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Case study of “benchmarking” logistics & supply chain mgt in Thailand PowerPoint PPT Presentation


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Case study of “benchmarking” logistics & supply chain mgt in Thailand. Asst. Prof. Ruth Banomyong Head, Dept. of International Business, Logistics & Transport Thammasat Business School Banomyong@thammasat.net. Agenda. Benchmarking? Benchmarking logistics framework Example of Thai output - PowerPoint PPT Presentation

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Case study of “benchmarking” logistics & supply chain mgt in Thailand

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Case study of benchmarking logistics supply chain mgt in thailand l.jpg

Case study of “benchmarking” logistics & supply chain mgt in Thailand

Asst. Prof. Ruth Banomyong

Head, Dept. of International Business, Logistics & Transport

Thammasat Business School

Banomyong@thammasat.net


Agenda l.jpg

Agenda

  • Benchmarking?

  • Benchmarking logistics framework

  • Example of Thai output

  • Questions & Answers


What is benchmarking l.jpg

What is benchmarking?

  • Benchmarking is an improvement technique that considers how others perform a similar activity, task, process or function.

  • Benchmarking is not only a comparison of key performance indicators (KPIs) although benchmarking uses KPIs to compare operations.


Reasons to benchmark l.jpg

Reasons to benchmark

  • The objective in developing the benchmarking exercise was to gain information on how organisations:

    1.Defined current performance levels

    2.Quantified the gap between current levels and best practice.

    3.Managed the logistics process from the perspectives of inputs into the system and logistics outputs.


Superior performers spend less on logistics l.jpg

Best-in-Class

Average

Superior Performers Spend Less on Logistics

Best practice performers have 4-6% lower total logistics costs (% of gross sales)

Total Logistics Cost (Procurement, Inventory Carrying costs,

Warehousing, Transport & Customer Service)

% of

Gross Sales

12%

12%

12

11%

10%

10%

10

8

7%

<7%

<6%

<6%

<6%

<5%

6

<3%

4

2

0

Industrial

Suppliers

Pharma

ceutical

Supply

Distributors

Manufact

urers

Retail

Suppliers

Source: Benchmarking Success, 2002.


Benchmarking logistics framework l.jpg

Benchmarking logistics framework

  • Benchmarking exercise conducted in 2002 with Thailand Productivity Institute.

  • 18 Thai companies registered

  • MNEs, State Enterprises & SMEs

  • Use of SCAR framework

    (Supply Chain Assessment Review)


World class supply chains l.jpg

World Class Supply Chains

Service

19% of

Supply

Chains

deliver

>97%

in full

by line.

Only 8%

of supply

chains

match that

with on-time

Delivery

Of >97%

Only4%

base that

on the

customer’s

1st request

Cost

Only half of these organisations do it at low cost!

Only 2% of supply chains achieve world class DIFOT & low cost


Difot l.jpg

DIFOT

Calculation of Delivery in-full and on-time (DIFOT)


Procurement overview l.jpg

Procurement Overview

Trade Offs

Best Practice

Procurement

Supplier Performance (Service)

Cost of Procured Product

Cost of Procurement Function

Manage Cross Functional Trade Offs


Supplier performance l.jpg

Supplier DIFOT

What’s yours?

-

Delivery

in-full

Ave 93%

Delivery

on-time

Ave 95%

=

Less Rejects

Ave 1%

X

Supplier Performance

Measure

& manage via

Supplier

Evaluation

What is the flow on effect to you?

More inventory?

Low service delivered to your customers?

Unnecessary costs?


Balanced kpis is forecasting important l.jpg

Balanced KPIs – Is Forecasting Important?

5 Strategic Level 1 Supply chain KPIs:

  • Customer service – DIFOT

  • Cost to deliver to service – total and functional % of sales, Cash cycle.

  • Sales Forecasting Accuracy.

  • Inventory Turn Over.

  • Supplier DIFOT (for distributor) or manufacturing performance.


A benchmarking model l.jpg

A Benchmarking Model.

