ABC Breakfast Club m Solar: Succesfuld indkøbsoptimering
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Transcript of ABC Breakfast Club m Solar: Succesfuld indkøbsoptimering
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SOLAR: SUCCESFULD INDKØBSOPTIMERING
ABC BREAKFAST CLUB
AFHOLDT D. 07. APRIL 2010KUNDECASE: SOLAR
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PÅ DENNE ABC BREAKFAST CLUB INVITEREDE VI:
ESBEN JANSEN, CORPORATE SUPPLY CHAIN COORDINATOR
FRA
Her er deres præsentation
Mvh ABC Softwork
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ABC Breakfast Club- Indkøbsoptimering
Solar stock policy
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2008-05-13
Solar A/S- Company presentation
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Solar in short 2009
Solar is one of Northern Europe’s leading technical wholesalers
Listed on NASDAQ OMX Copenhagen
EUR € 1,431m m revenue - 3,175 people
7 countries - 12 central warehouses - 156 Drive-Ins
Electrical, heating, plumbing and ventilation components and solutions
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Solar Danmark A/SHeadquarters located in Vejen. One central warehouse.Three regions and twelve drive-ins.CED Søren Larsen.
Solar Deutschland GmbHHeadquarters located in Neumünster.One central warehouse.Six regions and twenty drive-ins. CED Jens Andersen.
P/F Solar FøroyarOne warehouse and one sales office located in Thorshavn. Manager Finn Jørgensen.
Solar Nederland BVHeadquarters located in AlkmaarThree central warehouses.Six regions and nineteen drive-ins.CED Frans Soulier.
Solar Norge ASHeadquarters located in Gardermoen.One central warehouse.Three regions and twenty-five drive-ins.CED Jan Willy Fjellvær.
Solar Polska Sp. z o.o.Headquarters located in Lodz.One central warehouse.Five regions and seventeen drive-ins.CED Dariusz Targosz.
Solar Sverige ABHeadquarters located in Gothenburg.Three central warehouses.Four regions and fourty-five drive-ins. CED Kjell Svensson.
Solar in 7 European countries
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Aurora in 4 European countries
Aurora Group Danmark A/S,Denmark
Aurora Group Norge AS, Norway
Aurora Group Sverige AB, Sweden
Aurora Group Finland Oy, Finland
Headquarters located in Ballerup, Denmark. One central warehouse.Four national companies.CED Pauli Joensen.
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Solar's 2009 revenue in € million
Aurora50.5
The Faroes3.9
Germany147.4
Poland22.5
Norway210.4
Finland15.4
The Netherlands371.1
Denmark355.7
Sweden262.2
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Refreshed group strategy 2010-2015“#1 in Technical Wholesale”
• The group strategy is designed to ensure a significantly increased performance and a continued development of Solar’s position as the number 1 technical wholesaler within electrical, heating, plumbing and ventilation material.
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Electrical - HVAC&R - Plumbing - Renewable Energy
Solar’s business areas are within:
LightingInstallation Cables IndustryMarine & Offshore
Heating, Water & SanitationVentilationSecurityCommunication
Renewable energy
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Solar delivers products and solutions to customers within:
Residential and
CommercialBuildings
Industry Marineand
Offshore
Utility and
Infrastructure
Public Sector
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Central warehouses and distribution
• Central warehouses are placed in each country.
• Late order cut-off on e-orders.
• Orders are executed the same day.
• Flexible distribution setup.
• Extensive quality control.
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Solar head office
Solar Drive-In
Solar central warehouse
Key figures 2009
Employees: 801
Drive-Ins: 12
Turnover: € 355.7m
Central warehouses: 1
Owned by Solar since: 1919
Solar Denmark
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2008-05-13
Solar A/S- Indkøbsoptimering via Stock Policy
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Headlines within stock policy
• Roles / Responsibility / Communication
• Classification
• KPI’s
• WD / Stock exceeding
• Drive In stock
• Return policies
• Purchasing guidelines
Stock policy
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Roles and responsibilities (Headlines)
Scope :
• Definition of communication between Purchasing Department, Market Department and Sales Department.
• Definition of responsibility split.
• Definition of roles.
Product :
• The Purchase Department is always responsible for the Service Degree
• Supply Chain owns the logistical part of the contract whereas Market Department owns the commercial part.
• Supply Chain and Market Department have a joint responsibility to look at the purchase from a total cost
focus perspective
Responsibility
Process :
• The Purchase Department will always take the lead to avoid threatening write down, stock exceeding, 0-sales.
• Purchase has the responsible role of optimizing the inventory but the market department / Product Management is a very important stakeholder, who has an important role in making sure that the stock can be optimized.
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Roles and responsibilities (Headlines)
The following must be in place before purchase will take the new article in for replenishment:• A written return agreement must be made with the supplier to make sure that articles can be returned – e.g.
if sales do not reach expected levels or an article does not sell at all.
• Monthly sales forecast figures for the first 6 month must be available. The numbers must have been registered and documented by the market and sales departments.
• The article must be correctly created in our ERP system with all necessary data according to Master Data Management code of practice.
An article must prove that it has a “life” before the purchase department will take over the responsibility. The definition of an article “life” is when there is:
• Equal to or more then 8 picks in the last 9 month
• Sales figures in 3 month or more of the last 9 month
• A “storage date” that is created within the last 9 month
New articles :
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Roles and responsibilities (Headlines)
• When articles no longer meet the requirements of “life”, then the purchaser must act and have a dialogue with the market and/or sales department to establish actions for the article.
