Nokia Corporation - Juha Putkiranta Senior Vice President, … · 2019. 8. 1. · Demand Supply...
Transcript of Nokia Corporation - Juha Putkiranta Senior Vice President, … · 2019. 8. 1. · Demand Supply...
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Demand Supply NetworkManagementJuha PutkirantaSenior Vice President,Demand Supply Network Management
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Scale advantageNokia
MotorolaSony Ericsson
Samsung
LGE
(M)
20
40
60
80
100
120
*Sources: Company reports up to 3Q 2008
2001 2002 2003 2004 2005 2006 2007 2008
Device Volumes
*
140
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Responding to customer needs
Nokia N96
170 Handset Variants
250 Sales Package Variants
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Combining responsiveness and efficiency:Excellent ability to adapt
SuppliersSupply OperationsEngine Operations
150 suppliers for 120 billion components15 devices each second 24/7200 devices in average customer order
Manufacture to order
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Advantages in rapidlychanging markets
Flexible inventory management:• 75% of inventory held by suppliers immediately
prior to assembly
Product Sales Volume vs Plan-120% -80% -40% 0% +40% +80% +120%
Flexible Manufacturing
Manufacturing Flexibility:• ~20% of manufacturing done by sub-suppliers –
adds flexibility• Booming Market = We managed for upside better
than others• Contracting Market
• We are already biased for downside• Our organization has experience• Less important = capacity/supply constraints• More important = managing costs
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Nokia Demand Supply NetworkArchitecture
EcosystemInnovation
ResponsivenessCost effective
Global reachPull driven
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Eco-System: Fast response formarkets needs
Komarom industrial village© 2008 Nokia Capital Markets Day 2008187
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High responsiveness combined withlow inventories
Days of supply
Order to deliveryHigh
Low1996 2008
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… and extending thelead further
Variation Management
Global Manufacturing
Scale and Efficiency
Ensuring efficiency and flexibility whilecreating customer value
Summary
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Superior Powers ofCollaborationJean-Francois BarilSenior Vice PresidentSourcing
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Supplier
NetworkGreat
Products
Customer Satisfaction
Operational Excellence
Connecting the Inside withthe Outside
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Operational mode
Supplier portfolio
Collaboration
Percent of operating profit
Sony Ericsson
NOKIA Motorola SamsungLGE
Source: Nokia, company reports
RIM
Margin advantage vs.competition
-20%
0%
20%
40%
60%
80%
Q3'06 Q4'06 Q1'07 Q2'07 Q307 Q4'07 Q1'08 Q2'08 Q3'08
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0
25
50
75
100
125
150
Operational flexibility R&D and suppliercollaboration
Terminal Vendor Shipments (M) Nokia 6300
Ret
ail p
rice
in €
04 05 06 07 08
Product Sales Volume vs Plan
-120% -80% -40% 0% +40% +80% +120%
Gross margin %
Jan 07 June 08
Operational mode = Scale and costadvantage
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Leadershipand
values
InvestmentCapability
LowestTotal Cost
ProductPerformance Time to
Market
Nokia#1 customer
Working only with the bestsuppliers
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Balanced supplier portfolio
# of Suppliers
Hardware
Software& Content
Shares by commodity
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Company Confidential
Sharp peak ofinnovativecompanies forpicking newtechnologies
Weight on afew largesuppliers
No long tailof legacysuppliers
“Kiwi-bird” shaped supplierportfolio
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Unleashing the power ofcollaboration: 1+1=11
Passion and TrustCo-creation
TransparencyRewards
Supplier• Capabilities• Scale• Innovation
Nokia• Technology planning• Product• Logistics
Human and business leadership
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Company Confidential
2/5 Collaboration2/5 Supplier portfolio1/5 Robust processes
..and “a pinch” of leadership
Risk management resilience
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Company Confidential
• Supplier requirements for Ethics, Labour, Health & Safetyand Environment since the 1990s
• > 50 on-site supplier assessments annually with activedevelopment programs
• Environmental improvement targets for key suppliers
• #1 Dow Jones Sustainability Index - CommunicationTechnology category (2008)
• #1 in Greenpeace Electronics Ranking (Nov 2008)
• Active participation at industry level (e.g GeSI)
Responsible suppliermanagement
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Thank you.