The Charts (service-cost and inputs-outputs) uses the results from a Customer Order Fulfilment and Supply Chain Survey. Questions selected are those that impact on logistics best practice.

The Customer Order Fulfilment and Supply Chain Survey consists of eight parts which include:

  • Profile of operation-DC/warehouse

  • Logistics & SCM structure-Transport

  • Purchasing-Customer service

  • Inventory management- Functional Costs


Kpi summary l.jpg

KPI

----------------------Performance------------------

CP

DIFOT

(in-full x on-time)

<80%

90 – 94 %

>98%

CP

Cash to

Cash Cycle Time

>80 Days

45- 55 Days

<40 Days

KPI Summary

Comparisons

with Relevant

Grouping from

the Database:

e.g. 240

Manufacturers

Including:

IBM, HP, Campbells,

Black & Decker, Fuji,

3M, Honeywell, Mars,

Siemens, Kodak,

Nestle, Coca Cola,

etc

WORLD

CLASS

CP

Total

Logistics Cost

>8%

5 - 7%

<4%

CP

Customer

Claims

>3%

2%

<1%

CP

Stock

Turnover

3

5

7

Disadvantage

Parity

Advantage


Cost service chart l.jpg

= Outlines the spread of other organisation's positions on the Champions-Challengers chart.

Note the darker colouring designates greater concentration of companies.

Cost & Service Chart

Thisis the Cost and Service chart for 240 Australasian and Asian Pacific manufacturers.

This chart illustrates the service delivered by the XXX Manufacturing supply chain, balanced against the costs incurred to deliver that service.

“This plots XXX Manufacturing as a 85th percentile (low) cost operation delivering 95th percentile service levels across the supply chain.

100th percentile is best practice.

The XXX Manufacturing supply chain operates in the cost-service square that indicates marginal service improvement potential and some cost reduction opportunity.

XXX


Slide15 l.jpg

Inputs & Outputs Chart

= Outlines the spread of other organisation's positions on the Champions-Challengers chart.

Note the darker colouring designates greater concentration of companies.

Thisis the Inputs-Outputs chart for 240 Australasian and Asian Pacific manufacturers.

This chart plots the XXX Manufacturing supply chain as having 100th [best on database!] percentile outputs.

100th percentile is best.

The XXX Manufacturing supply chain operates in the inputs – outputs square that indicates some potential to further develop the input structure, in order to provide a robustness that will ensure XXX Manufacturing continue to deliver high outputs. Does the level of complexity require more sophisticated inputs? Would XXX maintain high outputs given a 20% surge in demand.

XXX


Supply chain inputs l.jpg

Supply Chain Inputs

Definitions:

Plans: Business (including customer) plans & deployment.

KPI: KPI reporting, integration deployment & alignment (operat ional & customer management).

Culture: People, Leadership, communication, deployment, & relationships with customers & suppliers.

Evaluation Tools: Strategic evaluation & management tools, e.g. Product Port Folio Technique (PPT), Pareto analysis of inventory (ABC), Customer research, supplier evaluation, etc.

Enabling Technologies: Processes, applications & technologies that enable. Management processes & IT enablers (ERPs, EC, WMS).

Structure: Organisational structure and responsibility and structure of supply chain.

The chart below illustrates the performance of supply chain inputs (enablers) that XXX use to achieve their current service and cost structure.

Underdeveloped inputs equate to close to the centre while best practice is extreme outside of web.

XXX Supply Chain Inputs

Plans

100%

80%

60%

KPI

Culture

40%

20%

0%

Evaluation Tools

Enabling Tech

XXX

Structure


Slide17 l.jpg

= Outlines the spread of other organisation's positions on the Champions-Challengers chart.

Note the darker colouring designates greater concentration of companies.

Thailand Inputs & Outputs Chart

Thisis the Inputs-Outputs chart for 18 Thai Supply Chains. Compared to other Thai companies:

This chart illustrates the outputs delivered by Thai companies’ supply chains (an aggregate of service and cost), and the inputs structure (plans, systems, technologies, culture) in place to deliver those outputs.


Peer group methodology l.jpg

Peer group methodology