埃森哲公司中石化er培训资料3

…andidentifiedtheirplanof“valueattack”$Savings(USMillions)20015010050250-19981999200020012002YearPioneeringProgressiveBasicClosingKPIPerformanceGaps…0%10%20%30%40%50%60%70%80%90%100%InventoryTurnsTerminallingCostsDistributionCostsProductReturnsRefineryReliability…wouldgeneratebenefits>US$600millionTerminalling12%Distribution7%Returns1%RefineryReliability20%Inventory60%AnalyticalprocesseswereusedtodeterminetheinventorylevelsStocktocovervariationsinsupplyanddemandStockbelowdrawoffActualoscillationsininventoryDifferencebetweenperformingtotargetandactualStorageTankHeelSafetyStockAreaofOpportunitiesCycleStockUnleadedGasInventoryandDaysCoverbyDaybytheEndofApril30,1999SafetyStockModelforUnleadedGasAverageInventoryTarget=SafetyStock+1/2cyclestockEconomicparcelsizesOntimedeliveriesActualofftakesReplenishmenttriggeredbyonegradeLackofvisibilityofinventoryLackofdataintegrityTankcapacitynotalignedLackofplanning&schedulingtoolsLegislatedorcontractualagreementsDemand-absoluteandvariableReplenishmentLeadtime

(absoluteandvariable)SupplyservicelevelagreementsInventoryDriversOnceweidentifiedtheinventorydrivers,wewereabletousemanydifferent“levers”toimproveoverallperformanceTailoredtoBusinessFunctionManageFocus,timelyreportingoninventoryIntegratedPerformanceMeasures,ObjectivesStatisticalInventoryTargetsbasedonDemandandSupplyVariabilityRigorousSalesandOperationsPlanningProcessImprovedDemandForecastingPull-baseddemandsignals-vendormanagedE-enablementandcollaborativeplanning/managementStrategyCommonProcessChangesAssetOptimisation“sweatingthe

assets”AlternateDistributionChannelsSegmentation,maketoorderprincipleDistributionNetworkStrategyGettheBasicsRightSynchroniseOptimiseRefexandtradingoptimisationShortTermMediumTermILLUSTRATIVEQuickWinsOptimalServiceLevelsandHustleStrategyWetProductsKPIReportingDevelopedanon-lineinventorykeyperformanceindicator

datacollectionformonthlyreporting,usingSAPandExcelINVENTORYMETRICS-MARKETINGDesiredOutcomeTominimisethecostofholdinginventoryPerformanceMeasurekBBLInventory.PerformanceTargetXdayscoverintheterminals.NumberofStockOutsThisMonth:0.00YeartoDate:0.00Comment:

Thisstatisticmeasures:1.TheMarketingInventoryfromrefineryflangetocustomer.2.ThedayscoverofproductinMarketing/Distribution.Trend:Trackingtowardstarget.Actions:1.Continuetomonitor.02004006008001,0001,2001,4001,600FY19971Q982Q983Q984Q98Jan-99Feb-99Mar-99Apr-99May-99Jun-99Jul-99Aug-99Sep-99Oct-99Nov-99Dec-990.005.0010.0015.0020.0025.0030.0035.0040.0045.0050.00MARKETINGFPINVENTORY(kBBL)DAYSCOVERFPINMARKETINGTARGETMARKETINGINVENTORY(kBBL)WetProductsTargetInventoryManagementImplementedanapproachtoreduceinventoryquicklythroughcalculatingstatisticalsafetystocktargetsIdentifiedthe“real”safetystocklevelsbasedoninventorytradeoffusingdataextractedfromSAPandusingseparatemodellingtoolsInventoryComponentActualAverageInventoryVs.TargetInventoryHeelSafetyStockExportPipelineDomesticPotentialReduction(1-2days)11.5days9.5~10.5days3.0~3.5days1.7~2days0.6~0.8day~3days1.2daysTargetInventoryActualAverageDayscover05001,0001,5002,0002,5003,000808994.797.098.49999.799.999.951000246810121416HoldingCostAlternateSupplyCostTotalCostOptimalSS3dayscover99.2%ServiceLevel%CustomerServiceLevelInventoryHoldingVsAlternateSupplyCostMillion$DaysCoverImproveddemandforecastingcapabilitydecreasedinventorylevelsattheTerminals…Basedonmoreaccuratedemandforecastandstatisticalsafetystocks,dailyaverageinventoryatterminalscanbereduced.JulyAugust0510152025MillionLitresSeptemberDailyinventoryforHSDatTerminalInventorybalance-ActualInventorybalance-SimulatedSafetystock+criticalzoneCriticalzone05152535JulyAugustSeptemberDailyinventoryforULG97atTerminalMillionLitresAveragedailyinventoryatTerminalProductActualSimulatedULG9719.0413.34ULG923.452.7814.706.90MillionLitres+/-%-29.93%-19.42%-53.06%HSDLegend…andimprovedthereplenishment“Hits&Misses”…Withinexistingoperationalconstraints,SCPtoolscanplanreplenishmentnearertothenewly-establishedsafetystocklevelviamoreaccuratedemandforecastingandimprovedshipscheduling.Data:TerminalfromJul1toSep.30,1999Hits&MissesULG9785%15%ULG920%100%HSD47%53%0%0%0%ProductSimulatedHitsMissesStock-outs159131721SafetyStockCriticalZoneClosingInventory-SimulatedClosingInventory-ActualReplenishmentHits&MissesforHSDatTerminalJulyAugustSeptemberMillionLitersHitZoneNote:Hitzoneissafetystock+/-20%…resultinginsustainableinventoryreductionsavings

