Logistics and Supply Chain Management-OverviewThomas Tanel
Similaire à Innovative Concepts in Inventory Management - Jeff Hansen, Major Accounts Director, Uni-Select, Ray Melleady, Vice President, Neopart LLC (20)
2. Session Agenda
Introductions
Is the OEM really the OEM? Jeff Hansen
Sourcing Options Jeff Hansen
What has gone wrong? Jeff Hansen
Making inventory work for you. Jeff Hansen
Partnering Solutions Jeff Hansen
Industry Challenges Ray Melleady
VMI as a Solution Ray Melleady
Supply Chain Silos Ray Melleady
The Real Cost of Inventory Ray Melleady
Open Forum – Questions & Discussion All
3. Uni-Select By the Numbers
An Industry Leader…40+ Years of Continuous Growth
• 2009 Sales $1,410M
• 40 Distribution Centers
• 250 Company Stores
• 3,500 Customer Locations
• $400M Available Inventory
• 350,000 products
• 4,800 Employees
4. Is The OEM truly the OEM
Parts Strategy: OEM and Aftermarket…Same or Different?
• Auto, Truck & Bus Manufacturers Core Competence
• Who are the Manufacturers…
• If this is True….
• What Drives customers back to OEM?
• Selecting the proper Products & Distribution
• Opportunity for Savings
5. Sourcing...You Have Options
Sourcing Parts: You Have Options…
• What are your Objectives & Expectations
• Advantages & Disadvantages of:
– Single Source Supplier
– Multitude of Suppliers
– Buying on Price
– Buying on Delivery
• What’s the Best Choice?
6. Inventory Management
• What Goes Wrong & Why
– Application Platforms
– Inventory Obscurity
– Inventory Obsolescence
– Part Proliferation
– Complex Cataloging
– Supplier Overload
– Systems Integration
10. Supply Chain Silos
Suppliers Warehouse –
Logistics
TransitStockroom
Sub-
Assembly
DEMAND INFORMATION
DIRECT SUPPLY FROM SOURCE
Assembly
11. Why Vendor Managed
Inventory?
Just in
Time or Just in
Case
Maximize
Availability
Minimize
Inventory
Availability Savings
Risk
Management
Inventory
Reduction
A well structured VMI Program can mitigate Conflicting Objectives
12. Supply Chain Evolution
Transit relied on
suppliers who
increasingly failed to
keep sufficient stock
To improve availability
transits purchased deep
inventories “just in
case”
Neopart technology and
sourcing expertise
enables efficient access
to the best suppliers
Need Generated
Production
Large inventory Costs
Long Lead Times High Obsolescence Costs Result Less Inventory
Many Buses Down WFP Still large number of
buses down WFP
Better Bus Availability
Large amounts of Idle
Capital
Reduced Overall Costs
Supplier/ Bus
OEM-Dependent
Era
“Just in
Case”
Era
Supply
Chain Era
13. Measuring Cost & Savings
Cost as a % of Total Inventory
Warehouse Expense 1-3%
Physical Handling 1-3%
Administration 3-6%
Cost of Money 4-6%
Obsolescence 6-12%
Cost of Parts 6-8%
Capital Utilization Rate 1-3%
Total Cost 22 – 41%
Source of Savings for VMI Programs
Warehouse Expense 1%
Physical Handling 1%
Administration 3%
Cost of Money 5%
Obsolescence 6%
Cost of Parts 6%
Capital Utilization Rate 1%
Savings Potential 23%
Estimated $ Savings with 5 million inventory
Warehouse Expense $50,000
Physical Handling $50,000
Administration $150,000
Cost of Money $250,000
Obsolescence $300,000
Cost of Parts $300,000
Capital Utilization Rate $50,000
Savings Potential $1,150,000
“For every dollar
of material we
consume, our
internal handling
costs amount to
an additional 18
cents.” –
NYMTA Jan.
2010
14. Organizational Overview
• NEOPART is a long established parts
provider to the transit industry
• Management team with more than 100
years of experience
• Providing parts to more than 90% of US
transit systems
• Superior knowledge of bus parts supply
chain
• Global Sourcing on axle parts, disc
brakes, slack adjusters