埃森哲公司中石化erp培训资料2ppt课件

1、and identified their plan of “value attack$ Savings(US Millions)20015010050250-19981999200020012002YearPioneeringProgressiveBasicClosing KPIPerformance Gaps 0%10%20%30%40%50%60%70%80%90%100%Inventory TurnsTerminallingCostsDistribution CostsProduct ReturnsRefineryReliability would generatebenefits US

2、$600 millionTerminalling 12%Distribution 7%Returns 1%Refinery Reliability 20%Inventory60%.Analytical processes were used to determine the inventory levelsStock to cover variations in supply and demandStock belowdraw offActual oscillationsin inventoryDifference between performing to target and actual

3、Storage TankHeelSafety StockArea ofOpportunitiesCycle StockUnleaded Gas Inventory and Days Cover by Day by the End of April 30, 1999Safety Stock Model for Unleaded GasAverage Inventory Target = Safety Stock + 1/2 cycle stockEconomic parcel sizesOn time deliveriesActual off takesReplenishment trigger

4、ed by one gradeLack of visibility of inventoryLack of data integrity Tank capacity not alignedLack of planning & scheduling toolsLegislated or contractual agreementsDemand - absolute and variableReplenishment Lead time(absolute and variable)Supply service level agreementsInventory Drivers.Once we id

5、entified the inventory drivers, we were able to use many different “levers to improve overall performanceTailored to Business FunctionManageFocus, timely reporting on inventoryIntegrated Performance Measures, ObjectivesStatistical Inventory Targets based on Demand and SupplyVariabilityRigorous Sales

6、 and Operations Planning ProcessImproved Demand ForecastingPull-based demand signals - vendor managedE-enablement and collaborative planning/ managementStrategyCommonProcess ChangesAsset Optimisation “sweating theassetsAlternate Distribution ChannelsSegmentation, make to order principleDistribution

7、Network StrategyGet the Basics RightSynchroniseOptimiseRefex and trading optimisationShort TermMedium TermILLUSTRATIVEQuick WinsOptimal Service Levels and Hustle Strategy.Wet Products KPI ReportingDeveloped an on-line inventory key performance indicatordata collection for monthly reporting, using SA

8、P and ExcelINVENTORY METRICS - MARKETINGDesired OutcomeTo minimise the cost of holding inventoryPerformance MeasurekBBL Inventory.Performance TargetX days cover in the terminals. Number of Stock OutsThis Month:0.00Year to Date:0.00Comment: This statistic measures:1. The Marketing Inventory from refi

9、nery flange to customer.2. The days cover of product in Marketing / Distribution.Trend: Tracking towards target.Actions:1. Continue to monitor.02004006008001,0001,2001,4001,600FY19971Q982Q983Q984Q98Jan-99Feb-99Mar-99Apr-99May-99Jun-99Jul-99Aug-99Sep-99Oct-99Nov-99Dec-990.005.0010.0015.0020.0025.0030

10、.0035.0040.0045.0050.00MARKETING FP INVENTORY (kBBL)DAYS COVER FP IN MARKETINGTARGET MARKETING INVENTORY (kBBL).Wet Products Target Inventory ManagementImplemented an approach to reduce inventory quickly through calculating statistical safety stock targetsIdentified the “real safety stock levels bas

11、ed on inventory trade off using data extracted from SAP and using separate modelling toolsInventory ComponentActual Average Inventory Vs. Target InventoryHeelSafety StockExportPipelineDomesticPotential Reduction(1 - 2 days)11.5 days9.5 10.5 days3.0 3.5 days1.7 2 days0.6 0.8 day 3 days1.2 daysTargetI

12、nventoryActualAverageDays cover05001,0001,5002,0002,5003,000808994.797.098.49999.799.999.951000246810121416Holding CostAlternate Supply CostTotal CostOptimal SS3 days cover99.2% Service Level% Customer Service LevelInventory Holding Vs Alternate Supply CostMillion $Days Cover.Improved demand forecas

13、ting capability decreased inventory levels at the TerminalsBased on more accurate demand forecast and statistical safety stocks, daily average inventory at terminals can be reduced.JulyAugust0510152025Million LitresSeptemberDaily inventory for HSD at TerminalInventory balance - ActualInventory balan

14、ce - SimulatedSafety stock + critical zoneCritical zone05152535JulyAugustSeptemberDaily inventory for ULG97 at TerminalMillion LitresAverage daily inventory at TerminalProduct Actual SimulatedULG9719.0413.34ULG923.452.7814.706.90Million Litres +/- %-29.93%-19.42%-53.06%HSDLegend.and improved the rep

