer
Expectations
.18
.20
Globalization &
complexity
.20
.18
PEOPLE Talent Management
Rapid Decision-Making
PROCESS Governance Process Standards
Integrated Planning
TECHNOLOGY Technology Investments
NETWORK Horizontal/Vertical Cooperation
Outsourcing/Insourcing
P1 – Talent Management
P2 – Rapid Decision-Making
Talent Management
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Employee Training
University Recruiting Events
Social Media Recruiting
Print Media Recruiting
Marketing of Logistics
Today
Five Years
Top Performers Engage More
with Universities
1.2
1.25
1.3
1.35
1.4
1.45
1.5
1.55
1.6
1.65
Funding of Research Projects Involvement in Research
University Investments (1 = Yes, 2 = No)
Top Performers
Other Companies
Wanted: Rational, Long-term, Global Specialists
1.4
1.45
1.5
1.55
1.6
1.65
1.7
1.75
1.8
1.85
Emotional - Rational Short-term - Long-term
Generalists-Specialists Local - Intern'lThinkers
Employee Characteristics Sought
Top Performers
Other Companies
PROCESS: Globally Integrated Adaptable Processes
With Technology Embrace Volatile Environments
Correlation with PS
Correlation with IP
Correlation with NA
Globalization &
Complexity
.22
.25
.21
Talent
Shortfalls
.34
.26
.28
Poor Logistics
Infrastructure
.34
.26
.26
Volatility
.19
.22
.18
Increased Risk
and Disruption
.34
.35
.28
Networked
Economy
.23
.25
.20
New
Technologies
.32
.37
.42
PEOPLE Talent Management
Rapid Decision-Making
PROCESS Governance Process Standards
Integrated Planning
TECHNOLOGY Technology Investments
NETWORK Horizontal/Vertical Cooperation
Outsourcing/Insourcing
PR1 - Global Process Standards
PR2 - Integrated Planning
PR3 - Network Adaptation
Driving Decision Agility
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One of the biggest challenges is how to balance consistency in execution yet still tapping into the creativity and flexibility that I’d want if I was running that operation. And so we have been in search of that right balance and there is no easy answer to it. If we get our minds right on how things should work and how they work best and we teach that across our enterprise, our leaders will be more apt to approach similar problems from a similar mindset.
We define the processes that must be in place, and the policies that must be followed, and finally the playbooks that act almost as a user guide on how to think through the overall requirements and get them done! We then have a global SIOP function to optimize global requirements across regional requirements, especially around our global product lines. But we recognize that they will be interpreted and acted on differently at a regional level. So we are structured regionally to drive the deployment of our global strategies, to optimize freight flows, and deal with regionally-specific issues.
Growth in New Technology
0% 5% 10% 15% 20% 25% 30% 35%
RFID
Inventory Optimization Software
Network Redesign Software/Systems
Advanced Planning Systems
Business Analytics Platforms as a Service
Analytics Data Collection Planning
Smart Sensors
Object Recognition Technologies
Social Networks (Internally, B2B)
Product Life Cycle Management
Transport Management Systems
2D Code Technologies (e.g. Barcode, Data Matrix Code)
Warehouse Management Systems
IT Security / Cyber Protection Technologies
Enterprise Resource Planning Systems
Analytics and Big Data Investments
-10% 0% 10% 20% 30% 40% 50% 60% 70%
Social Networks (Internally, B2B)
Business Analytics Platforms as a Service
Network Redesign Software/Systems
Product Life Cycle Management
Today
Five Years
NETWORK: End to End Integration and Adaptation Enables
Aligned Actions Across Your Global Business Partners
Correlation with E2E
Correlation with OS
Correlation with HVC
Sustainability
Pressure
.32
.21
.32
Talent
Shortfalls
.29
.15
.30
Cultural
Issues
.27
.24
.28
Increased Risk
and Disruption
.32
.22
.27
Networked
Economy
.38
.18
.27
New
Technologies
.47
.23
.39
PEOPLE Talent Management
Rapid Decision-Making
PROCESS Governance Process Standards
Integrated Planning
TECHNOLOGY Technology Investments
NETWORK Horizontal/Vertical Cooperation
Outsourcing/Insourcing
Government
Regulation
.33
.22
.39
Sustainability
Pressure
.59
.44
.37
Correlation with CR
Correlation with GL
Correlation with GC
Sustainable Footprints Remain Critical
Crop Cultivation
Blending Chemicals
Production Printing Packing Transportation Warehousing Disposal
Environmental Footprint of a Product
The environmental footprint of a product accumulates all carbon emissions along the supply chain.
Sustainability is part of our product roadmap from product development to green logistics and customer application. We don’t view it as a trend, we view it as a right to operate, just like safety.
Final Thoughts: People are the Foundation
for Agile and Resilient Supply Chains
• “…most important thing is to work on the capability of our people and increase competencies…”
• “…put a lot of importance on continuous training….and we see a high regional variation in turnover…”
• “….education is high in India, but practical application of knowledge to daily situations and problems in the workplace is not good…”
• “….we can’t afford to lose good people, so we try to take care of them as they are in demand in Brazil…”
• “…strengthened ties to elite Chinese universities and a selective hiring process…”
• “…in Russia we hire for their mindset and willingness to learn, not their supply chain experience. Then we bring them to our Western locations and train them how to do business….”
• “….we have to move people out of traditional functional silos so that they are able to speak to people outside of supply chain…”
• “…you need a backbone cadre of B players who are solid but who have low turnover…they will deliver reliably 90% performance. Once you have that base, you can deal with the volatility of human capital.”
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