ofgreaterthanUS$60million0246810121416TotalIRI98/99HongKongThailandThePhilippinesMalaysiaSingaporeNewZealandEnd1999Inventory0.180.600.790.420.308.6510.94182019010097.3010.9486.3621%reductionMMBBL97BaselineInventory20%43%Dist’n46%Crude24%12%Dist’n16%Crude10%Tobeaddressedbyprogramin2000/2001.InventoryReductions

rangedfrom12%to46%aggregatedtoTerminallevel.NZMalaysia/

SingaporeThePhilippinesThailandHongKongSignificantsupplychainimprovementswererealizedInformationFlowProductFlowRetailConsumerDistributorImproveforecastaccuracyImproveutilizationOilCo.CarrierReduceusageTerminalReduceinventoryCoasterReduceusageCharteredImproveutilizationRefineryOutofscopeImproveforecastaccuracyImproveforecastaccuracyForecastErrorreducedTruckutilisationincreasedInventoryreducedChartervesselutilisationincreasedComparisonofsavingsagainstotherinventoryprojectsComparisonofInventory%SavingsforOtherOilCompaniesinventoryreductionprogramsOilCompany(showing%SavingsAchieved)%Savings010203040AmocoUSMobilUSConocoUSShellEuropeExxonEuropeCaltexAustraliaThursday’’sAgendaThursday’’sSessionCaseStudyApproachusingClientexamplesLogisticsManagement––MovingfromPushtoPullAdamExcellenceinDownstreamRetailKenPreventativeMaintenanceAmesMRO&Procurement AdamDoreenNancyZhouTiWinnieImpactofMarketMaturityonRetailObjectivesMarketOfferFuelDominatedMultipleServicesMarketStructureFewplayers/RegulatedFragmented/Deregulated/HighlyCompetitive[HHI][%contributionoffuels]10,0005,0002,5001,250100%60%20%40%675Limitedcompetition/highregulationNationalOilCo/monopolyTraditionalcompetition/de-regulationHyper-competitivemarketDABCMarketEvolutionIncreasemarginongasolineIncreasesalesofancillaryproductsIncreasereturnonrealestateKeyBusinessObjectivesGasolineStrategyBrandGrademixPriceMerchandiseStrategyOfferings/CategoriesCustomersFormatStrategyC-StoreQSR/OtherallianceOtherofferings(e.g.carwash,TBA)AlternativeformatsNetworkStrategyRegionsSitelocation/selectionChannelStrategyOwnershipOperationHowcanweincreasemargins?Howcanwegetmorerevenuesfrompeoplewhostopatoursite?Whatcustomersdowewant?Howdowereachthem?DownstreamRetailFrameworkConceptualRetailOrganizationConceptualRetailITInfrastructurePointofSaleCRMCardSystemRetailOperationsForecourtPaymentThursday’’sAgendaThursday’’sSessionCaseStudyApproachusingClientexamplesLogisticsManagement––MovingfromPushtoPullAdamExcellenceinDownstreamRetailKenPreventativeMaintenanceAmesMRO&Procurement AdamDoreenNancyZhouTiWinnieResourceManagementPlantunitsdonotkeepabacklog,onlyajob“ticklist””LaborestimatesdonotexisttocreateaccurateschedulesorbacklogsManninglevelcannotbedeterminedWorkOrderManagementNottypicallyassignedtospecificequipmentDescriptionsareverybriefandrequiread-hocresearchProblemdiagnosisandsolutionareperformedon-the-spotParts(otherthatlargeobviouspurchases)arenotspecifiedaspartoftheplanEquipmentsparepartlist(BillsofMaterials–BOM)arenotusedSpecs,drawings,andhistoryareresearched““onthejob”Jobsarenotdocumentedtoaidinfuturemaintenancework!Situation:Majorityofmaintenanceworkwasonareactivebasis…PreventativeMaintenanceEquipmentfailureanalysisislimitedtosporadicdiscussionsatjointschedulingmeetingsSitesinfrequentlyconductanddocumentrootcauseanalysisonequipmentproblemsWorkhistoryisvirtuallynon-existentincludingtrackingofactionsperformed,equipmentcondition,anddam