9/12/2016 September 2016Supply Chain Insights Global Summit #Imagine2030
Mourad TamoudSchneider Electric
Senior Vice President, Global Supply Chain – China
9/12/2016 September 2016Supply Chain Insights Global Summit #Imagine2030
Driving Global Supply Chain Improvements Using a Tailored
Supply Chain Strategy
Mourad TamoudSchneider Electric
SVP, Global Supply Chain - China
Schneider Electric Introduction
Global Supply Chain Overview
Tailored Supply Chain 1.0
Tailored Supply Chain 2.0
Tailored Supply Chain 2.0 in China
Today’s Agenda
Schneider Electric
Introduction
~ 5%of revenues devoted to R&D
~160K+
people in 100+ countries
Schneider Electric, the Global Specialist in Energy Management and Automation
€26.6BnFY 2015 revenues
...with Balanced Geographies
FY 2015 Revenues
Asia Pacific Rest of the world
27% 26%29% 18%
North America Western Europe
...with Diversified End Markets
21%14% 45% 20%Datacenter & Networks
Building
Infrastructure
Industry
FY 2015 Revenues
…and accelerated 3X investment to Innovation
800
1200
400
M€
600
1000
200
0
1400
2000
2015
~5%of sales devoted to R&D
20,000Patents active orin application worldwide
20,000+R&D & Solution Engineers• 10,000+ Solution Engineers• ~5,000 Software Engineers
--- R&D Spend over 15 Years ---
Aster Capital Fund
Demand response, software breakthrough
Funding start-ups
for Intelligent Buildings,
Renewables, Homes,Smart Electricity,
Green Grid& Data Centers
Leading Global Projects
Standards & Protocols
Supporting Interoperability
Best-in-classPublic & Private Organisations
and start-ups
Partnering with 50+
...working with a strong ecosystem of partners
Easy access to informationAwards and Recognitions
Superior transparency
A guarantee of compliance
...striving for Sustainability for our customers and planet
Global Supply Chain
Overview
Confidential Property of Schneider Electric December 2014 (including Delixi and Invensys, w/o CST)
Our Global Supply Chain: A vast worldwide set up resulting from growth & acquisitions
90,000 employees (Total industrial headcount incl. Purchasing, Manufacturing and Logistics)
Purchasing
• 45,000 suppliers • €12B purchases
Manufacturing
• 212 factories • 44 countries
Logistics
• 103 distribution centers
• 130,000 order lines / day
• 500,000 references
Orders
13
Customer satisfaction #1 priority
Market driven and tailored to customer buying behavior
Competitive advantage in the market
World-class competencies and talent
Dynamic improvement process
Sustainability
Within the framework of the safety of our employees and the protection of the environment, our supply chain’s strategic objectives are in order of priority:
1. To obtain service level and offer quality that meet or exceed customers’ expectations
2. To obtain competitive products landed costs and drive high level of productivity
3. To develop agility and to limit risks
4. To optimize capital employed
While using the best of breed of IT technology
Supply Chain Vision Strategic Objectives
Confidential Property of Schneider Electric
• Perfect storm coming in supply chain talent with significant anticipated shortages
• Remove organizational barriers• Success relies on collaboration between
different sites, functions, and partners
• Shocks are transmitted faster and further than ever before• Increasing concerns about risk and resilience of global supply networks
• Population and higher incomes strain scarce resources • Supply chain sustainability is part of brand management
• Be bold, go beyond focus on cost, be creative to help drive growth• Regionalization of supply chains to support growth markets • End-to-end supply chain segmentation
• Build digital dream teams • Customer transparency and collaboration. • Analytical capabilities on top of solid foundations
The Main Supply Chain Trends 2015-2020
Supply Chain as
a Growth Enabler
Digitization & Innovation
Risk & Resilience
Supply Chain Talent &
Knowledge Integration
Sustainable Supply
Networks
Confidential Property of Schneider Electric
Footprint & Lean
Simplification
Footprint & Lean
Tailored Supply Chain
Simplification
Footprint & Lean
