Differentiate with a Digitally Integrated Warehouse - … · Differentiate with a Digitally...

Differentiate with a Digitally Integrated Warehouse

Featuring:Sean Kenny, Tribridge

Jeff Gusdorf, Brown Smith Wallace Consulting GroupBob Barry, John Barry & Associates

Tom Gale, Modern Distribution Management

Dec. 14, 2017

Sponsored by:

Sean KennyClient partner,Tribridge

Speakers

Jeff GusdorfConsultantBrown Smith Wallace

Bob BarryPresident,John Barry & Associates

Tom GaleCEO & PublisherMDM

Cloud solutions, Business Applications, and Technology Services

INTRODUCTIONS

Sean Kenny, Client Partner, Business Consulting, Tribridge

2020CUSTOMER EXPERIENCE

Word on the Street

40% $100MOvertakes price and product as key brand differentiator

PRODUCTIVITY

Lost when workers switch tasks costing the global economy $450B per year

SPEED OF BUSINESS

More income generated annually by embracing digital transformation

Making fundamental changes in how business is conducted in order to help an organization respond to a shift in the market environmentBUSINESS

TRANSFORMATION

Follow the right steps

Is there a compelling business event?

ERP: Millions of $ spent on maintenance by users, millions more spent on by vendors on R&D, improvements and enhancements

POLL QUESTIONFor those looking at a Digital Transformation, there are four primary elements indicated below, all of which would be part of a transformation road-mapping program.

Which does your org need the most help with?

1. Business performance improvements

2. Requirements

3. Organizational change and risk management

4. Solution architecture

5. All of the above

UNDERSTAND EXECUTIVE OBJECTIVES

WHAT ARE YOU TRYING TO ACCOMPLISH?

DEFINE FUTURE

STATE VISION

REVIEW BUSINESS

NEEDS

DEFINE AND DELIVER

ROADMAP

IDENTIFY CHANGES

AND CONSTRAINT

Engage your CUSTOMERS

DIGITALTRANSFORMATION

Empower your EMPLOYEES

Optimize your OPERATIONS

Transform your PRODUCTS

Business Performance Improvements

FOCUS Solution Architecture

Requirements

Organizational Change and Risk Management

If you don’t know where you are going, any road will get you there.

BUSINESS PERFORMANCE

IMPROVEMENTS

TRANSFORMATIONROADMAPPING

REQUIREMENTS SOULTION ARCHTICTURE

Process Improvement and AlignmentLeading Business Practice Margin AnalysisSupply Chain Assessments and OptimizationFinancial Close checklist and process

ORGANIZATIONALCHANGE & RISK MANAGEMENT

Comprehensive and accurate understanding of the business needWhat?Why?

Organizational Change• Limited repositioning within

current structure• Enterprise-wide

transformation followed bybusiness area transformations

Risk Management• Mitigation and Contingency

To deliver the full value, you must have:• Roadmap• People• Process• Technology

Data Visualizations, scorecards and dashboards

Business Analytics

Advanced Analytics, Predictive & Prescriptive

Corporate Performance Management

Self Service BI

MEASUREMENTS

If you don’t know where you are going, any road will get you there.

Purpose BuiltBased on common distribution industry requirements and best practices

Speed To ValueReduced implementation time and costs to get ROI from your investment faster

Single PlatformComprehensive suite of capabilities (CRM, Operations, and Business Intelligence)

Easily ExtensibleAllows optional functionality (via App Source providers, ISVs, etc.)

Scale, Knowledge, and FlexibilityProven R&D and scale of Microsoft, knowledge and flexibility of Tribridge

VALUE PROPOSITION

AT A G L A N C E

Over 700 team members

One of Microsoft’s top partners –six time Microsoft Dynamics Partner of the Year

Cornerstone OnDemand top partner

Largest Microsoft Dynamics customer base in North America

Manufacturing, distribution, and retail solutions delivered through practical methodologies and intimate customer relationships

4,000Satisfied customers

98% Customer Retentionover past 12 months

average compound growth since 1998

40%

TEAM MEMBERS, CUSTOMERS, AND OFFICES ALL OVER THE U.S.

AND EMEA

DELIVERINGTECHNOLOGY

SOLUTIONS

17Y E A R S

6XMICROSOFT DYNAMICS

PARTNER OF THE YEAR 700

TEAM MEMBERS

#1 CSOD SERVICES PARTNER

Online at www.Tribridge.com/CIPor contact [email protected]

to request a demo

LET’S DISCUSS!

http://www.tribridge.com/CIP

mailto:[email protected]

The change created by integrating digital technology into all areas of

business operations

DigitalTransformation

Strategy

1. Establish Vision

2. Execute Strategy

3. Align Executives

4. Build, Deliver, Embed

5. Technology

6. Investment Required

Digital Transformation of Distribution, 2017, NAW

Creating Transformation Strategy

PurchasingLogistics

Marketing

PlanningR & D

Finance

Information Flow

ManufacturersSupplier Consumer End-Customer

CustomerDistributor

Product Development And Commercialization

Return Management

Customer Relationship Management

Customer Service Management

Order Fulfillment

Warehouse Automation

Supplier Relationship Management

Demand Management

Tranforming Business Processes

1. EDI/ASN for incoming shipments

2. Barcoding of Bin locations

3. Directed Put-away4. RF Guns or Mobile

Devices5. Shipper integration

4

Automating your Warehouse Today

© 2017 All Rights Reserved Brown Smith Wallace LLP

• Real-time Sync with Suppliers

• Wearable Robotics• Robots & Drones• Internet of Things (IOT)

• Sensors, Wearable's, Mobile

• Augmented Reality• Smart Automation

5

Next Generation of Digital Technology


6

Transforming processes with Six Sigma Tools


Six Sigma Is A Quality

Management System.

