Upload
dinhtuyen
View
237
Download
0
Embed Size (px)
Citation preview
Transform to the power of digital
Integrated Business Solutions (IBS) in SCMService offering for “next generation” shared service center approach
Development of Service Function Scope and Delivery Models
In recent years, consolidation possibilities emerged with a global perspective where onesaw American companies as pioneers and European companies as followers of the trend
Copyright © 2017 Capgemini Consulting. All rights reserved.
2
1980
Development of Service Function Scope Development of Delivery Models
Source: North Carolina State University, New York University, Capgemini Research
Having learned from classic shared service centers, the scope of consolidated service functions is now widened to operational business, focusing on highly standardized transactional processes
Demand locations Demand restrictions
Availability of skilled workforce
Capture and transport knowledge
Global and connected world
Desire for much lower labour costs
Onshore
Nearshore
Offshore /Rightshore
Globalbalancing
Industrialized services Workforce optimization Core competence
optimization
2017
Components
Reduction of vertical integration by sourcing of components or assembly
groups
Classic Support Functions
Outsourcing of IT services (IM / AM), BPO for Accounting / Payroll, Captive SSCs for additional
support functions
Operational services and support
Consolidation of operational business processes (e.g. Documentation, master data management,...) and bundling
in either captive SSCs or selective BPO
IBS positioning and purpose
IBS can be seen as a “next generation shared service center” approach with a widened up positioning to create a service delivery unit for transactional parts of the supply chain
Copyright © 2017 Capgemini Consulting. All rights reserved.
3
Value-add
Gen
eral
Re
lati
on
to
op
era
tive
bu
sin
ess
Spec
ific
TransactionalKnowledge
based
Self Service Business areas are enabled to independently work on tasks
Helpdesk & Callcenter SPOC (Single point of contact) for internal contacts
Business Partner Decision support for business Linkage and alignment with business
necessary High knowledge transfer Support of decision and interface
between business areas and operative processes
Business area Business area / operations specific tasks
with high local component Mostly transactional, regular activities Necessity for local input / programs
Corporate / Competence Center Organized by knowledge areas Cross BA leverage of high expertise Development of internal “best practices” Close link to top management
Periodical, non transactional activities
Transactional Partner / Shared Services Rule based, high volume, operative focus High process intensity High standardization, effectiveness and
efficiency
2
31
Integrated Business Solutions
The purpose of IBS is to shift significant chains of the process to a global supply chain management backbone with regional / global service delivery centers by addressing four levers:
Integrate / consolidateglobal consolidation of transactional processes
Standardize common process models / transparent delivery
Digitize / automatedigital process interfaces and automated workflows
Manage services application of service mgmt (SLA/KPI/Pricing) standards
1
2
3
4
SCM in the context of IBS
Using a common operating model platform, nowadays service centers can be extended towards the processes of supply chain management
Copyright © 2017 Capgemini Consulting. All rights reserved.
4
Finance
HR
Procurement
IT
CREM/ Fac. Mgmt.
Supply Chain Mgmt
Controlling
Possible scope for global service platform
Supply Chain Management as new functional scope for integrated business services, leveraging existing centers and technology to improve cost basis, drive standardization and quality and allow for global scalability
Common IBS Operating Model – global support platform further increases cost savings by harmonizing and standardizing IBS structures
Analytics
Typical SSC service scope today
Focus here
Global delivery modelOrganization and governance
Performance andservice management
Products andservices
Service definitionsand principles
Resourcing
Service selection criteria Service process split Process service handbook
Career model Comp & Ben. concept Workforce strategy Role demand profiles Recruiting strategy Employee value
proposition Trainings
HR and workforce qualification
KPI’s and service governance
Pricing model CIP2structure on
operational level BSA and SLA’s3
Organization,governance andescalation model
Framework policy BCP1 concept
Delivery hub strategy Delivery guidelines Delivery locations /
site selection Roll-in strategy and
planning
0.Quot. 1. Export
Order acceptance ExportQuotation Shipment processing Consolidation Invoicing
1.1
Receive order from customer or call
forward
1.1.1
0.1
Check feasibility and profitability
1.1.2
Check internal information
1.1.3
Initiate forwarding order (“single file”)
1.1.4
Shipment planning and booking (
1.2)
1.1.5
Additional services( 1.4)
1.1.7
Complete forwarding order
1.1.8
Pick-Up and Pre-carriage( 1.3)
1.1.6
Confirm booking1.1.9
Job costing( 3.3)
1.1.10
Shipment planning &
booking
1.2
Prepare and initiate internal
booking
1.2.1
Place internal booking
1.2.2
Create transit forwarding order
1.2.3
Prepare & initiate external booking &
potential consolidation incl.