Tailored Supply Chain
We have made several breakthroughs towards Customer Centricity and Cash Efficiency while delivering improved performance on Productivity
Tailored Supply Chain
Simplification
Footprint & Lean
Tailored Supply Chain 2.0
2005-2008 2009-2011 2012-2014 2015-2020
Supply Chain Transformation is embedded in the company programs
Create more opportunities for
our customers and for ourselves
Digitize for our customers, for efficiency and simplicity
Innovate to make our customers’ lives
simpler and better
Our customers get great service
because great people work at
Schneider
Simplifying our work makes
the difference to customers
A Look Back at Tailored
Supply Chain 1.0
Confidential Property of Schneider Electric
Tailored Supply Chain 1.0: 2011 - 2014“Provide our Customers what they value while leveraging scale and efficiency”
Talent transformation supports the tailored supply chain journey
> Assessment of ~100 leaders in 4 transformation domains
> Strong collaboration between Supply Chan leaders and HR (e.g., Edison annual selection, culture of learning)
LEADERSHIP
A measured progress: Talent Health Index> Measuring sustainability
> Supply Chain Edison program to leverage expert talents to develop organization
> Global Supply Chain Academy learning curriculum
> Talent health management (e.g., pipeline, diversity, exposure)
> Integrated and globalized Supply Chain functions to enable synergies of scale
> Created Center’s of Excellence in core supply chain skills
> Acquired external talent to close competency gaps
TALENT DEVELOPMENT
A recognized commitment> 2015 SCM World’s ‘Talent
Breakthrough of the Year’ award winner
ORGANIZATIONALCAPABILITIES
Schneider Electric – 2015 Investor Day – Group Strategy
• Customer Net Satisfaction on delivery improved by 13 points, and customer dissatisfaction decreased by 28%
• Increased on-time delivery by 3pts, up to 95.5%
• Logistics network optimized to match customer needs
• Main process capabilities deployed to improve customers’ delivery experience
Customer Satisfaction Cash Efficiency• Reduced average inventory cash
consumption by 0,5 Bn€, 12 days coverage
• Improved inventory health by +34% (reduction of obsolete, excess and missing inventories)
• Capex controlled at optimal level
Cost Efficiency• 1 B € industrial productivity• Leverage Schneider Production System
• Rebalanced global network of manufacturing and distribution center sites
• Ramped-up “lean with suppliers”, “should cost” and “e-auctions”
• Sales and Inventory Operation Planning (SIOP) deployed and starting to extend capability of co-planning with key customers and suppliers
• Key talents hired reducing competency gaps • New organizational structure in place, aligned to Country execution and Business strategic
inputs• Digitization (Customer capabilities, Kinaxis SIOP tool, Transport Control Tower,…) will
accelerate the implementation of Tailored Supply Chain
Our Transformation Results: 2011 - 2014
Tailored Supply Chain 2.0
supports our Company’s 2020 Vision
22
Tailored Supply Chain 2.0 is designed to do more in each supply chain model…
• Develop new initiatives to drastically improve speed and responsiveness throughout the supply chain:
– Make our end to end customer lead-time a competitive advantage
– Improve time to market and new product introduction
– Create “special care units” for small enterprises
• Deploy our strategy of best of breed digital tools.
• Enhance the supply chain transformation with focus on SIOP maturity, network optimization, footprint transformation, and next wave of new customer capabilities.
• Grow competencies focused on customer centricity and continue to attract the best talent
For Our Customers
23
FROMTailored Supply Chain 1.0We have been building the foundational elements of our tailored supply chain
TOTailored Supply Chain 2.0We are now tailoring our supply chain value propositions to the five customer dominant buying behaviors
COLLABORATIVE: Value reliability and trustworthiness
LEAN: Are price sensitive and will look to our competitors quickly. They want efficiency and reliability.
