Green Logistics at Procter & Gamble - martrans.orgmartrans.org/supergreen/docs/public/malmo2011/pg...
Transcript of Green Logistics at Procter & Gamble - martrans.orgmartrans.org/supergreen/docs/public/malmo2011/pg...
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Green Logistics at Procter & GambleSUPERGREEN regional workshop, Malmoe March 10 2011
Sergio BarbarinoP&G Principal Engineer, R&D Supply Network Innovation Center, Brussels
MBA, M. Sc. Chemical Engineering
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P&G at a GlanceNet Sales $79 (billion)
Number of Employees 127,000
Countries of Operations 80
Countries Where Our Brands Are Sold 180
Consumers Served by Our Brands 4.2 billion
R&D organization 9,000
R&D spending $2.2 (billion)
(Approximate)
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P&G Business in Tons per year
Year Tons
2005 18 Millions
2007 22 Millions
2010 24 Millions
(22 millions tons= 1 million trucks)
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Sustainability Embedded in Purpose, Values and Principles
P&G Purpose:
We provide branded products and services of superior quality and value that improve the lives of the world’s consumers, now and for generations to come.
P&G Sustainability Principle:
We incorporate sustainability into our products, packaging and operations.
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Powering our plants with 100% renewable energy
Designing products that delight
consumers while maximizing the conservation of
resources
Using 100% renewable materials or recyclate
for all our productsand packaging
Having zero consumer
or manufacturing waste going to
landfills
long-term vision
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How you organize…
The most efficient way to produce anything is to bring
together under one management as many as possible
of the activities needed to turn out the product.
Peter Drucker
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Leading to a shift in value creation…
Hi
Lo
Volume of innovation efforts
1995 - 2005
Source: Doblin analysis: On innovation effectiveness, March 2005
Core
process
Process.
Enabling
process
Business
model
Finance
Networking Product
performance
Offering
Product
system
Service Channel
Delivery
Brand Customer
experience
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Leading to a shift in value creation…
Hi
Lo
Cumulative value creation
1995 - 2005
Core
process
Process.
Enabling
process
Business
model
Finance
Networking Product
performance
Offering
Product
system
Service Channel
Delivery
Brand Customer
experience
Source: Doblin analysis: On innovation effectiveness, March 2005
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10-Year Goals for Products
Replace Petroleum-Based Materials with Sustainably Sourced Renewable Materials
25%*
Cold Water Washing 70% of total washing machine loads
Packaging Reduction 20% (per consumer use)*
Consumer solid waste Pilot studies in both developed and developing markets to understand how to eliminate landfilled/dumped consumer solid waste
* vs. 2010 baseline
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10-Year Goals for Operations
Renewable Energy Powering our Plants
30%
Manufacturing Waste < 0.5% (disposed)
Truck Transportation Reduction
20% (km/unit of volume)*
* vs. 2010 baseline
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Sustainability = Value!
in-scope: the total life cycle of a product
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Sustainable innovation is about considering the full life
cycle
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Company Product Energy Usage from Life Cycle Perspective
ProductType
0.0E+00
5.0E+07
1.0E+08
1.5E+08
2.0E+08
2.5E+08
3.0E+08
3.5E+08
Energy (GJ)
Life CyclePhase
Diaper Bathroom Tissue Laundry Liquid Fabric Softener
Feminine Pad Paper Towel Liquid Dishwash Shampoo
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Logistics burden = Volume shipped X KM travelled X “Cost” of 1 Km
LOADBUI LDER
COMPACTION SHORTER
SUPPLY NETWORK
“Mul t i di sci pl i nar y t eam: PS / R&D
“fighting water and air”“weed out
the wastes & seek
future opportunities”
EFFICIENCY
Sustainable Network Design & Transport
“produce closer to
the consumer”
Creating value
Cutting “consumer invisible cost”
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Examples where it is working…
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Product compaction:
1990s Early
2000s2008
Less volume shipped - Same value
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Compaction & Simplification
Packaging compaction
Turkey Ariel: -20% space
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How Far on $500 Worth of Diesel?
1999
2001
2004
20072008
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...Smart Re-Localization
Smart Standard Multipurpose mini-plants closer to Regional Distribution Centers.
=> Less kms traveled
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Lyon
Project TINA
P&G Green Corridors Project
Our aim is to increase intermodal/rail transport from 10% to 30% by 2015.
Winner ‘Intermodal Award’ EIA 2009
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TINA 2015 MASTERPLAN
Mechelen
London
Amiens
Skelmersdale
Euskirchen
Gross Gerau
Crailsheim
Blois
Gattatico
Pomezia
Athens
Mataro
Klippan
Coevorden
Timisoara
Tirana
Gebze
Chisinau
Sofia
Targowek
Rakona
Moscow
Kiev
Minsk
Vilnius
Riga
Tallinn
Belgrade
Csomor
Zagreb
Lodz
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TINA Performance Dashboard (1)
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TINA Performance Dashboard (2)
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TINA Performance Dashboard (3)
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What will it take to scale successful in intermodal transport? Create Scale!
Close collaboration:
Shipper / container operators / transport providers
Collaboration with other shippers
Scale / cost sharing
Right infrastructure and operations
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Technical solutions:
A Metro for Freight
An innovative system for intermodal freight transport
www.metrocargo.it
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Collaboration Concepts for Co-modality
From CO2 to CO3
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Old P&G mentality…
…but WE are the biggest, Why should we collaborate?
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Optimal allocation
The new Passenger should pay 33% of the costs
(50% if this is the only possible alliance)
1) The new Scale for the single passenger is 3
2) The new Scale for the 3 passengers is 4.5!
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Ample room for improvement!World Economic Forum Study (Feb.09)
24% of freight vehicles in the EU run empty
Average loading of the rest is only 57%
Overall efficiency = 43%!!!
Flow imbalance could only explain half of this loss
And it gets worse!....If route is taken into account efficiency goes down to <20%(Prof .Ballot, EDM Paris)
Estimated Recoverable Loss for EU 27:
Euro 22 Billion
1.2% of CO2 emissions
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Today independent networks : the hub and spoke organisations
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Facts
Unneeded t.kmFragmented volumes lead to poor efficiency
Oct. 29, 2010P&G SNIC Meeting, Bruxelles
Physical Internet E. Ballot - Mines ParisTech, M. Thémans - EPFL et al.
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Physical Internet: An asset efficient approach
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Stakes : simple analytical model
Means divided by / … 4
Oct. 29, 2010P&G SNIC Meeting, Bruxelles
Physical Internet E. Ballot - Mines ParisTech, M. Thémans - EPFL et al.
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Full interoperability
across modes and
networks, down to last
km
Green Hubs and Green Corridors
Current Scenario, Opportunities and Key
Performance Indicators
New Business Models for Green Hubs and Green
Corridors
Networks Integration
M. I
M. II
M. III
M. I
M. II
M. III
Milestone I (to 2015)
Setting the Targets
Milestone II (to 2020)
Building the Partnerships
Milestone III (to 2030)
Roll-out
EGCI ROADMAP
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Question
Just in Time…
How to apply it correctly?
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