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ר האיגוד לניהול שרשרת האספקה בישראל "יו

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ספקים מפעל

מחסנים/ מרכזי הפצה

צרכנים לקוחות

ניהול שרשרת אספקה הרואה בניהול שרשרת אספקה ,חדשה ניהולית עסקיתגישה

משולבת של כל החוליות בשרשרת כתהליך קריטי לאופטימיזציה

.ומיצוב בשוק מול המתחרים ,ובכך מביא להעלאת הרווחיות

:לוגיסטיקה

באפקטיביות וביעילות של זרימה ואחסון של שליטה, יישום, תכנוןתהליכים של

מנקודת המוצא לנקודת הצריכה למטרת היענות שירותים ומידע, מוצרים

.לדרישות הלקוח

-

-

: 20-30

: 70-100

( )

: 50-70

: 30-50

( )

-

: 10-15

:

200-300

-

- 90

- 1300~

-

: 6

: 50-70

-

-

חשיבות השרשרת לכלכלת מדינת ישראל

הערך " / המזון"שרשרת

5

:

300-400

:

200-300

: 1000

ן , ,ן

:

300-400

,

:

200--300

ן , ,ן

:

100-200

,

:

50-100

חשיבות השרשרת לכלכלת מדינת ישראל מספר מועסקים בשרשרת האספקה בישראל

עובדים 1000 -על כל כישירים בהייטק יש מעל

בשרשרת האספקה 2000 והשירותים של החברה

Risk Management

Risk sharing is NO LONGER

an issue for Bankers and Brokers only

Risk sharing is becoming the main challenge for

Purchasing, Logistics and Operations Mgr’s

The big Question

How do we share Risk ?

In the last years business environment is changing sharp and fast

In a changing environment == Fix Cost = Risk

What is a business Risk?

Problem: Fix Cost (Assents)

Facilities

Inventory

Employees

Tools and Jigs

Solution: Flexible Cost Structure

Strategy : Outsourcing

Cost

cost Fix

V A R

The main tactic is share

the RISK(=FIX cost) with

Your Supply chain partners.

Outsourcing is a Philosophy to achieve Flexible cost structure by changing

FIX Cost to ==Variable cost.

You are not investing in Facility, HC, Inventory, Tools (FIX)…..BUT

Purchase only when you have sales (Variable)

Outsourcing – What else...?

Core Competence

• Create “Win Win” business relationship with our vendors

• Company focus in what we do best

• Suppliers focused on what they do best

• Professionalism

Flexibility

• Fast Capacity changes to meet customers changing demands

Operation Efficiencies

• Improve production cycle time (Parallel production)

• Reduce floor space

• Reduce number of employees

• Lower inventories

• Reduce number of vendors

• Lower Purchasing / Logistics load

Cost Savings

• Company Headcount

– Eliminate recruiting and training process

– Reduce management attention and create focus

– Eliminate employees social benefits

• Facilities

– Supplier has Lower price, usually far from the center

– Flexibility - Supplier has other customers with different business conditions

Outsourcing – What else…?

Basically: Everything you can without “changing your company name” = everything but not the Core

Direct Expenses

• Logistics Service (Forwarding , WH’s and Packing)

• Production (Main Sub Assemblies)

Indirect Expenses

• Facility service (Food , Office , Maintenance…)

• HR service (Recruitment, entertainment …)

• IS&T services

• Basic developments

What to Outsource…?

Simplified SCM

Supplier Inter.

Forwarder

Domestic

Forwarder Re Supply Customer Production Custom

X 300 X 6 X 5 X 4 X 2 X 2 X 2 X 50

W.H.

Supplier Inter.

Forwarder Forwarder / W.H. / Re Supply Customer Production Custom

X 200 X 6 X 5 X 1 X 2 X 70

Supplier Inter. FW

& Custom

W.H. &

Re Supply Customer Production

X 100 X 1 X 1 X 1 X 100

Supplier ONE logistics Customer Production

X 100 X 1 X 1 X 1 X 100

ONE SUPPLIER, ONE PROCESS, ONE OWNERSHIP

Supplier Inter.

Forwarder W.H. Production Customer Packing

Domestic

Forwarder

Re Supply.

Supplier Logistics Production

Sub Assy Packing Integrations

Outsource

Customer

Material Supply Chain

Outsourcing Road Map

14

COMPONENT

LEVEL

FINAL

INTEGRATION

MECH.

INTEGRATION

MAIN

FRAME

CAGE

LEVEL

BOARD

LEVEL

NO. OF SUPPLIERS 50

100

50%

$600M

70

25%

$200M

HIGH

100

2000

15%

$50M

MID

150200300

500300045006000LINE PURECHASED

10%5%5%GROSS MARGIN

$40M$25M$20MFY2001

BUSNISS VOLUMES

LOWLOWLOWCOMPLEXITY VERY HIGH

Supply Chain Vision

Purchasing “Back Office” Outsourcing

Purchasing Working

Models

SCM

Mat.

V.S.

• Strategies

• Sup Selection

• Contracting

• Cost

• Availability

• Sup Capacity &

responsiveness

• Suppliers

performance

• Po Management

• Data integrity

Tasks

Buyer

Strategic

Suppliers

SCM/M

at.

All

tasks

Mid $

Spent Low $

Spend

Applied Employees

Outsourced Employees

Are we loosing control ?

Yes !

Is Outsourcing risky ?

Yes !

?

The Philosophy of Risk Management

To say “Do not put all the eggs in one bucket” is stupid.

Put all the eggs in one bucket and put an eye on the

bucket

We should “put an eye on the bucket” = Suppliers

So ……. Risk should not only be shared BUT should also be managed properly !!!

The key is to Select the Right Partner • Defined clear and controlled process for New suppliers evaluation

and selections.

• Suppliers selection is followed by SCM/ Eng. and Quality assessment

• Top Management is approving New suppliers selection.

Building Partnership • Expectation set up and clarification of requirements from day one.

• Sign long term Mfg contract include all commercial and operational requirements.

• Set periodical review for updates and follow-up.

Managing Partnership (Supplier Performance) • Yearly business forecast to suppliers - monthly basis.

• Constant Feedback on suppliers performance

• Yearly Suppliers evaluation and ranking

Building Relationship = “Getting Married”

Risk Sharing with Supply Chain Partners

Summary

Outsourcing should be followed by building a strong partnership with the “right suppliers” and tight control& feedback on suppliers performance .

To be able to compete we must share our risk with our supply chain partners.

Fix cost like: Facility, Tools & Jigs, Inventories etc. are hugh burden which can risk our business continuity.

Our business environment is changing sharp and fast.

Outsourcing is first, a philosophy to share risk with suppliers, second a way to reduce overall cost and improve performance.

...תיהנו מהיום -תודה על ההקשבה

ארז לויעצמאי -יועץ עסקי לחברות

:למעוניינים בקשר

etdlevi@013net.net

054-8049006

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