AGILE: Are demanding, unpredictable and expect speed
PROJECT: Are time sensitive to project schedules. Big projects and big budgets with longer time horizons.
FULLY FLEXIBLE: Crisis environments where speed and innovation are a premium. Business crisis and humanitarian crisis that are unplannable events. Speed is a primary focus
Tailored Supply Chain 2.0 is supported by 9 Transformations
Orders130,000 order
lines/day
500,000 references
Logistics103 distribution
centers
Order
11 Customer Segments
with different Buying Behaviors- COLLABORATIVE- LEAN- AGILE- PROJECTS- FULLY FLEXIBLE
9 Key TransformationsEnd to End Customer Lead TimesTime to MarketSpecial Care UnitsSIOP and KinaxisCustomer Process CapabilitiesNetwork Optimization & TransportationETO Supply Chain ManagementField Services Supply ChainSupply Base Management
Electrical Distributors
IT Distributors
Consumer Retailers
Consumers
Small and Med installers – EcoXperts
Panel builders
Repetitive OEM
System Integrators, Large installers,
Non repetitive OEM, EPC
Utilities
Other End Users
Web Giants
StandardProducts
Make ToStock
Make To
ConfigureToOrderMake
ToStock
Plan - Source - Make - Deliver
SIOP
SIOP
SIOP
SIOPEquipmentsSpare parts
Make ToStock
To
To
Plan - Source - Make - Deliver
SIOP
SIOPEquipment
Systems
Spare parts
-Customer order
FULLY FLEXIBLE
LEAN
AGILE
COLLABORATIVE
PROJECTS -Equipment-Systems
MakeTo Stock
Make To Order
ConfigureTo Order
Track & Trace
Precision Delivery
Direct Shipment
Merge in Transit
Order Grouping
On Site Delivery/Storage
……
5 Supply Chain Models
EngineerTo Order
Manufacturing232 factories
44 countries
Purchasing45,000 suppliers
ϵ128 purchases
Customer Process Capabilities
Network Optimization and Transportation
“Provide our Customers with what they value while leveraging scale and efficiency”
Page 25Confidential Property of Schneider Electric |
Customer Process Capabilities (CPC) 2.0• Focused collaboration with Lines of Business & Front Offices to drive
adoption of existing capabilities, whilst also developing future capabilities • Secure Customer “Buy-in” and input to existing and future Capabilities
through customer panels and focus groups with specific focus on priority segments (Proximity, Strategic, Targeted) offering segmented Lead Times.
• Digital delivery action plan by country / cluster level on a quarterly basis focusing on Detractor / Passive customer visits to ensure maximum End to End Coverage
• Drive Competitive lead time and End-to-End analysis utilizing OneMM
Main Actions
Service Level OTDC = 95.8 % (Target 2016)Dissatisfaction on delivery 13.0 % (Target 2016)NSS on delivery 32.5% (Target 2016)
Key Indicators
In collaboration with the Lines of Business and Front Office(s) deliver differentiated delivery capabilities by customer buying behaviour, by customer segment & Geography.
