1 Ginny Youngblood, CSCP, CPIM, SCOR-P Achieving Value Chain Transformation at DuPont Ginny Youngblood is the Global BPM Lead for DuPont and the corporate Process Owner for the Performance Management element of the DuPont Production System. She joined DuPont in 1982 and has worked at several manufacturing sites as well at corporate headquarters in Wilmington, Delaware. Her leadership and managerial responsibilities with DuPont include Sales, Marketing, New Product Development, Line Manufacturing, Operations and Business Leadership roles at various manufacturing and business sites throughout DuPont. She has a particular interest in teamwork and in the development of individual processes and team systems which support combined individual and business growth. She is CPIM, CSCP, and SCOR-P certified. She received a Ph.D. in Chemistry from Yale University in 1982 and a B.S. from The College of William and Mary in 1977. Global BPM Lead – DuPont
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Ginny Youngblood, CSCP, CPIM, SCOR-P
Achieving Value Chain
Transformation at DuPont
Ginny Youngblood is the Global BPM Lead for DuPont and the corporate Process Owner for the Performance Management element of the DuPont Production System.
She joined DuPont in 1982 and has worked at several manufacturing sites as well at corporate headquarters in Wilmington, Delaware. Her leadership and managerial responsibilities with DuPont include Sales, Marketing, New Product Development, Line Manufacturing, Operations and Business Leadership roles at various manufacturing and business sites throughout DuPont. She has a particular interest in teamwork and in the development of individual processes and team systems which support combined individual and business growth.
She is CPIM, CSCP, and SCOR-P certified. She received a Ph.D. in Chemistry from Yale University in 1982 and a B.S. from The College of William and Mary in 1977.
Global BPM Lead – DuPont
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DuPont is a market-driven science company
Our Purpose
DuPont is a science company. We work
collaboratively to find sustainable, innovative, market-
driven solutions to solve some of the world’s biggest
challenges, making lives better, safer, and healthier
for people everywhere.
DuPont Portfolio Changes
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DuPont Provides Unique Market Offerings
Three Strategic Priorities
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Science Meets Demand
DuPont Global Supply Chain
DuPont Integrated Operations WorldwideGlobal Supply Chains 70 of 98
Plant sites 207 Sites
Warehouses 740+
Shipping Major Container user
Employees (approx.) 34,000+
Countries 45
Contract operations ~1000 Sites
Diverse Operations• Seeds • Discrete parts• Food additives• Industrial biotech• Film production• Polymer production• Fiber production• Consumer goods• Electronic materials• Continuous chemical process• Fine and custom chemicals• Fluorine chemicals
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Three Operational Priorities
Using a Systems Model . . .Demand Led Fulfillment
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to Identify Gaps . . .
Performance opportunities
Demand led fulfillment operating
model
+
Improve
customer
experience
Reduce
cost to serve
Reduce
inventory
From …
� High inventory � Misaligned policies� Non productive inventory
� High complexity� Manual interventions� Numerous work
arounds� Significant expediting
� Inconsistent delivery performance
� Difficulty meeting promises
� Significant churn and effort
To …
� Automated, streamlined, rules based processes
� Reduced manufacturing costs
� Reduced expediting costs
� Advantaged working capital productivity
� Aligned E2E performance
� Capital available to re-invest
� Reliable Supply� Competitive lead times� Differentiated service
levels
AND
and to Focus on Transformation
AND
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DuPont Process PerformanceGaps Come From E2E Processes
Suppliers Customers
Requisition to Pay Order to CashRecord to Report
DemandMgt
SupplyMgt
Material
Money
Information
Transactional Processes
% delivery promises broken
DuPont eTransactions << Hackett World Class of 50%
# invoices per sales
order
% shipments billed > 1 day late
% customer orders require
manual intervention
% requisitions released manually
% inbound material
shipments late
% of MRO purchases are
spot orders
E2E Processes Are Assets We ManageB
usiness A
IT
Finance
Operations
Business B
Up Down DuPontDuPont
IT
Planning
Sourcing
Deliver
E2E ProcessesDuPont
Resources Value
VALUE
Processes are assets . . . Process are cross-functional . . .
Need a discipline to manage E2E business processes across the white spaces of resource hierarchies
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Transparency
Ownership
Agility
BPM – Process Management Discipline
Business process management
(BPM) is a management
discipline that treats processes
as assets that directly
contribute to enterprise
performance by driving
operational excellence and
agility.
BPM Supports Transformation
Develop and maintain cross functional standard processes
Standard KPIs for integrated E2E supply chain
Behaviors to support change
Standard system and data architecture
Standard governance, accountability and centered teams
