Supply chain risks by Levi 2015
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Transcript of Supply chain risks by Levi 2015
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A New Approach to Manage Supply Chain Risk
Featuring MIT professor David Simchi-Levi, a thought leader on supply chain management and business analytics
OCTOBER 21, 2015Delivered by
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OCTOBER 21, 2015
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Today’s Speaker
MIT professor David Simchi-Levi, a thought leader on supply chain management and business analytics
A New Approach to Manage Supply Chain Risk
OCTOBER 21, 2015
@HBRExchange | #HBRwebinar
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Identifying Risks and Mitigating Disruptions in the Supply Chain
David Simchi-LeviProfessor, MIT
Chairman, OPS Rules
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© David Simchi-Levi 2015
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• Significantincreaseinsupplychainrisk Outsourcingandoffshoring
Supplychainisgeographicallymorediverse Leanmanufacturing
Just‐in‐time JIT manufacturingandlowinventorylevels
Intel Sales are downGiant blames Thai flood for
$1B drop in sales goals. Toyota, Honda, Goodyear,
Canon, Nikon, Sony… have cut production and lowered financial forecasts because of the flooding in Thailand.
The Wall Street Journal, 2011
General Motors truck plant was shutting down
General Motors truck plant in Louisiana announced that it
was shutting down temporarily for lack of
Japanese-made parts because of the earthquake and tsunami
had struck Japan.New York Times, 2011
© David Simchi-Levi 2015
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• Significantincreaseinsupplychainrisk Outsourcingandoffshoring
Supplychainisgeographicallymorediverse Leanmanufacturing
Just‐in‐time JIT manufacturingandlowinventorylevels
0
50
100
150
200
250
Quake/Tsunami Floods Tornadoes Floods
Japan Thailand USA Australia
Natural Disasters 2011 Cost ($B)
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WorldwideNaturalDisasters1980‐2011Source:MunichRe
Hurricane Katrina, 2005
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Supply Chain Disruption and Stock Performance
• Mattel, the world’s largest toy maker;• Recalled 18 million toys made in China on August 2007;• The reason: hazards such as lead paint
$‐
$0.50
$1.00
$1.50
$2.00
$2.50 20
03Q3
2003
Q4
2004
Q1
2004
Q2
2004
Q3
2004
Q4
2005
Q1
2005
Q2
2005
Q3
2005
Q4
2006
Q1
2006
Q2
2006
Q3
2006
Q4
2007
Q1
2007
Q2
2007
Q3
2007
Q4
2008
Q1
2008
Q2
2008
Q3
2008
Q4
Hasbro
Mattel
Stock Performance ($1 invested in 2003)
Product Recall
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• Naturaldisasters• Geopoliticalrisks• Epidemics• Terroristattacks• Environmentalrisks• Volatilefuelprices• RisingLaborcosts• Currencyfluctuations• Counterfeitpartsandproducts• Portdelays• Marketchanges• Suppliers’performance• Forecastingaccuracy• Executionproblems
Unknown-Unknown
Known-Unknown
Uncontrollable
Controllable
© David Simchi-Levi 2015
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• Naturaldisasters• Geopoliticalrisks• Epidemics• Terroristattacks• Environmentalrisks• Volatilefuelprices• RisingLaborcosts• Currencyfluctuations• Counterfeitpartsandproducts• Portdelays• Marketchanges• Suppliers’performance• Forecastingaccuracy• Executionproblems
Unknown-Unknown
Known-Unknown
Uncontrollable
Controllable
© David Simchi-Levi 2015
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• Naturaldisasters• Geopoliticalrisks• Epidemics• Terroristattacks• Environmentalrisks• Volatilefuelprices• RisingLaborcosts• Currencyfluctuations• Counterfeitpartsandproducts• Portdelays• Marketchanges• Suppliers’performance• Forecastingaccuracy• Executionproblems
Unknown-Unknown
Known-Unknown
Uncontrollable
Controllable
© David Simchi-Levi 2015
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Epidemics
Fuel Prices
GeopoliticalProblems
Currency Fluctuations
Commodity Prices
Port Delays Product Design
Problems
Forecast Accuracy
Suppliers‘Performance
The Risk Framework
Expected Impact
Ability to ControlLOWUnknown-Unknown
HIGH
HIGHKnown-Unknown
LOW
Counterfeits
Government Regulations
Natural Disasters
Environmental Risks
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•
•
•
•
Mostlyad‐hoc,intuition,gutfeeling Exposuretoriskmayresideinunlikelyplaces Mayleadtothewrongactionsandwastedresources Noabilitytoprioritizemitigationinvestment
