Pm group project implementation of cargo storage planning system
Transcript of Pm group project implementation of cargo storage planning system
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Implementation Of Cargo Storage Planning System
Den Lee(P1265811) Mohan VP (P1265770)Kyaw Min Htwe (P1266908) Winnie Tan (P9918737)Veena Syamkumar (P1266333
MM6043- PROJECT MANAGEMENT IN SUPPLY CHAIN
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Agenda
MIN
MOHAN
VEENA
WINNIE
DEN
Introduction Company Background and strategy Current Issue and Solution Project Object and project Team
Time Cost and Performance Analysis Project Stakeholders Project Lifecycle Project Estimate Cost and Duration
Manpower Requirement Resource Requirement Project Condition and Control Project Scope
SWOT Analysis Risk Analysis Top 5 risk and Impact Top 5 risk and Contingency plan
• Conclusion • Driving Towards 5 Core Values:• Project quality control • Success Criteria Acceptance
Q & A
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To be leading Internal Multi –Purpose Operator
Company Background & Strategy
Supply Chain & Management Logistics World Awards
STORAGE FACILITY
25 Warehouses – 174,000 square meterOpen storage – 215,00 square meter Container Yard – 35,000 TEUS
3 CORE BUSINESSES
General Cargo Bulk Cargo Containers10 units
7 units 1 units
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Mark SpaceOccupancy
Eye-ball SpacePlanning
Excel Sheet------------------------------------------------------------------------------------------------------------
Track IncomingVessels
GBO
GBO
Business Need Analysis
Improve Service
Inventory Accuracy
Increase storage
utilization
Reduce Manual Input
Current Planning System
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Technological Need Analysis
Cargo Storage Billing
Space Planning
JP Online IncomingVessels
Space Planning
Track CargoTonnage
Billing
Agent
SSTDN
SSTSSTUA
Track SpaceOccupancy
Track Area Allocated
Customized Tariff
Process WarehouseApplication
SSTSSTSST
Agent
GBO
Online Approval/NotificationJP Online
JP Online
Master Data
Storage SpaceMaintenance
Space OccupancyMarking
Access Control
Audit Trail
Storage SpaceReservation
Reports
StorageLocations
Storage SpacePlanning
Space Planning
Storage SpaceRestriction
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Singapore’s only gateway for all types
of general cargo.
MASTER DATA
TRACK INCOMING VESSEL
STORAGE FACTOR
Daily/ weekly/ Monthly-storage utilization and inventory report
REAL TIME INVENTORY UPDATE & CARGO STORAGE LOCATION UPADE ONCE TRUCK IN/ OUT
Physical storage location and resources
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HOW CARGO PLANNING SYSTEM INPLEMENTATION SOLUTOING TO CURRENT ISSUE
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1• To allocate space to incoming cargoes effectively and efficiently without manual confirmation and
minimize or zeroing duplication of efforts
2
• To improve cargo storage operation cost by 30% through system automation to reduce manual operation works and perform work efficiently
3
• To transfer ‘due’ cargoes from the grace- free trade zone to the leasing storage zone to achieve increase of 5%, approximately estimated to be SGD 500,000.00
PROJECT OBJECTIVE & GOALS
Before After
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PROJECT TEAM & ORGANIZATION CHART Chairman & Project
Sponsor(Lee Chong Kwee)
CEO & Chairman of Steering Committee
(Matthew Chia)
CIO / Project Owner(Eugene Seah)
Project Manager & IT Manager
(Min)
Finance Manager (Winnie)
Business Controller
Accounts Payable Manager
Account Receivable Manager
Senior Financial Planning Analyst
Financial Planning Excutive
Finance Analyst Assistant
Operation Manager(Mohan)
Vessel Management Team
Vessel Berth Planning Team
Stevedore Management Team
Operation Manager
Storage Management Team
Yard/Warehouse Planning Team
Procurement Manager (Veena)
Purchasing Manager
Distribution Manager
Strategic Sourcing Team
NCS Project Manager
(Den)
Software Manager
Hardware Manager
Steering Committees
Head of Marketing(Febrina Lee)
Head of Finance(Tay Kian Hian)
NCS VP(Sean Kwan)
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Overview of Time, Cost & Performance Analysis
Time Performance Cost
Constraint Improve storage planning accuracy and billing when grace-free period has expired, reduce 'manual monitoring' costs.
Enhance Within 2 years
Accept Above 10% of the project budget
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Project Stakeholders
• Stakeholders are the people involved in this project• Stakeholders include:
– Project sponsor– Project manager– Project team– Support staff– Employees– Customers– Users– Suppliers– Opponents to the project
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Project Life Cycle
Concept Development Implementation Termination
GoalsSpecificationTasksResponsibilities
SchedulesBudgetsResourcesRisksNegotiateManpower Plan
Develop DesignInstallationTrial RunSubmit for ApprovalPrepare DocumentationTesting
Review Train UsersSubmit final ProjectLessons Learned
Concept Termination
Implementation
Development
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Project Estimated Cost & Duration
Estimated cost - S$ 80,000Duration of Project - 2 years
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Man Power RequirementsProject Manager & Team
Ensure overall success of the project.
Finance Manager& Team
Identify all potential risks and allocate sufficient budgets.
Operation Manager & Team
Ensure new system meets the cargo operation requirement.
Procurement Manager & Team
Vendor Management and contract agreements.