FRB
1.2.4
Place external booking
1.2.5
Send internal booking
confirmation
1.2.7
Receive confirmation from
carrier
1.2.6
Pick-up &pre-carriage
1.3
Initiate subcontractor
order
1.3.1
Place subcontractor
booking
1.3.2
Additional services
1.4 1.5
Customs clearance export ( 1.6)
1.5.1
Security filing1.5.2
House B/Lprocessing
1.5.3
Consolidation( 1.7)
1.5.4
Send carrier shipment
instructions
1.5.5
Third party payment( 3.9)
1.5.7
Update “Shipped on Board” &
“Actual Time of Sailing (ATS)”
1.5.8
Receive carrier transport
documents[O B/L; M B/L]
1.5.6
Invoicing( 1.8)
1.5.9
Complete documentation
(incl. eFile)
1.5.10
Customs clearance
export
1.6
Prepare consolidation of internal bookings
1.7.1
Finalize and confirm load plan
1.7.2
1.7 1.8
Receive quotation request
0.1.1
Check existing internal customer
information
0.1.2
Check feasibility and profitability
0.1.3
Finalize quotation0.1.4
Receive booking confirmation
1.3.3
Initiate service order
1.4.1
Place service booking
1.4.2
Receive service subcontractor
booking confirmation
1.4.3
Initiate and prepare external
customer invoice(s)
1.8.1
Initiate and prepare internal
invoice(s)
1.8.2
Finalize and submit invoice(s)
1.8.3
Panalpina GBS HR Strategy“Engaged people in the right job equipped with the right skills for today and tomorrow.”
HR Manager will be responsible for the de-livery of people related elements of the com-pany strategy in BSC and acts as a Business Partner to the BSC Mgr
BSC HR managers are disciplinary led by the BSC manager and by Panalpina Regional HR on professional matters
HR Delivery Model
HR roles
Panalpina global defined HR processes are regionally adapted and implemented on-site
HR core process within the center is hire to retire: recruitment, placement, development, training, rewarding/retaining, retirement
Processes & Policies
Preferred recruiting strategy: new employees from local market
GBS will have its own employer value proposition
GBS / BSC culture shall correspond to the global Panalpina values and be locally influenced to a certain degree
People & Culture
There should be a uniform global HR IT system, preferably Panlink (successfactors)
Preferable high degree of digitalization of data and administrative processes (ESS/MSS)
IT System & Data
HR Governance Regional Business Service Centers have their own (local) HR – BSC HR Manager Each BSC HR Manager has a solid reporting line to the BSC management and a dotted line to Regional HR – he/she is involved in
the information flow of Country department to ensure regional integration and alignment with local HR topics
BSC HR Management focuses on qualitative HR tasks and cares about the BSC employees issues Personnel administrative processes (e.g. payroll) are either outsourced or conducted by Region / Area*
Support regarding recruiting & qualification partially by external partner or Region / Area (during ramp-up)
1
3 4
2
5 6
Dimensions for
GBS PerformanceManagement
Internal GBS Customers
Employees
FinanceProcesses /
GBS Services
Finance
• Translate strategic targets into metrics related to costs and profitability
Employees
• Translate strategic targets into metrics related to employees
Processes
• Translate strategic targets into metrics related to processproductivity and quality
Customers
• Translate strategic targets into metrics related to customers
Regional BSC (1..n)
Panalpina AG
Internal Customers
Global Business Services
Group COO
GBS Governance Board
Operative
level
Escalation
Level 1
Escalation
Level 3
Escalation
Level 4
Escalation
Level 2
Panalpina Executive Board
GBS Regional BSC Manager
Head of GBS
RCEO
BU Mgmt.
Opera
tions
Area / Country Mgmt.
