Maximize Flexibility & Efficiency across Assets and Markets with Inventory Mobility

Maximize Flexibility & Efficiency across Assets and Markets with Inventory Mobility

Eye For Transport Hi-Tech & Electronics Supply Chain Summit

Pascal Fernandez April 14th 2011

Your presenter

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Pascal Fernandez Avnet EM

» Director EMEA Business Development, Avnet Velocity

» Global Business Manager for one of Avnet largest OEM Customer

» Director of EMEA Sales and Customer Operation Avnet Supply Chain Services

» Electronic Engineering background

» 25 years with Avnet

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Agenda

• Avnet Velocity Overview• Mobility predicted as Priority One• 5 Steps to achieving mobility• Mobility, Avnet Takeaways• Q&A

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Avnet Inc Company Snapshot

• Founded in 1921• AVT listed on the NYSE for 50 years • Global Headquarters: Phoenix, Ariz.

• No. 142 on 2010 Fortune 500

As of FY ‘10

Americas$8.37B

EMEA$5.95B

Asia$4.84B

TS$8.19B

EM$10.97B

31%

25%44%

43%

57%

• Named Fortune’s Most Admired for Technology Distribution: 2009, 2010 & 2011

• FY’10 Annual Revenue– Avnet, Inc. - $19.16 billion– Electronics Marketing - $10.97 billion– Technology Solutions - $8.19 billion

• 300+ locations in over 70 countries• ~300 suppliers/100,000 customers• 70 acquisitions since 1991 • 17,000+ employees worldwide

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Avnet Velocity Direction

What are we doing?

Developing Global Supply Chain Solutions for our customers and suppliers•Creating new value streams •Incubate new models / tools•Further develop our ability to bundle creative solutions for our customers and suppliers

How?Leverage our global supply chain visibility and management capability to develop leading service solutions that enable our customers and suppliers to manage their supply chain complexity

Service solutions

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Top 10 Supply Chain Predictions 2011

1. Demand (and Supply) Management re-architechture refueling robust SI&OP

2. A Quest for simplified Process Excellence

3. Supply Chain Network Optimization becomes a true competitive differentiator

4. Sustainability definition expands & start to drive innovation for products & SC

5. Manufacturing and inventory mobility

6. SC remains a « Risky Business »

7. Organization design considerations reveal the critical SC « Talent Gap »

8. Supply Chain Segmentation and Strategy become more formalized and gain traction

9. ROI based IT delivering visibility

10. SaaS (Cloud Computing) Solutions continue traction

Source: InForumMarch 2011

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Avnet Supply Chain Trends Chart

PROBABILITY

IMPPACT

Low

High

High

Focus Items Mfg & Inv

mobility

Avnet Executive cross functionnal analysis on likelyhood and impact of those trends on our industry:

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Manufacturing and Inventory Mobility highest score

• Enables the flexibility and efficiency of all key assets

• Take advantage of emerging markets where proximity remains key

• Navigation of “trade” with greater acuity

• Streamlining of business processes with IT enabled

• Also places pressures on mobile work force -

Manufacturing & Inventory Mobility

Partial Source: IDC Manufacturing Insights – P. Manenti

mo·bil·i·ty n.1. The quality or state of being mobile2. The ability to move physically

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Electronic Industry Supply Chain Summary

Telecom Infrastructure, Networking

IP in Western Europe and North America Manufacturing in China and Emerging countries for Regional Markets Returning to and Remaining in Europe and East Europe for EMEA

Automotive

Electronic is the biggest material spend for high end cars !

Transportation cost, proximity to end customer and Quality constraints keeps PCB assembly in Europe for European market

Industrial, Medical, Energy

Low to high volume remains in indigenous region High volume low mix goes to Asia on occasion

Transportation, Avionic, Defense

Remains in Europe for European marketIP and Quality key factorsGovernmental influence

Toy industry, consumer goods, mobile phones, personal computers….All moved to Malaysia, China, Taiwan, where next….Only cost maters, biggest consumer market in Asia

5 Keys to Mobility Success

① Recognizing the ‘need’ using Supply Chain Design and Optimization techniques

② Understanding Cost-to-Serve & building CTS models

③ ‘Sensing’ future demand trends and Macro-economic factors affecting ‘Profitable Proximity’ needs

④ IT-enablement for visibility and decision making

⑤ Close the Talent Gap

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• Major optimization drivers:

– Currency fluctuation, oil price, service demands, sustainability (regulation or policy), risk & transportation tightening

• Profitable Proximity continues for sourcing and logistics

• Manufacturing & distribution assets as well as inventory will become optimized

• Dynamic Scenario-based Optimization is key

• Approach to Outsourcing & Sourcing balancing geographic supply/demand with total supply chain costs (including inventory & risk)

• Deepening interference of government

Supply Chain Network Optimizationa true competitive

differentiator SC Networks respond to changes in the buying power of consumers (demand) &

respond to macro & micro-factors

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Understanding Cost-to-Serve

• Cost-to-Serve (defined)– The total costs to get your product to your customers including the

various elements of the supply chain costs as well as sales and promotional efforts

• Carefully control cost-to-serve in order to maintain profitability even under competitive pricing pressures

• 1st – know your cost-to-serve

• 2nd – know your cost drivers

“Cost to serve provides the required insight to distinguish profitable business from unprofitable business”

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⑤ T-shaped people for sustainable management

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Demand Sensing & Profitable Proximity

• Demand volatility or energy price drivers– Some momentum lost when fuel price normalized

– However, environmental considerations are re-fueling these possibilities

• Approach to (out)sourcing that better balances geographic supply/demand with total landed costs (not PPV only)

• Costs, service demands, risk and supply continuity will continue along with the associated environmental concerns– Examples include: NCR, Ericsson, National Instruments

Partial Source: IDC Manufacturing Insights – P. Manenti16







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• Time-to-Value• Budgets remain constrained pressuring ROI-

based evidence• IT-based analytics help to identify and

mitigate risk and add Predictability• Focus on Visibility and Intelligence• Manufacturers will invest in learning how to

incorporate mobility applications and smart devices

• Social Media raises in importance

ROI-based IT delivering visibility

Supply chain visibility will climb on the IT application priority list as manufacturing companies increasingly identify critical use cases to drive

both cost savings and improved service levels

Source: eKNOWtion

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Organization Design considerations reveal the critical SC “Talent Gap”

•Organizations are "leaned out” and are relooking at the skills we possess or require is more important than ever • Despite impressive strategies, clear processes, and powerful technologies, unless we possess proper organization, people, skill sets, experience, aptitude and training supply chain performance will be mediocre at best

• Universities and recruiting firms will be first to deal with this trend and attempt to ‘capitalize’ on the ‘talent gaps’

Source: Supply Chain Council

2010 was difficult – 2011 will be worse

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• Everything is a Supply Chain, SC D&O provides a crutial competitive advantage

• In the long run Economics win, understand Cost to Serve is Vital

• Sense and respond, chalenge profitable proximity, Globalize everything you can and localize what you must.

• Information rules! Treat visibility, access to information as fundamental.

• Closing the Talent Gap. Recruiting and developping talents is every manager’s number one obsession

Mobility, Avnet Takeaways

Thank you

[email protected]

www.avnet.com

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