NCS Project Manager & Team
Successful Running & Execution of New System
Technical / Solution Team
Install and configure software and hardware, network set up and testing
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Planning System Integration Requirements
Warehouse Application
System
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Resources Planning
• Contract Agreement• Standard Document Format.• Hardware & Software• Point-to-Point • Editor Software.• Wireless Modem and Router• Preventive maintenance contract
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Project Scope
PROJECT IN-SCOPE• Auto-update the Yard Occupancy.• Reduces the manual monitoring of
storage area• Alert if the cargo exceeds the
predetermined parameters.• Micro Yard Plan to plan the required
area .• Gate Scheduling System• Smart System Micro planning
module • System maintenance contract to
ensure maximum productivity.
PROJECT OUT-SCOPE
• Warehouse demarcation and current layout plan
• Upgrading of warehouse • Installation of Security system
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SWOT Analysis
STRENGTH :• Singapore’s only
gateway for all types of cargo
• High warehouse capacity
• Well-known for safe, reliable and efficient terminal
WEAKNESSES :• Lack of knowledge &
expertise• Employees resists to
new system• Must undergo
significant change management
OPPORTUNITY :• Accurate & convenient
cargo management• Efficient & effective
communication with shipping agents
• Better market position and increase revenue
THREATS :• Growing regional
competition• Resignation of key
members• Underestimate level
of difficulty in software & hardware integration
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• Uncertainty during data collection• No data from certain stakeholders• Biased assessment in Cost Benefit
Analysis• Inaccurate forecast with changing
environment• Resignation of key members
• Over-reliant on vendor• Under-estimate design requirements• More investment to convert technical
to commercial success• Expose to unknown risk events• Difficulty faced by non-IT savvy
Potential Risks
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Top 5 Risks and Their Impacts
No. Top 5 Risks Their Impacts1 Under-estimate design
requirements*Rapid innovation can turn obsolete overnight.
2 Over-reliance on vendor * Insufficient vendor support slow down the project.
3 Inaccurate forecast with changing environment
Project will be delayed with increase budget (resources).
4 Resignation of key members Affect the progress of specialized scope.
5 Risk associate with new technology
Unknown risk leads to several days and weeks of debugging.
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No. Top 5 Risks Their Risk Contingency Plan1 Under-estimate design
requirements*Proper deliverables are contracted down and legally endorsed.
2 Over-reliance on vendor * More than 1 project vendors and trained in-house IT specialist
3 Inaccurate forecast with changing environment
Obtain additional resources from management support
4 Resignation of key members Incentive remuneration packages.
5 Risk associate with new technology
Gather all possible detail risk information from vendor and put to test.
Top 5 Risks and Their Risk Contingency Plan
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In Summary…….
Driving Towards 5 Core Values:
1. Service Excellence – Efficiency of Space Allocations = Increased Assets Utilization
2. People Excellence – Set of automation capabilities of the storage planning system Reducing Labour Intensive
3. Integrity – quality services and improvements = internal processes and reducing operation cost by 30%.
4. Innovation – Notifying and monitoring the free storage period = stretching revenues (Increase 5% Annual Revenues)
5. Dynamism - allows information exchange with Berthing office and shipping agent
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Project Duration – 2 Years Project Cost Estimation…
Total Project Costs – SGD542k
Profit & Savings – Approx. 5%(After Implementation) – SGD170k
ROI (%) = 31.34%
ROI = 3.19 Years
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Project Quality Controls…
•Report Performance•Monitoring & Control Risks
•Administer Procurements
•Control Costs•Perform Quality
Control
•Monitoring & Control Project Work
• Scope Verification• Scope Control
Phase 1 - Concept Phase 2 - Development
Phase 3 - Implementation
Phase 4 - Termination
Leadership• Democratic leadership • Situational Leadership• Seek responsibilities and accept
accountability
Conflict Management• Confronting• Collaborating / Problem Solving -
incorporating multiple viewpoints
and leading to consensus Integrating / Problem Solving•Time consuming process•Welcome contributions and discussion
Obliging / Smoothing•Quick Approach•To be use in trival differences in opinions•Emphasize on commonalities over conflict issues
Dominating / Forcing•Use in situations with quick decision
Avoiding / Withdrawal•Use when a cooling off period is required•Avoid confrontation
Compromising
Project Communication• Monthly Project Meeting• Project Status Report• Stoplight Report• Issue Log• Change Control Log Sheet
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Success Measurements…
Success Criteria Acceptance - 22 May 2015• System Go live date to be agreed upon with all parties• Deployment project and schedule agreed by all stakeholders • project charter endorsed • Performance and capacity targets of Jurong Port has be measured
and incorporated into the Capacity Plan• Potential identified risks and processes been reviewed• Technical support documentation been provided by Project
Manager (NCS Team)• All users have been trained and user documentation was accepted
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Expecting to Close on 22 May 2015…
What to Expect on 22 May 2015?• Reviewing Contract Documentation• Auditing Procurement Processes (Lesson Learnt)• Performing Contract Closeout• Completing Contract Closeout• Improvement for Future Project
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Project Phase 2 – Starting Jan 2016
Improvements • Democratic leadership • Investment analysis• Cost–benefit analyses• Value benefit Analysis• Expert surveys• Simulation calculations• Risk-profile analyses• Surcharge calculations• Milestone trend analysis• Cost trend analysis• Target/actual-comparison
Pick to Light Systems in Jurong Port • Light-Directed Order Fulfilment System• Cable Free Hardware Technology• Robust Software• Exercises Operational Advantages• Flexible Order Fulfilment Systems
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Den Lee(P1265811)Kyaw Min Htwe (P1266908)Veena (P1266333Mohan VP (P1265770)Winnie Tan (P9918737