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West Coast
East Coast
North American Assembly Plants
Dealers
Truck
Train
North American Engine Plants
Transmission Plants
Stamping Plants
APA Suppliers
EU Suppliers
NA Suppliers
Forging Plants
Casting Plants
APA Suppliers
EU Suppliers
NA Suppliers
NA Sheet Steel Suppliers
APA Suppliers
NA Steel Bar Suppliers
EU Suppliers
NA Suppliers
© David Simchi-Levi 2015
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Complexbillofmaterialsandsupplychainstructure Over50manufacturingplants 10tiersofsuppliers 1400tier1suppliercompanieswith4,400manufacturingsitesinover60countries
55,000differentparts 6millionvehiclesproducedannually
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Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption
Assembly Plants
Stamping Plants
© David Simchi-Levi 2015
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Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption
Assembly Plants
Stamping Plants
TTR =2 Weeks
© David Simchi-Levi 2015
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Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption
Assembly Plants
Stamping Plants
2 Weeks1 Week 2 Weeks
2 Weeks
2 Weeks
TTR =2 Weeks
2 Weeks
© David Simchi-Levi 2015
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• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption• PerformanceImpact PI :ImpactofadisruptionforthedurationofTTRonagivenperformancemeasure
Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
Assembly Plants
Stamping Plants
2 Weeks1 Week 2 Weeks
2 Weeks
2 Weeks
TTR =2 Weeks
2 Weeks
© David Simchi-Levi 2015
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2 Weeks$1.5B
1 Week$100M
• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption• PerformanceImpact PI :ImpactofadisruptionforthedurationofTTRonagivenperformancemeasure
Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
Assembly Plants
Stamping Plants
2 Weeks
2 Weeks
2 Weeks
TTR =2 Weeks
2 Weeks
2 Weeks$400M
2 Weeks$100M
2 Weeks$2.5B
TTR =2 WeeksPI = $400M
2 Weeks$300M
© David Simchi-Levi 2015
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2 Weeks$1.5B
• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption• PerformanceImpact PI :ImpactofadisruptionforthedurationofTTRonagivenperformancemeasure• RiskExposureIndex REI :NormalizesthePIbythemaximumPIoveralldisruptionscenarios
Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
Assembly Plants
Stamping Plants
2 Weeks1 Week
2 Weeks
2 Weeks
TTR =2 Weeks
2 Weeks
2 Weeks$400M
1 Week$100M
2 Weeks$100M
2 Weeks$2.5B
TTR =2 WeeksPI = $400M
2 Weeks$300M
© David Simchi-Levi 2015
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2 Weeks0.6
• Time‐To‐Recover TTR :Thetimeittakestorecovertofullfunctionalityafteradisruption• PerformanceImpact PI :ImpactofadisruptionforthedurationofTTRonagivenperformancemeasure• RiskExposureIndex REI :NormalizesthePIbythemaximumPIoveralldisruptionscenarios
Engine Plants
Contract Manufacturers
Assembly Suppliers
Steel Bar Suppliers
Raw Chemical Suppliers
Sheet Steel Suppliers
Assembly Plants
Stamping Plants
2 Weeks1 Week
2 Weeks
2 Weeks
TTR =2 Weeks
2 Weeks
2 Weeks0.16
1 Week0.04
2 Weeks0.04
2 Weeks1.0
TTR =2 WeeksREI = 0.16
2 Weeks0.12
© David Simchi-Levi 2015
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• Fordanditssupplierproductionportfolioandvolumeofproductionbysite
• Billofmaterialsforeachvehicleanditscorrespondingparts• Volumesandprofitmarginsofdifferentvehiclelines• Pipelineinventories• Timedurationofadisruption• Firm’sresponseafteradisruption
Theresponseissimulatedviaoptimization
© David Simchi-Levi 2015
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Number of Sites
Performance Impact
Another 2773 sites with No Impact
2773
805
142 252 154408
1
201
401
601
801
1001
1201
1401
1601
1801
NoImpact VeryLow Low Medium High VeryHigh
© David Simchi-Levi 2015
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© David Simchi-Levi 2015
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• LongTermContracts• TrackInventory
• Partnership• RiskSharingContracts• TrackPerformance• RequireMultipleSites
• Inventory• DualSourcing• NewProductDesign
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Time‐to‐Recover TTR :Thetimeforanodeinthesupplychaintoreturntofullfunctionalityafteradisruption.