Objectives / Vision
Digitize Customer Delivery Experience
Delivery Capabilities13.5%
24.8%
40.0%
2011 20172015
Drive Customer Delivery Experience Improvements
Develop & Deploy Supply Chain Capabilities
Page 26Confidential Property of Schneider Electric |
Customer Satisfaction on Delivery Improvement Process
Step 2: Visit selected Customers & gain a
thorough understanding of their dissatisfaction
- 3 weeks
Step1: From quarterly survey select Detractor & Passive customers to visit
- 1 week
Step 3: Identify route causes contributing to customer pain points and
develop a systemic action to fix, culminating in a country action plan,
then implement within the quarter- 2 months
Step 4: Close the loop with customer(s) and ensure the results of these actions translate into improvement in the next quarterly customer survey
Country Customer Council
Starting by Customer Satisfaction survey results …
The key success factors:
• VP Logistics leads the action plan in close collaboration with Country president• Intimacy of logistic organization with the business• Passion to quickly solve dissatisfied customers issues
Page 27Confidential Property of Schneider Electric |
Customer Visits – Current PracticesWe welcome customers
Objective: Move customer from detractor & passive to promoters
Who: GSC, CCC, CSQ, Sales
Ritual: From the quarterly customer survey run the 4 steps:
1 Select both detractor & passive customers
2 Meet and understand in depth customer pain points
3 Route Cause Analysis and select systemic actions & implement within the quarter the action plan
4 Close the loop with the customers’ and validate their change of mind
We visit Customers We meet Customers at Marketing events
Objective: Grow customer centricity & listen
Who: Country Mgt, GSC , CCC, Sales
Ritual: Each Thursday welcome the customers to Venaria DC in order to:
- Present GSC, CCC organizations
- Visit warehouse, CCC- Promote delivery capabilities &
Commercial Logistic Offer(s)- Introduce Logistics services
So far 9 events welcoming 160 customers with very positive feedback
Practice: Italy TOP 11 countries Practice: China
Objective: Promote our products and Services (Support, delivery …)
Who: Marketing, Sales, GSC, CCC
Ritual: Attend key commercial event and present the 15 global capabilities and the 7 local capabilities focusing on customer value proposition;
This event in China hosted460 Distributors with 100 salesPersons . The customerFeedback is very good.This Event is done on yearlybasis
Page 28Confidential Property of Schneider Electric |
Commercial Logistics OfferThe key process to increase agility and responsiveness and get competitive advantage
CLO formalizes relationships with our customers, framing their desired end to end order to delivery experience
CLO defines lead time offer and logistic capabilities to be implemented by customer segment
Output is the best possible trade-off between Product offer, Lead Time & capabilities, inventories and costs
Roles
Product Offer (Broadness of catalogue)
Lead Time offer & Capabilities
CostsInventories
● Within a collaborative and regular process, it engages all Stakeholders from Logistics, Supply Chain Planning, Sales and Finance.
● In geographies, the process owner is the CPC / CLO manager within the Logistics organization
● Country president & Business VPs sponsor and support the process. They validate the final CLO, and ensure the proper communication to the customers
Page 29
15 Capabilities & Customer Segment – Global (Subject to Localization)
Capability applicable to this customer segment
OEM Non-Repetitive OEM
Panel Builder
System Integrator
Distributor - Project
Distributor - Diffused
Retail Distributor
DIY End-User
Commercial Logistics Offer
Product Life Cycle
Fast Track
Digital Order & Delivery Status
Track & Trace
Customer Dashboard
Staging Order
Complete Order
Promotion
Kitting
Plant to Customer
Last Minute Change
On-Site Delivery
Order Grouping
Precision Delivery
Some capabilities can be charged (Fast Track, Kitting,..) Some capabilities can have different service level depending customers (last minute change for CTO for VIP customers
Confidential Property of Schneider Electric
Digital Delivery Experience in GSCWhat’s coming
next onMy Schneider ?