OperationalInterfaces
GBS Reg. Gov. Board
BSC Country Service
Management
BSC BU Service
Operations Management
Team LeadProcess ExpertClerk
Process Manager
Operations / Product Manager
Strategy Vision and mission Guiding principles Governance framework
Business model Value proposition Roll-out strategy / concept
1
2
7
3 4 5
MissionVision
Global Business Services (GBS) will
– Reduce overall operating costs (costs/file)
– Operate standardized processes, ensure process compliance & continuous improvement
– Ensure and monitor high delivery quality (share of first time right files)
– Increase flexibility and scalability of core business
Global Business Services (GBS) is the internal service provider for defined services:
• Provides reliable cost efficient in-house, services, monitored and reported by SLAs & KPI’s
• Reflecting business needs (esp. complexity, language, availability)
• Operates based on global standards, while considering regional specifics
• Manages low staff turnover and encourages employee development
GBS is not:
• A separate profit center – it helps business to increase local profits
• A global process owner – but supports business to fulfill overall standards
GlobalBusinessServices
(GBS)
Drive
CIP1
Manage
Comp-
lexity
Live
Standard-
ization
Ensure
Quality
Manage
Risk
Increase
Scala-
bility
Lever
Wage
ArbitrageGBS
Vision
GBS
GBS
Possible further GBS centers
Conf irmed BSC locations
GBS
GBS
GBSGBS
Communication and change6
Transition model Stakeholder map
Communication and changemanagement plan
Communication guideline Employee talks
Plan
Return
Source Make DeliverDevelop Store
14
Plan
Return
Source Make DeliverDevelop Store
14
Along the entire supply chain we look at several processes, where consolidation brought more than 20% of savings in costs or in FTEs
Overview of cost-saving potentials in supply chain processes1
Copyright © 2017 Capgemini Consulting. All rights reserved.
5
13% increase in product availability through BPO for inventory mgmt
Order lead time improved by 12%
13% increase in product availability through consolidation of inventory management
23% reduction of FTE for order management
3-5% reduction in inventory days
50% reduction in FTE through central tariff filing
20% reduction in FTE through central reporting
10% cost savings through centralized container management 5% cost reduction in
transport and logistics through central management
25% deduction in FTE through central export/ import documentation
25% reduction of supply chain management costs through offshoring the planning Increase forecast accuracy 5-10% 14
5% deduction in FTE through offshoring Master Data Management
15% reduction in FTE through consolidating master data management
14
66% reduction in order cycle time
Up to 25% reductionin costs through consolidation of procurement
Increase in category spend compliance up to 95%
2-5% cost savings on inventory supplier management and consignment 50% reduction of required warehouse
space
15-25% reduction in costs through consolidation of procurement
1 Based on Capgemini Consulting project experience
10-15 % cost savings in technical documentation costs for complex products
10-15% production efficiency
IBS
IBS
IBS
IBS
For a global freight forwarder we consolidated 20% of FTE in core logistics processes in regional and global shared service centers on 4 continents
Case study consolidation of core processes in freight forwarding (1/2)
Copyright © 2017 Capgemini Consulting. All rights reserved.
6
Situation: Our client was facing heavy external and internal pressure resulting in the decision to re-shape its operating model towards consolidation and regionalization of transactional operational services
Solution: In close collaboration with client, establishment of a global service unit comprising 4 regional Shared Service Centers on 4 continents
We supported our client in 3 phases of the transformation:
SITUATION & SOLUTION
Consolidation of 20% of FTE’s in core processes
Savings of 50-60% personnel expenses per shifted FTE 10% p.a. steady state savings on OPEX
Process standardization and harmonization for regional and global application
Established global service line organization, governance model, performance / service management
Increased transparency through established KPI concept
Industrialized roll-out approach defined and applied to pilot
BENEFITS
Ex
tern
al
ch
all
en
ge
s Inte
rna
l ch
alle
ng
es
IBS strategy has to address challenges on a long-term to ensure
future success and market competiveness.
IBS is a strategic measures to respond to these challenges
proactively and aspire industry leadership.
Difficult logistics market and economic environment - limited growth options
Continuously high market volatility, currently answered with permanent resource adjustments
Manageability and global optimization needs transparency and common standards
Permanent necessity to improve cost basis and increase productivity at equal or higher quality
Plan adherence and resource stability is basis for reliant operations and possible long-lasting investments
Need for global service availability at consistent high quality in a globalized market
Top-line pressure
Market volatilityTransparency & standardization
Bottom-line pressure
Need for stabilityGlobal customers
23.898
14.444
8.544
-6.140-8.770
-4190
Cumulated
27.786 TEUR
in 2018
[TEUR]
Year over Year Benefits
Total Cumulated
Strategy development
Concept design
Center ramp-ups and
global roll-ins
CASE STUDY
Early top management involvement & commitment
CRITICAL SUCCESS FACTORS
Rapid site selection and ramp-up
Intense collaboration
Pilot implementation
Simulation combining business and IT side
End-to-end process analysis
Alignment of strategy and delivery framework
Plan
Return
Source Make DeliverDevelop Store
1
4
IBS lifecycle
IBS for SCM follows the lifecycle for the set up of service centers – our approach covers both transform and run phase with proven methods and deep SCM knowledge
IBS project approach
Copyright © 2017 Capgemini Consulting. All rights reserved.