15、lenishment “Hits & MissesWithin existing operational constraints, SCP tools can plan replenishment nearer to the newly-established safety stock level via more accurate demand forecasting and improved ship scheduling. Data: Terminal from Jul 1 to Sep. 30, 1999Hits & MissesULG9785%15%ULG920%100%HSD47%

16、53%0%0%0%Product SimulatedHitsMissesStock-outs159131721Safety StockCritical ZoneClosing Inventory - SimulatedClosing Inventory - ActualReplenishment Hits & Misses for HSD at TerminalJulyAugustSeptemberMillion LitersHit ZoneNote: Hit zone is safety stock +/- 20%.resulting in sustainable inventory red

17、uction savings of greater than US$60 million0246810121416TotalIRI 98/99HongKongThailandThePhilippinesMalaysiaSingaporeNewZealandEnd 1999Inventory0.180.600.790.420.308.6510.94182019010097.3010.9486.3621% reductionMMBBL97 BaselineInventory20%43%Distn 46%Crude 24%12%Distn 16%Crude 10%To be addressed by

18、 program in 2000 / 2001.Inventory Reductionsranged from 12% to 46% aggregated to Terminal level.NZMalaysia/SingaporeThe PhilippinesThailandHong Kong.Significant supply chain improvements were realizedInformation FlowProduct FlowRetailConsumerDistributorImprove forecast accuracyImprove utilization Oi

19、l Co.CarrierReduce usageTerminalReduce inventory CoasterReduce usageCharteredImprove utilization RefineryOut of scopeImprove forecast accuracyImprove forecast accuracyForecast Error reducedTruck utilisationincreasedInventory reducedCharter vessel utilisationincreased.Comparison of savings against ot

20、her inventory projectsComparison of Inventory % Savings forOther Oil Companies inventory reduction programsOil Company (showing % Savings Achieved)%Savings010203040AmocoUSMobil USConocoUSShell EuropeExxonEuropeCaltexAustralia.Thursdays AgendaThursdays SessionCase Study Approach using Client examples

21、Logistics Management Moving from Push to PullAdamExcellence in Downstream RetailKenPreventative MaintenanceAmesMRO & ProcurementAdamDoreenNancyZhou TiWinnie.Impact of Market Maturity on Retail ObjectivesMarketOfferFuelDominatedMultipleServicesMarketStructureFew players/RegulatedFragmented/Deregulate

22、d/Highly CompetitiveHHI% contribution of fuels10,0005,0002,5001,250100%60%20%40%675Limited competition /high regulationNational OilCo/monopolyTraditional competition / de-regulationHyper-competitive marketDABCMarket EvolutionIncrease margin on gasolineIncrease sales of ancillary productsIncrease ret

23、urn on real estateKey Business ObjectivesGasoline StrategyBrand Grade mixPriceMerchandise StrategyOfferings/ CategoriesCustomersFormat StrategyC-StoreQSR/Other allianceOther offerings (e.g. car wash, TBA)Alternative formatsNetwork StrategyRegionsSite location /selectionChannel StrategyOwnershipOpera

24、tionHow can we increase margins?How can we get more revenues from people who stop at our site?What customers do we want?How do we reach them?.Downstream Retail Framework.Conceptual Retail Organization.Conceptual Retail IT InfrastructurePoint of SaleCRMCard SystemRetail OperationsForecourtPayment .Th

25、ursdays AgendaThursdays SessionCase Study Approach using Client examplesLogistics Management Moving from Push to PullAdamExcellence in Downstream RetailKenPreventative MaintenanceAmesMRO & ProcurementAdamDoreenNancyZhou TiWinnie.Resource ManagementPlant units do not keep a backlog, only a job “tick

26、listLabor estimates do not exist to create accurate schedules or backlogsManning level cannot be determinedWork Order ManagementNot typically assigned to specific equipmentDescriptions are very brief and require ad-hoc researchProblem diagnosis and solution are performed on-the-spotParts (other that

27、 large obvious purchases) are not specified as part of the planEquipment spare part list (Bills of Materials BOM) are not usedSpecs, drawings, and history are researched “on the jobJobs are not documented to aid in future maintenance work!Situation: Majority of maintenance work was on a reactive bas

28、is Preventative Maintenance.Equipment failure analysis is limited to sporadic discussions at joint scheduling meetingsSites infrequently conduct and document root cause analysis on equipment problemsWork history is virtually non-existent including tracking of actions performed, equipment condition, and damage and cause codesSituation: Performed virtually no equipment failu