72.9% of order lines are placed digitally by Customers
Digitization at Order Entry in Q1
Q1’16 Vs Q4’15
MySE 21.8% -0.8
EDI 51.3% -2.3
Track & Trace in Q1
Track & Trace deployment in NZ, Colombia
Staging order in India, Brazil, Chile
Order Modification : Deployment in several countries & new feature (simulation button)
P&A : display Stock Available for Russia & India
* DCE Source / GSC Emea
Digitization dashboard : Q1 2016
Forwarders connected
77
Number of lines delivered
32.0 Millions
27,4 MillionsNumber of lines with Track & Trace 85.6% of lines delivered
Out of 490+ carriers
Delivery Functionalities
Number of Front-OfficesConnected
Deployed up to
MySE Coverage
24
65
68.5%(accessible
scope)
Customer activities In few key countries, the activity with MySE increased by 10% over Q1 :China 3268 visit / dayIndia 974 visit / dayRussia 1533 visit / dayUK 1170 visit / dayAustralia 678 visit / day
Top FunctionalitiesPrice & Availability ,Order Entry, Order & Delivery Status, T&T
We focus our transformation on 3 Major dimensions to drive our Strategy & Success for our Customers
Page 31Confidential Property of Schneider Electric |
Network Optimization & Transport
TSC 2.0 Key Initiative UpdateNetwork Optimization & Transport• Create a Customer Aligned Logistics Footprint with Delivery
Capabilities that drive optimal Customer Satisfaction, quality, service and cost to serve leveraging Network & Transportation Modeling
Objectives / Vision• Network modeling completed in Brazil, China, Pacific, Europe, India,
NAM & SELA. Global Model & refreshes in China and Pacific.• Refine strategy/next steps using model outputs NAM/Europe.• Drive the Global transport transformation with regions.• Align and accelerate productivity with the regions from low hanging
fruits focusing on Air & Express.• Launch loading factor improvement optimization program.• Implement digitization for customers on transport with LLP/LTP.
Main Actions
% Air/Sea deployed with global partners > 99% YTD May > 95%
Air / Sea ratio (with ITB) 7.8% YTD May 8.8%
Regions DS Modeled 7DS initial, 2 refreshed, Global model in-flight
Key Indicators
Network Modelling and Optimization Customer Aligned Logistics
Digitization
• 5 Supply chains incorporating Services: Collaborative, Lean, Agile, Project & Fully Flexible (Crisis)
• EAN & Master Data to improve Delivery Complaint Rate and drive next level of Distribution Centre Optimization
• Industrialized GSC Customer Research Survey, rolling out in select Countries in EMEA, EAJ. .
• Digital Delivery customer experience• Adopt Supplier Visibility tools to
support Transport Control Tower• Global Messaging Platform• Digitized trade tools deployment• Lead Transport Provider (LTP)/
Transport Management System (TMS) deployed in targeted sites.
• Lead Logistic Provider(LLP) air and ocean
• Modeling deployed in all regions, working now on global model
• DC Transformation initiatives under way to optimize use of footprint.
• Transport Supplier Reduction targeted to 300
• Brokers Reduction Targeted to 120• Freight Audit Payment either in place
of process of implementation• Drive sustainable productivity
Tailored Supply Chain 2.0
deployment in China
Schneider China Supply Chain Digitization journey
Page 34Confidential Property of Schneider Electric |
NCP
Supply Chain Transformation
+ more
Downstream SC• Kinaxis (SIOP)• One MM tool (MM)• Track & Trace• LIME
Upstream SC• E-Reverse Auction • Vfast (Supplier forecast)• Vendor Web Portal (PO)
Logistics• Llamasoft (Network Modeling)• OTM (Transportation)
Manufacturing• MES (E- Order, E-SIM & Andon, E-Kanban&Pull, E-WI, Quality control)
Implement Best of Breed Digital tools> Extract customer insights through our data lake> Extract the value of our best of breed Tools in supply chain optimization> Setup Data Analytics incubation team to Innovate and create competitive
advantage
Digital Journey within our Tailored Supply Chain 2.0
> Digital End to End Planning, Forecasting and Inventory with Kinaxis
Digital Solutions for Supply Chain efficiencyDigital Customer Delivery Experience
> Network Modeling to optimize distribution footprint, transportation and lead times
> Digital Factory to have full visibility and ensure product quality
Smart Supply Chain is an End to End Approach with Customer
Page 36Confidential Property of Schneider Electric |
Dashboard Order Pattern
Open Orders
Customer Lead Time
Sales Backlog LIME
• Dashboard
Calculate & Show the KPIs by chart & Excel based on user selection.• Order Pattern
Analysis sales order info to get customer’s ordering behavior. • Customer Lead Time (CN To Be Deployed Due to China SAP not capture
E2E yet)Analysis the lead time from order placing to ex-works DC/at door by customer to get improvement opportunity
• Open Orders
Show overall backlog order status .per selection (future due and past due)• Sales backlog
Show overall sales backlog status VS forecast
LIME - Logistic Intelligence Made Easy: Customer Sales & Performance shared dashboard
Page 37Confidential Property of Schneider Electric |
Track & Trace - provide full delivery visibility optimizing our customers’ projects and operations
Shipping Details• Tracking delivery-to-customer door 24/7 through
Schneider’s online portal
• Improve customer digital experience on order and delivery tracking, easy manage project scheduling
• Available in MySE
Schneider DC
Customer door
Smart Supply Chain is an End to End Approach with Customer
Page 38Confidential Property of Schneider Electric |
Transparent Plant - Transparent Information from SO Creation to SO Delivery
https://setp.schneider-electric.cn/
It can provide customer transparent, reliable, on time SO Info.