Phasing out articles with a previous life:
In addition, the following guidelines apply:
• If there have been 0 sales over the last 6 months, then the purchase department can remove the article from stock.
• “Campaign” or “seasonal” articles without sales for 12 months will be discontinued.
• “Customer specials” without sales for 12 months must be invoiced for the articles or the customer must pay a fee matching write down for keeping the articles in stock.
Articles that meet the below criteria are defined as not having “life”:• Less than 8 picks over the last 9 months
• Sales figures in less than 3 of the last 9 months
• A “storage date” older than 9 months
• Articles marked as “campaign”, “seasonal” or “customer specials” are not governed by the above mentioned rules
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Communication (Headlines)
Communication :
Vendor Inventory owner- Supply Chain
Product owner - Market
Market responsible- Sales
• Replenishment• Service degree
outbound• PLC• Phase out• Remove from
Inventory• Backorder
• First purchase• Replace of existing
product• Product information
(Data, purchase history)• Validation• Phase out• New product• Forecast• Campaign• Season times + Items
• Marketing• Forecast
• Phase out• Backorder• Replace of existing
product• New product
Information / Recommendation / Meeting
Communication model
The model indicates the communication flow needed to ensure an optimized inventory
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Communication (Phase Inn)
Supply Chain / Market meeting per month / 14 day / week
SSAService degree outboundBackordersPhase outStock exceedingNew articles
PLCScrap / WD / 0 – SalesForecastCampaignsProjectsYellow to green
Action list with responsible person and deadline
” Early warning meetings”
Meeting structure between Supply Chain and Market
• Meetings must be held to fit the need based on local market conditions.
• Meetings should as a minimum be conducted at least once per month.
0
200
400
600
800
1000
1200
1400
1600
1 2 3 4 5 6 7 8 9
Month
# o
f ar
ticl
es /
Val
ue
NOT OK
OK
Example
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Roles and responsibilities (Headlines)
It is important to state that the purchase department must not argue why an
article should be discontinued, but that product management is responsible for
determining why an article should be kept in stock even though the article does
not have "life".
Product management is responsible for determining which articles must be
carried in stock, and the purchase department is responsible for maintaining a
healthy and optimised stock.
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Classification
High Frequency Low Frequency
Hig
h C
os
t va
lue
Low
Cost
Valu
e
BC
AA
CC
BB
CB
AB AC
BA
CA
Double ABC classification
The double ABC code is calculated on a monthly basis, using 3 months' ongoing data – this means that there will always be one new month's data together with two known months' data.
Classification per business area (HWS, ventilation, electrical products)
When moving into a new business area, classification should be kept separate for that area until turnover to some extent equals the existing business area.
Month 1 Month 2 Month 3 Month 4 Month 5
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Product Life Cycle
Time
Sales
Stock building
Stock exceeding
Back order
Balance
PLC
CC
BB
BB
CCWrite Down
AA
AA
Focus
Product Life Cycle awareness
• If an article changes colour within the ABC classes – pay attention.
High Frequency Low Frequency
Hig
h C
os
t va
lue
Low
Cost
Valu
e
BC
AA
CC
BB
CB
AB AC
BA
CA
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KPI’s
1. Service degree KPI
High Frequency Low Frequency
Hig
h C
os t
valu
eLo
w C
ost
Valu
e
88%
99%
88%
97%
97%
97% 88%
99%
99%
• Service degree must always be 97% on average.
• The service degree must be 99% of all AA articles and should also be 99% on BA and CA articles.
2. Stock turnover KPI
High Frequency Low Frequency
Hig
h C
os t
valu
eLo
w C
ost
Valu
e5
18
3
8
4
9 6
14
6
• Stock turnover must be ≥ 10 times on average before 2012• Stock turnover must be ≥ 12 times on average before 2015
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Drive In Stock
• As a general rule, all articles in the drive-ins must be defined as “Green” articles at the CW. All articles in drive-in stocks are controlled by the purchase department. Automatic replenishment must apply based on automatic re-order points. A fixed assortment must be accepted.
• The local Product Management will define the assortment.
• The central purchase department are responsible for the purchase (replenishment) to all Drive in’s
• KPIs for drive-ins must be the same as for the overall stock.
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Return Policy
Returns from Drive - In
• Supply chain owns the Drive - In stocks
• The purchase Department can recall articles that are not selling or is stock exceeding (Not for articles in a fixed assortment like Solar Plus etc).
• The purchase department owns the parameters for Drive - In replenishment.
Returns to suppliers
• A written return agreement must be made with the supplier to make sure that new articles can be returned.
• Purchase for projects or campaigns must have a return agreement on a possible remaining level that exceeds normal sales according to article classification and rules under section of KPIs.
General return rules
• Articles that are not green at the central warehouse cannot be returned to a central warehouse or Drive - In – this goes for both customer and Drive - In returns. Individual exceptions may be made if special terms have been agreed with a customer.
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Purchasing
Guidelines for the maximum quantity to have in stock to keep up with the KPI’s on stock turnover.
High Frequency Low Frequency
Hig
h C
os t
valu
eLow
Cost
Valu
e
10 weeks sales
3 weeks sales
17 weeks sales
7 weeks sales
13 weeks sales
6 weeks sales
8 weeks sales
4 weeks sales
8 weeks sales
Purchase change of mindset
• Focus on doing purchase based on the right mindset• Not buying more lines, but buying more focused• Understanding the importance of having the right focus
MRP calculation per double ABC class
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