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Copyright LeanCor Supply Chain Group
Regional Vice President,
LeanCor Supply Chain Group
Principle,
LeanCor Board of Directors
Career Focus:
Focused entire career on third party logistics, sourcing,
materials management, transportation, and consulting.
Experience includes multiple international operational
launches:
Green and brown field start-ups at Toyota Motor
Manufacturing Indiana
Jabil Circuit manufacturing plants in Hungary and
China
Currently Responsible For:
Deploying lean solutions and operational
implementations for LeanCor Consulting customers
Providing strategic vision and organizational leadership
on LeanCor’s Board of Directors
Co-Author:
Building a Lean Fulfillment Stream (Lean Enterprise
Institute, 2010)
Copyright LeanCor Supply Chain Group
Strategy Manager, -Manufacturing and Global Supply Chain Division,
Bose Corporation
Lean Six Sigma Black Belt
Career Focus:
Joined Bose Corporation in 2004 as a new products and commodity specialist, focused on various mechanical and electrical commodities. In 2008, Katie led the SAP source-to-pay team for the global implementation of SAP in Japan. Her roles since then have focused on driving operational excellence within the division and the supply base.
Currently Responsible For:
Driving the Lean Fulfillment Stream strategy for the Global Supply Chain division and developing overall lean maturity for Bose
Copyright LeanCor Supply Chain Group
Lean, supply chain, six
sigma, and leadership
courses delivered in public,
private, and online settings
that develop people
capability and build a
culture of operational
excellence.
Project-based, end-to-end
supply chain solutions that
improve your processes,
reduce inventory and Total
Cost, and optimize your
network.
Custom, outsourced
transportation
management and
warehousing solutions that
optimize material flow and
exceed your business goals.
Trusted supply chain partner that specializes in lean principles to deliver
operational improvement.
Copyright LeanCor Supply Chain Group
Build to Order = No Overproduction…So what’s the problem?
Supply LT
+
< = Inventory
MLT + OL + < Customer LT = BTO Supply LT
Customer LT MLT + OL
…Here comes the “F” word
Copyright LeanCor Supply Chain Group
• Customer Fill Rate (SLA)
• # of DC’s (Lead Time to Customer)
• Production Frequency
• Supplier Sourcing
• Transportation Modes
• Replenishment Frequencies
• Purchasing Contracts
• Metrics – What We Measure
• Transportation Modes
Copyright LeanCor Supply Chain Group
• Cycle Stock – inventory needed to cover demand during replenishment interval
• Buffer Stock – inventory needed to cover demand due to common cause variation in the supply chain
• Safety Stock – inventory needed to cover demand due to special cause variation in the supply chain
Copyright LeanCor Supply Chain Group
Sell Less – reduce our demand
between replenishments
Increase velocity – replenish more
frequently
There is no third option X
Copyright LeanCor Supply Chain Group
What is the rhythm of your supply chain?
All supply chain activity should match this rhythm
Are you leveraging your current velocity?
Every part/product every interval
What is the impact to transportation cost?
Do we have the ability to measure Total Cost?
Copyright LeanCor Supply Chain Group
How are we performing? What are we measuring?
Customer Demand Variation
Transportation Variation
Lead Time Variation
Supplier Fill Rates
Consumption Variation
Inventory Discrepancies
Poor Quality
We hold inventory to protect our business against this variation. The only way to reduce inventory is to improve in these areas.
What source of supply chain variation causes you to hold the most inventory?
Copyright LeanCor Supply Chain Group
How are we performing? What are we measuring?
Customer Demand Variation
Transportation Variation
Lead Time Variation
Supplier Fill Rates
Consumption Variation
Inventory Discrepancies
Poor Quality
Copyright LeanCor Supply Chain Group
How much you hold is a
business decision.
The longer your lead times, the
more safety stock you should
hold.
You need to have visibility to
the use of safety stock and
determine root cause.
Look to reduce safety stock over
time.
Attention! Attention! You have used safety stock. Special cause
variation has occurred in your supply chain.
Copyright LeanCor Supply Chain Group
Katie Jenkins,
Strategy Manager
Manufacturing Global Supply Chain
Bose Inventory Challenge
Copyright LeanCor Supply Chain Group
Bose business is Changing – Customers are more demanding, frequent product refreshes, complex
product offerings, global customer base, increase need for flexibility
– Challenge: Reduce inventory and increase inventory turns
SoundLink® Color Bluetooth® speaker
SoundLink® Bluetooth® speaker III – NFL Collection
SoundDock® XT
QC®25 headphones
CineMate 15
Copyright LeanCor Supply Chain Group
What prevents us from turning our
inventory 50x a year?
o The Bose supply chain is setup to operate under a weekly cadence
o Lack of end-to-end visibility of supply chain performance
o Complexities are managed with Inventory
o High Instability in Supply Plan Signal
o Evidence of poor supplier on-time, right quantity delivery
o All Products Planned the same
o Metrics Align to Direct Cost not Total Cost
Copyright LeanCor Supply Chain Group
What Bose is doing about it
o Examine long lead-times with our supply base
o Gain Control of Supply base -Fill Rate
o Plan for every part and a plan for every product
o Stability in our Supply Signal
o Re-examine supplier shipping methods and practices
o Postponement capabilities to manage the complexity
o Total Cost Decision Making
Copyright LeanCor Supply Chain Group
1. Education and awareness. Inventory is a result of business decisions.
2. Put it in piles. Cycle Stock, Buffer Stock and Safety Stock.
3. Get rhythm. Understand the natural rhythm of your supply chain and work to
get all supply chain activities to match that rhythm. Begin to measure Every
Part/Product Every Interval.
4. Reduce variation. Improve the stability and performance of all supply chain
activities to reduce the need for Buffer Stock.
5. Determine safety stock. Make sure you know when it is used. When it is
used, make sure you know why. This is your business informing you that
something out of the ordinary has happened.
Copyright LeanCor Supply Chain Group
Kevin von Grabe
859.803.3858
Let’s connect on
Katie Jenkins
Let’s connect on