Smart Supply Chain is an End to End Approach with Customer
Page 39Confidential Property of Schneider Electric |
Kinaxis – Sales, Inventory, Operation Planning Tool
What is Kinaxis• ONE Unique Planning Collaborative platform to support
End to End SIOP Process:
Achievement• Collaborative Sales Forecast :
• Operational run with Kinaxis in China and HK from 2015 Q2
• Deployment Co-planning with Customer in progress.
• Demand Requirement Planning : • Operational run with Kinaxis in
Trading cluster and MTS-MTO Cluster.
• Validating the solution for network modeling, to meet China specific biz needs.
• Master Production Planning : • Operational run with Kinaxis in
SSD&WPF from 2014.• Green light for MPP roll out to
other plants. Deployment Schedule to be validated by Global team.
• Vendors Forecast co-Planning : • Validating Vendor forecast new
logic in 2015 Q3• Plan to go live in Q1,2016.
Next Focus• Complete End to End Digital
Supply Chain implementation with vendor forecast co-planning function.
• Roll out Master Production Planning to all Make To Stock plants
• Deployment of DRP to remaining entities in China.
• Run all SIOP Steps and Collaborative meetings live in Kinaxis
Smart Supply Chain is an End to End Approach with Customer
Page 40Confidential Property of Schneider Electric |
• Interfaced with our ERPs • Effective daily transportation
planning and DC execution• Deployed in 7 GSC China sites
so far• 1 single data source of truth
• Local for Local deployment • Deep data mining & crunching• Perform continuous “what if”
analysis • Identify saving opportunity• Optimize End to End supply
chain operations
• Master data accuracy
• Break carrier monopoly
• Transportation business processes, contracts & rates standardization
• Cost visibility and management
• Improved productivity
• Benefiting to customer delivery experience
Transportation transformation by Schneider Supply Chain in
China
Providing Operationswith tactical directions
(flow optimization,stock rebalancing…)
Data feeding ourNetwork Modeling
Translate business need into OTM system
Oracle Transportation Management system & Network modeling - enables us to re-engineering our SC 1/2Smart Supply Chain in Designing the Logistic footprint
Smart Supply Chain in Designing the Logistic footprint
Page 41Confidential Property of Schneider Electric |
Integrate & optimize transportation resource
Customer demand vs.
DC LfL status
Planning:what’s to be shipped today?
Planning: What’s to be shipped today?