Six Sigma Is A Set Of Techniques And Tools For Process

Improvement.

It Is A Measure Of Quality That

Strives For Near Perfection.

It Is A Disciplined , Data – Driven Methodology Focused On

Eliminating Defects.

Today, It Is Used In Many Industrial

Sectors For Minimizing

Errors, reduction Of Costs And

Increase In Profit

7

Six Sigma Toolbox


DEFECT REDUCTION

CYCLE TIME REDUCTION

SIX SIGMA

DMADOV DMADV DMAIC DSSS+ CFPA

• Define Measure Analyze Design Optimize Verify

• Define Measure Analyze Design Verify

• Define Measure Analyze Improve Control

• Developing Six Sigma Software

• Cross Function Process Analysis

• Design & Manufacture

• Designing New Processes

• Improving Existing Cross-functional Processes

• Software Development

• Improving Cross-functional Processes

APQC's Process Classification Framework®

(PCF) is used by organizations to define work processes.

Organizations use the PCF to:

– Standardize process definitions

– Benchmark internally and with other organizations

– Discuss organizational performance using standard terminology across business units and departments

– Organize enterprise content and knowledge

8

Process Classification Framework


9

Map Current State / Future State Processes


10

Quantify Benefit of Process Change


ProcessAnalysis

• Inventory Management• When to Order• What to Order• How much to Order

Capture Process Metrics

• Inventory Mix• Forecast Accuracy• Fill Rate

FinancialMetrics

• Inventory• Cost of Goods Sold • Freight

FinancialStatement

Impact

• Working Capital• Inventory Turnover• GMROI• Cash Cycle Time

InformationTechnology

Process Improvement

Compliance/ Regulations

Organization Changes

Security and RiskManagement

Analytics

EnablingSoftware

ProcessRequirements

Productivity Improvement

11

IT is critical to transformation


Transform the role of IT

Shift from “keeps the lights on” operations to innovation

Shift to the Cloud

Create new capabilities

Accelerate the rate of change

13

Can you software vendor support your effort?


14

Add new Capabilities


ImplementationMethodology

TechnologySuitability

ofVendor

Investment FunctionalFit

Evaluate Options

15

A Measurable Difference


6 CityPlace Drive, Suite 900│ St. Louis, Missouri 63141 │ 314.983.1200 1520 S. Fifth St., Suite 309 │ St. Charles, Missouri 63303 │ 636.255.3000

2220 S. State Route 157, Ste. 300 │ Glen Carbon, Illinois 62034 │ 618.654.3100 1.888.279.2792 │ bswllc.com

Brown Smith Wallace is a Missouri Limited Liability Partnership

Jeff [email protected], 314-983-1208

What JBA Did The John Barry & Associates team supported Titleist to

consolidate all of their golf club manufacturing in Carlsbad, California; following their purchase of Cobra Golf.

In the interests of all parties JBA looked to leverage the manufacturing practices of Titleist and Cobra to maximize the productivity in both the club manufacturing and distribution center.

John Barry & Associates studied the company’s current manufacturing process and moved to a cellular manufacturing process that added both quality and productivity to the overall operation.

New Software In parallel, JBA re-engineered their manufacturing software, personal

performance software, and the warehouse management systems; assisting in overall speed of process while reducing productive labor by over 16%.

By adding new software throughout the manufacturing and distribution center Titleist was not only increased proactive labor but also reduced a majority of their inventory.

JBA and the software provider supported the movement to a “JBA Turbo” inventory system. Here components were stocked relative to velocity, dramatically reducing travel, stocking, and picking time.

Titleist customized Although this was JBA's first golf club manufacturing

reengineering, Titleist was very pleased with the multiple advancements we introduced from several other metal fabrication operations worldwide.

Titleist takes great pride in their quality and customization. Titleist was thrilled with the overall process the alliance of JBA and the software team were able to provide. This maximized productivity in their over 200,000 square foot manufacturing and distribution center.

Konami

Who are they Konomi, a lead manufacturer of slot machines, operates a

120,000 square foot plus manufacturing and distribution center in Las Vegas.

Recommended to Konami by a leader in the gaming industry, because of previously successful projects. JBA tackled re-engineering the manufacturing and distribution system for the entire facility.

JBA Involved While doubling the size of the facility from 60,000 square feet

to 120,000 square feet, JBA was also responsible for determining the best partners for both software and automation out of a total of six top candidates.

The Final Product Using a turnkey approach, JBA helped Konami maximize the scope

of its expansion by looking at the footprint as a blank sheet of paper. Having JBA define the manufacturing and distribution center requirements aligned with utilizing the best software and automation firms available, Konami was able to advance their company through space utilization, labor reduction, cost limitation, inventory speed, and overall productivity.

Each client has their own opportunities for advancement, this specific process was created for the Konami company and allowed for solid growth while reducing costs.

Improve While You Move Titleist and Konomi are a couple of examples of JBA’s

reengineering experience. A few others are:

Differentiate with a Digitally Integrated Warehouse

Dec. 14, 2017

Sponsored by:

Questions?

Differentiate with a Digitally Integrated Warehouse - … · Differentiate with a Digitally...

Documents

Transcript of Differentiate with a Digitally Integrated Warehouse - … · Differentiate with a Digitally...