automotive supply chain transformation maps

1、Automotive Supply ChainTransformation Maps,Chris Webster/Colin Wilson20 July 2000,,,,,,,,,Global Order Fulfilment,web enabled access toFinance/Insurance,web enabled vehicle configuration,real time check on availabil

2、ity of options,real time check on supply chain,real time vehicle ordering,real time ATPat time of order,visibility of order progress,electronic order linked to sequence,delivery of vehiclesto customer home,services

3、maintained through internet,real time configure cost & fin & ins CTP (1),Produce Product,flexible total sequencing body/paint/trim,supply chain common view of forecast,assembly sequence linked to order,real

4、time trackingof progress,assembly sequence considers assembly & outbound logistics constraints,multi model/platform assembly,possibility for contract vehicleassembly,real time responsive to order synchronised?

5、(2),Materials Management,Available capacity link to suppliers,EDI/ERP,sequence delivery link to tier 1 suppliers,1 month purchase schedulesfirm, material, forecastlocal supplier,suppliers providing capabilities of p

6、roduction & tooling capacities on web,synchronised deliveriesdirect to the assembly track,service level agreement,global vision of demand & available capacity across major lines and platforms,Purchasing,KAN-

7、BAN replenishment,VMI,ERP RUN,ERP.com from application service provider,Purchasing Cardsfor low value consumable items,define functions of a broker,web enabled purchasing broker in place for low value production &am

8、p;consumable items,web enabled broker with local visibility of real time sequence,web enabled broker synchronising globalpurchasing to sequence,100% outsourced (4),Inbound Logistics,vehicle sequence visible to carri

9、er,carrier manages deliveryto point of use,carrier delivery manages schedules and all inboundactivities,logistics hubs tooptimise delivery& costs,CKD packed &shipped by thecarrier,only line stocks at OEM.,

10、sequenced in-line JIT deliveries (5),Outbound Logistics,track and trace of vehicles in Outbound Supply Chain,point to point planning of complete vehicles,no stock in outbound Supply Chain,cross docking,postponement

11、 technology,dynamic vehicle routing,vehicle delivery direct to customer,Internet Enabled Auto Company,optimise vehicledelivery fromorder,,,,Customer Experience (Aftersales)1,100% self billing.,Supply ChainVisibility

12、,dealer managedstocks,central warehousedistribution,linked PDM foridentification ofmodule components,web enabled OEMstock management,local fastreaction warehouses,supplier managedinventories to localwarehouses,OE

13、M becomes spares broker,supplier delivers 80%parts direct to dealer,Demand Management,Yield Optimisation,Dynamic same day stock replenishment (7),singles outbounddelivery to customer (6),real time synchronised to sequ

14、ence (3),CustomerExperience,Buy mobility not cars,More direct contact with customers / OEMs,Customers involved in design,Home based test drives,OEM Customer Centers,Integrated Dealer Systems,Buy what customer wants not

15、what OEM has built,Operations,,,,,,,,Customers,finance,insurance,customer database,single viewof customers,on-line configurationof vehicles,dealer integration,breakdown,after sales service,sales force automation,cust

16、omer experience parks,per customer profitability,proactive selling,sell mobility,wrap around services,own customer experience (2),supplier parks,silo culture,suppliers working on track,mobilised,true risk & reward,m

17、easures & rewardscommensurate to thecontribution,shared resourcesto meet common goal,shared resources,greater move to outsourcing,Networked &empoweredcommunities,O.E.M ownN.P.Dqualitymarketing,virtual org

18、anisation (3),dynamic workflow (4),single model assembly tracks,rigid silo organisation,visible,integrated & optimised process,end to end processes across the supply chain,more outsourced activities,flexible &

19、Responsivesupply chain,responsive to the requirements of demand,deconstruct to component tasks,enables different parts of a virtual organisation to work simultaneously,on different parts of the same process,rules

20、based,Process,Organisation,Systems,Performance,Market,rigid global in-housedeveloped systems tosupport silo culture,integrated systemsacross the organisation,open systems architecture,web enabled integrationof the vi

21、rtual organisation,networked throughintegration frameworks,single view of dataacross the supply chain,rules separate from the process,N.R.P (5),silo culture constrained,OEM develop stop to bottom linked measures,stati

22、stical process control,management by exception,complementary measuresthroughout the supply chain,end to end alignmentof the business measuresin the virtual organisation,total communitycustomer focusedmeasures,end to

23、 end + aligned to organisation (6),when ordering a car60% of customers accept what is available not what they want,optimisation of thespeed & cost for new model introduction,Model proliferationbased on standard

24、 platforms,greater move towardsbrand portfolio management,customer pull not O.E.M push,provide transportation mobility services,proactively providewrap around services,automotive portal (1),Internet EnabledAuto ‘Com

25、pany’,Strategy,,,,,,,,,R & D,concurrent engineering,shared P.D.M & CAD,customer web enabled input to design,single view of technical documentation,outsourced design for both concept & majormodules,tier 1

26、leadership through standard modules and shared assembly,mix and match modular design (1),Preparation & Tooling,each vehicle needs new long lead time tooling,complicated & long development lead time,P.D.M + desi

27、gn data visible to community,P.D.M linked to tooling + evaluation,parallel to R + D + flexible tooling,disconnect module toolingfrom car R + D,tooling not linked to launch (2),Vehicle launch,engineering constrained p

28、rocesses,The adoption of multi-channel advertising,more customer participationmulti-media I-TV etc,on-line vehicle configuration,marketing led notengineering led,in-line visibility for test drivewith virtual reality,d

29、ynamic schedulingfor test drive,virtual T/D and no-stock dealerships (3),Volume Production,single model assembly tracks,the development of supplier parks,KANBAN common components treat them the same as fixings,Great

30、er use of multi model flexible tracks,global levelling of capacity,yield management,postponement technologycomplete options at thedealer,Small assembly plants closeto customer,3-day car (4),Build Out,excess stocks &

31、amp; obsolescence,single view of capacityfor new and old models,increase use of common componentsto reduce obsolescence,Assemble old & new models on same track,Pricingoldnew,No impact from balance-out,mixed mod