7
Improve: Achieve IBS Operational Excellence
Operative Performance Management
Business Process Management / Workflow
Service Management / Pricing and SLAs
BeLeanTM for Services, CIP
Design: Integrated Business Solutions
Target Picture design for IBS operating and service model
End-to-end global process / service and IT definition and integration
Stakeholder commitment and community building
Analysis: Maturity Assessment and Scenarios
Maturity Assessment IBS Quick Check Benchmarking & Process- /
Resource Mapping (PRM) Shoring / Sourcing scenario
development Business Case
Build: Transformation approach / management
Standard implementation approach and toolkit
Program management industrialized roll-out
Change Management and communication
TRANSFORM RUN1 2
The Capgemini Consulting IBS approach covers the full lifecycle – from first evaluation and feasibility study over design to implementation and improvement of existing functions.
All modules and methods can be applied individually as well.
With a long track record in SCM and SSC projects and profound experience in trans-formation Capgemini Consulting is the global partner for IBS projects in the SCM context
Why choose Capgemini Consulting for IBS in SCM
Copyright © 2017 Capgemini Consulting. All rights reserved.
8
Transformation projects
We are the proven expert for sustainable implementation of both, SCM related and SSC related projects –from thought to finish; we drive transformations with a special focus on change management and a joint team integration of employees on all levels.
Experience and track record
Our experience is proven by our track record in the area of consolidating processes in shared service centres or centres of excellence which consists of over 200 projects
Methods and ready-to-use-material
We bring to the project our deep knowledge of various supporting methods and tools like BPM, process analytics and Lean, business case / PRM and offer a valuable project documentation and proven and individually adapted training material
Capgemini Group
We can offer the whole service package from planning over the technical implementation to the final execution of the outsourced day-to-day business from one single source thanks to our Capgemini family including an in-house BPO organization and all the related operational best practices
Collaborative consulting approach
IBS projects are reorganization and transformation projects perfectly suiting our collaborative consulting approach, working in joint teams and developing sustainable concepts that actually work
SCM process knowledge
We know supply chain management by heart and have worked in the full context of both supply chain strategy and concepts as well as operational improvement on shop floor level.
Capgemini Consulting has significant experience in the consolidation of supply chain management processes in various industries
Excerpt of references
Copyright © 2017 Capgemini Consulting. All rights reserved.
9
Issue
New processes require efficient governance structure
Need to transfer operational processes from local to central responsibility
Investigation of centralization of SCM related support functions
Solution
Analysis and identification of improvement opportunities for relevant processes
Elaboration of scope and vision for future process excellence
Global process governance and centralization of support
Benefits
Break even in the third year after run time, 15 Mio EUR savings operational cost
Additional 8,9 Mio EUR capital cost-saving for inventory reduction
Process compliance and excellence
Issue
Volatile market and harsh economic environment
Need for transparency and standardization
Pressure in need to improve cost basis and increase productivity
Solution
In-depth analysis of end-to-end core processes
Definition of global delivery model and of operating model for global sourcing organization
Knowledge transfer to global service line organization for “self-managed” global roll-in
Benefits
20% of operational FTE identified as offshore potential and savings of 50-60% PEX per shifted FTE
Shift from fix to variable cost
Single standard process defined/aligned
Issue
Different ERP systems across different regions
Non-standardized way of working between and lack of visibility across the regions
Non-availability of master data
Solution
Implementation of one ERP system across all regions
Establishment of globally centralized master data creation, KPI and process metrics
Single business request template across all regions
Benefits
Integration of disparate systems and businesses
On time creation of master data
Significantly enhanced visibility of master data status
High accuracy in master data maintenance with quick turnaround times
Issue
Significant improvements of productivity in technical publication creation
Better efficiency in customer service
Efficient publishing through multi-channel delivery to airlines
Solution
Reengineering of the whole process of creation of technical publications
Business process outsourcing of technical publication generation processes and multi-channel distribution
Implementation with Capgemini work management solution TPM
Benefits
Costs for technical publications could be reduced by 35%
Optimized customer service thanks to standardized process for the creation of documents
Freight forwarding Agricultural company Aerospace Automotive
Volker Darius Vice President
IBS Operating / Delivery Model
Phone: +49 151 4025 2497E-Mail: [email protected]
Juliane KowarikSenior Consultant
IBS @ Supply Chain Management
Phone: +49 151 4025 0988E-Mail: [email protected]
Ralph Schneider-MaulVice President
IBS @ Supply Chain Management
Phone: +49 151 4025 1247E-Mail: [email protected]
Your Contacts