Oracle Transportation Management system & Network modeling - enables us to re-engineering our SC 2/2
Smart Supply Chain is an End to End Approach: Manufacturing
Page 42Confidential Property of Schneider Electric |
Manufacturing Execution System 1/3
Operations Technical Scheduling Labor Management Technical Data &
Document ControlMaintenance Management
Machine Allocation and Status
Data Collection
Quality Management Product Tracking & Genealogy
Work Orders Management
Process Management (Interlocking &
Conformity)Performance
Analysis
PROCESS (Manufacturing operations)
ERP / PDM (Business Operations)
Closer to the ERP features
Closer to the Process Features
Acquisition
Production management
Process control
Performance and Quality
Receipts providing
Maintenance
Dat
a tr
ansa
ctio
n tim
e fr
ame
> Day / shift
< Day / shift (hour)
Real-Time
• Standard of 11 modular bricks of functionality (refer to ISAs95 standard)• MES is the “production driver” of data between real time and business operations• Functions logically contribute to each other
Page 43Confidential Property of Schneider Electric |
Support assembly process in the workshop:The aim of the MES is, from an order portfolio issued from SAP, to prepare the execution (technical scheduling if required), to control and follow up the production execution. After the production execution, the information is given back to SAP for the inventories and production activities update.
Align with SPS requirements: •Must be design in accordance with the 40 SPS principles
•Must display “visual” information to users: Visual Management
•Must be Helpful to react faster in front of problems
•Must be useful for Short Interval Management
•Must be helpful to trigger production and MPH when process or mix-model make it difficult
•Complementary to ERP when the function required is not available
Smart Supply Chain is an End to End Approach: ManufacturingManufacturing Execution System 2/3
Page 44Confidential Property of Schneider Electric |
MaintenanceCustomer
Production
SAPMESWarehouse
Quality
KPI & Andon(E-SIM)
Order management
Paperless(E-WI,drawing…)
E-Kanban & Pull
Quality control(traceability)
Smart Supply Chain is an End to End Approach: ManufacturingManufacturing Execution System 3/3
Page 45Confidential Property of Schneider Electric |
One MM Tool – ERP Master Data Management and Optimization
What is One MM Tool Is a cloud based web client application
for material Management, could be used by multi -organization, multi –functions with standard rule, KPI and dashboard
Achievement•Stock Parameters Optimization: installed standard calculation method for the parameters such as ABC/FMR, Safety Stock, Re-order Point Economic order quantity etc.
• Health Stock Management : Health stock range, Health stock Ratio, Health stock tracking and actions tracking
• Demand &Inventory Visibility: get stock, open SO and order history in Global IG plant
• Obsolescence Management : manage New Obsolete Creation(NOC) and Pre- NOC, Scraping Tracking
• Lead Time Management : OG customer E2E lead time track, OG supplier lead time management
Next Focus
• Continuous Optimization on Health
stock Ratio, reduce Obsolescence
• Continuous Optimization on E2E
Lea time to customer or from
suppliers base on analysis from
one MM Tool
• Deploy NOC and Pre-NOC for
other DCs and Plants
• Training for new deployed plant
AVX P
• Deployment plan for AVX E
Architecture scheme
UHS Management
UHS RCA
Management
NOC Management
Supplier LT
Management
Customer LT
Management
Smart Supply Chain is an End to End Approach: Manufacturing
Page 46Confidential Property of Schneider Electric |
Sites Management Practices – Visit register, Plant introduction, Andon, …
Andon SystemPlant Digital Introduction
GO See – to share excess equipments, toolsCustomer Visit e-register System
Smart Supply Chain is an End to End Approach: Manufacturing
Smart Supply Chain is an End to End Approach: Vendor Bidding Tool
Page 47Confidential Property of Schneider Electric |
e-Reverse Auction : Supplier on-line bidding tool
I know exactly the price range and I want savings
3I want to have some allocation and I want savings
2I will award 100% business to the best price
1
English Auction Dynamic Auction Dutch Auction
An e-Reverse Auction (eRA) is a dynamic on-line negotiation where one buyer invites several suppliers to
progressively improve their bids during a short period of time, in order for them to win a specific contract.
ARIBA
Smart Supply Chain Is an End to End Approach: Upstream Order Management
Page 48Confidential Property of Schneider Electric |
Vendor Web Portal: standard tool in PO Release, Acknow., VMI Visibility, Delivery Bar Coding Paperless
Paperless PO
Vendor Performance
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