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Michael Burkett VP Research, AMR Supply Chain Leaders michael.burkett@gartner.com May 2010
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This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. 2009 Gartner, Inc. and/or its affiliates. All rights reserved.
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This presentation, including any supporting materials, is owned by Gartner, Inc. and/or its affiliates and is for the sole use of the intended Gartner audience or other authorized recipients. This presentation may contain information that is confidential, proprietary or otherwise legally protected, 2009 Gartner, Inc. and/or its affiliates. All rights reserved. and it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates. GartnerGartner, Inc. and/or its affiliates. All rights or its affiliates. 2009 is a registered trademark of Gartner, Inc. reserved. 3
Mike Burkett
Managing VP Supply Chain Process and Technology Research focus on Global Product Innovation and Lifecycle
Management. Published the first industry report defining the PLM market
Experience: 15 years in manufacturing supporting new product introduction, supply readiness, program management, industrial / applications engineering.
Six Sigma Master Blackbelt & Lean process improvement Employment: Invensys, EG&G, and BBN Communications MBA from Babson College and BS in manufacturing engineering technology from Wentworth Institute of Technology.
2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
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Agenda
Why rebuild global supply chain infrastructure Principles of becoming demand driven Best-practice leaders in the journey
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5/25/2010
2009 Ford reported its second consecutive quarterly profit and more impressively, a swing from a $7.7 billion cash burn a year earlier to positive cash flow of $1.3 billion in the just-ended third quarter.
Wall Street Journal, How Ford Is Making Its Comeback, November 4, 2009
2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
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0%
20%
40%
60%
80%
100%
n=340
Performance Gap
8%
56%
Evaluating impact of design complexity and the level of reuse from previous products
59%
11%
48%
Evaluating manufacturing and supply chain costs during a make versus buy analysis
58%
8%
50%
57%
1%
56%
Mfg. Networks
Source: AMR Research, 2009
GHG emission data supplied to supply chain partners 2008 vs. 2009
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Please select the option that best fits your situation. Responses are confidential.
2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
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Sustainability
Opportunities
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Sense demand
- At point of consumption and share signal with partners.
Shape demand
- Influence with common parts or reduced cost / pricing.
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Sales
Sales
Time
Sales
Time
Time
Sales Time
Supply volatility Supplier capability Supplier yield Material shortages Production downtime
Demand volatility Customer priorities Engineering change Production yield Service demands
If Caterpillar increases production 15% many suppliers would more than double their shipments to us Caterpillar CEO Jim Owens, WSJ 01/27/10
2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
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2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.
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Used third-party logistics partner Installed a governance team and analytics Profitably allocate scarce flash memory supply. Use postponement assy. in distribution network Eliminate 60%+ supply chain infrastructure costs Improve service levels to global customers
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Missing days production can cost $100M. Ensure a reliable and profitable response Supplier credit coming due flagged & assessed Metrics improve supplier sensing Better decision making with a 12- to 24-month forward-looking view on potential risk.
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II
Phase reviews integrate hand-off to the business Early input from operations on product innovation Customer input captured on needs and sought for product concepts
III
Cross-functional steering committee monitors progress Concurrent development of product & process Customer behavior observed driving product innovation to meet total needs
IV
Decisive leaders actively own innovation results Early customer insights drive both operation & product innovation Product, supply, and service combine to meet customer needs
Product & process requirements & specifications rigidly defined early No alignment to business needs
Singe specification for prototype product or method refined Business adapts to commercial applications
Multiple alternative specifications and prototypes tested & tradeoffs studied Value stream map to eliminate wasted information flow
Iterative improvement with knowledge capture & sharing Enhance business differentiation while eliminating waste
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Guaranteeing aircraft availability Coordinating all service. Incorporated this need into the aircraft design Modular platform, autonomic logistics sensors
- to monitor aircraft health.
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Summary
Rebuild your global supply chain infrastructure Being demand driven paves the way Leaders are winning with demand-driven today
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Q&A
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