Time‐to‐Survive TTS :Themaximumdurationthatthesupplychaincanmatchsupplywithdemandafteranodedisruption
© David Simchi-Levi 2015
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0
50
100
150
200
250
0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 20 40 >50
Num
ber o
f Sup
plie
rs
TTS (weeks)
© David Simchi-Levi 2015
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• DevelopmentofaDecisionSupportSystemforRiskManagement RiskAnalysis‐‐Strategic
IdentifyExposuretoRiskassociatedwithpartsandsuppliers Prioritizeandallocateresourceseffectively Segmentsuppliersanddevelopmitigationstrategies Identifyopportunitiestoreduceriskmitigationcost
TrackchangesinRiskExposure‐‐Tactical Alertprocurementexecutivestochangesintheirriskposition
RespondtoaDisruption‐‐Operational Identifyaneffectivewaytoallocateresourcesafteradisruption
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Central Repository (SQL Server)
Supply Chain Mapping
(Java Graph ETL)
Risk Exposure Model
(Java‐CPLEX)
Data Visualization (Tableau)
Model Interface
Materials Planning & Logistics
Purchasing System
Vehicle Volume Planning System
Vehicle Profit Margins
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Central Repository (SQL Server)
Supply Chain Mapping
(Java Graph ETL)
Risk Exposure Model
(Java‐CPLEX)
Data Visualization (Tableau)
Model Interface
Materials Planning & Logistics
Purchasing System
Vehicle Volume Planning System
Vehicle Profit Margins
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Plant Parent Child
Plant‐X Part A Part B
Plant‐X Part B Part C
Plant Part From
Plant‐X Part B Plant‐Y
Plant‐X Part C Plant‐Z
Part Feature Plant
Part A CDHABC AP02A
Part B CDHXYZ AP02A
Plant A
Plant B
DCZSA > RF3S7R ‐ 7144 ‐ CA > 0132A > RF3S7R ‐ 7144 ‐ CA > AG9R ‐ 7144 ‐ EB0001 > AG9R ‐7144 ‐ EB0002 > AG9R ‐ 7144 ‐ EB0003 > AG9R ‐ 7144 ‐ EB0004 > AG9R ‐ 7144 ‐ EB0005 > AG9R ‐7144 ‐ EB0006 > AG9R ‐ 7144 ‐ EB > PCV6R ‐ 7015 ‐ GCA > CV6R ‐ 7015 ‐ GCA > CV6R ‐ 7002 ‐GCC > AP02A >> CDHABCTD >> CDH
T1 SitesFinal
Assembly
Part Structure
Part Supply
Final Assembly
Supply Lineage
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Central Repository (SQL Server)
Supply Chain Mapping
(Java Graph ETL)
Risk Exposure Model
(Java‐CPLEX)
Data Visualization (Tableau)
Model Interface
Materials Planning & Logistics
Purchasing System
Vehicle Volume Planning System
Vehicle Profit Margins
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Supplier Vehicle Impacted Total Part Cost Financial Impact Volume Impact Supplier Part Namesx11 cc1 $$$ $$$ vvv x11 y11x12 cc2 $$$ $$$ vvv x11 y12x13 cc3 $$$ $$$ vvv x11 y13x14 cc4 $$$ $$$ vvv x12 y21x15 cc5 $$$ $$$ vvv x12 y22x16 cc6 $$$ $$$ vvv x13 y31x17 cc7 $$$ $$$ vvv x13 y32x18 cc8 $$$ $$$ vvv x13 y33x19 cc9 $$$ $$$ vvv x13 y34x20 cc10 $$$ $$$ vvv x14 y41
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Supplier Vehicle Impacted Total Part Cost Financial Impact Volume Impact Supplier Part Namesx11 cc1 $$$ $$$ vvv x11 y11x20 cc10 $$$ $$$ vvv x11 y12x21 cc11 $$$ $$$ vvv x11 y13
x20 y21x20 y22x20 y31x20 y32x20 y33x20 y34x20 y35
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• Providedaninternalproactivetoolforriskmanagement
• Generatedcriticalsupplierlist/partlist Previously,Fordmonitored1500suppliersites Themodelidentified2600suppliers’sites,upto$2.5billionrisksonrevenue Amongthe2600sites,1100sitesweremonitoredbyFord
Identified1500newsitesthatarenotcurrentlymonitored About400siteshavebeenassessedaslowrisks
• Examplesofthemodelinpractice Riskmodelidentifiedasensorthathashighvehicleexposureandisbeingsuppliedby
twositesglobally.Thecommodityteamacknowledgedthesourcingconcentrationandhasinvestigatedalternatives
Forthefastenercommodity,themodelenabledFordtoprioritizepartsbasedonexposurelevelandtriggeredfurtherinvestigation.OurinvestigationsegmentindustrystandardpartswithshortTTRintolow‐riskwhilespecialoruniquefastenersintopotentialhigh‐riskcategory
FordSupplyRiskSpecialistsusethemodelroutinelytoprioritizecommoditiesandsuppliersitesthatrepresentthehighestlevelofexposureduringpotentialdisruptionevents i.e.naturaldisasters,laborstrikes,politicalunrest,etc. ,enablingefficientuseofresources
© David Simchi-Levi 2015
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Award Winning Technology
Winnerofthe2014InformsWagnerAward‐ FordMotorCompany:IdentifyingRisksandMitigatingDisruptionsintheAutomotiveSupplyChain
HBRarticle:FromSuperstormstoFactoryFiresdescribesamethoddevelopedby DavidSimchi‐Levi to manageunpredictablesupplychaindisruptions.
ReceivedtheFord2015EngineeringExcellenceAward
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• RiskExposuremethodimplementedinindustriessuchasTelecommunication,High‐Tech,Pharmaceutical,AerospaceandAutomotive
• TheUNOfficeofDisasterRiskReductionappliedtheRiskExposuremethodindevelopingcountries Haraguchi,M.andU.Lall,“FloodRisksandImpacts”
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•
HBR:FindtheWeakLinkinYourSupplyChain
•
Softwarethatimplementstheconceptsinthistalkhttp://www.opalytics.com/network‐risk/
© David Simchi-Levi 2015
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Questions?Type your question in the chat box in the lower left corner of your screen and click “send”
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This webinar was made possible by the support of UPS.
Delivered byOCTOBER 21, 2015