Push logistics Traditionally, the supply chain was pushed: manufacturers produced goods and "pushed" them through the supply chain, and the customer had.

Presentazione sul tema: "Push logistics Traditionally, the supply chain was pushed: manufacturers produced goods and "pushed" them through the supply chain, and the customer had."— Transcript della presentazione:

1 Push logistics Traditionally, the supply chain was pushed: manufacturers produced goods and "pushed" them through the supply chain, and the customer had no control.

2 Pull logistics In a pull environment, a customer's purchase sends replenishment information back through the supply chain from retailer to distributor to manufacturer, so goods are "pulled" through the supply chain.

3 Push

4 Pull

5 The de-coupling point Also called “push-pull boundary”, where partial products are built up to and where they wait until actual order signals are received to complete the products. The physical flow in a manufacturing process is between "manufacture-to-supply" or inventory-based logistics ("push" logistics) to "manufacture-to-order" or replenishment-based logistics ("pull" logistics). The reliance is shifting from maintaining inventories aimed at approximately satisfy the forecasted demand to an information system insuring, mainly through on-demand that supply matches with demand.

6 More integration While a push logistics system involves a limited level of integration between suppliers, manufacturers and distributors, a pull logistics system tries to achieve a higher level of efficiency through integration. Freight flows between components of the supply chain tend to be more frequent and in smaller batches. In addition, the sharing of demand dependant data (such as sales) helps better synchronize supply with demand. Reverse logistics also tends to be better integrated in the system to achieve a higher level of customer service as well as to promote environmental strategies such as recycling.

7 Il ciclo di produzione Il ciclo comprende l’approvvigionamento delle materie prime e prodotti intermedi, fino alla distribuzione. Il ciclo è composto di fasi di produzione, che possono essere in parallelo, ma esiste sempre un percorso critico da cui dipende la durata del ciclo.

8 Flusso produttivo e stock
fase P 1 P 2 distribuzione richiesta fornitore consegna cliente flusso tirato dagli ordini flusso spinto dalle previsioni Il flusso della produzione è composto da una parte tirata (pull) dalla domanda e una parte spinta da rigidità tecnica e da considerazioni economiche fase P 1 P 2 richiesta fornitore consegna cliente Stock strat. distribuz. La regolazione della produzione con degli stock intermedi

9 Posizione dello stock strategico
La produzione in generale necessita di uno o più stock Occorre posizionarli nel ciclo di produzione (supply chain) Sono possibili tre casi in funzione del tempo del ciclo di produzione (P) e del periodo di tempo lead time della consegna dei prodotti al cliente (L)

10 Gestione del ciclo di produzione all’ordine P<L
inizio produzione tempo di produzione fine produzione fase P 1 P 2 distribuzione richiesta fornitore consegna cliente data dell’ordine lead time data di ricevimento nessuna necessità di stock produzione all’ordine es.. aeronautica, cantieri navali

11 Gestione parziale del ciclo all’ordine P>L
lead time data dell’ordine data di ricevimento fase P 1 P 2 richiesta fornitore consegna cliente Stock strat. flusso tirato dagli ordini flusso spinto dalle previsioni distribuz. stock teoricamente unico dimensionato sull’errore delle previsioni es. industria auto, tessile, elettronica

12 Gestione del ciclo di produzione su previsioni e distribuzione all’ordine P>L
Lead time L data dell’ordine data di ricevimento fase P 1 P 2 richiesta fornitore consegna cliente flusso tirato dagli ordini flusso spinto dalle previsioni distribuzione con stock strategico stock in un deposito centrale o regionale dimensionato sulle previsioni di vendita distribuzione e consegna all’ordine es. industria auto, tessile, elettronica

13 Posizione e valore dello stock
Lo stock a valle delle lavorazioni ha un valore superiore di quello a monte. I prodotti in magazzino valgono di più della somma delle componenti e materie prime di cui sono composti, perché presentano il valore aggiunto della lavorazione. La loro giacenza in magazzino equivale ad un maggiore immobilizzo di capitale.

14 Riduzione dei costi delle scorte
Rimontare gli stock nella catena logistica ridurre la durata delle fasi a valle lasciando lo stesso lead time spostare alcune operazioni del ciclo a valle dello stock (post manufacturing) sincronizzare i flussi a monte e a valle con i fornitori che riforniscono più volte al giorno le linee (lo stock rimonta sui magazzini dei fornitori)

15 Riduzione dei costi delle scorte
Ridurre le quantità in stock migliorando le previsioni e le incertezze (la componente dello stock detta di sicurezza); aumentando la frequenza e la regolarità dei rifornimenti

16 Ridurre il numero dei modelli
La riduzione del numero dei modelli comporta una diminuzione delle scorte in magazzino a parità di sicurezza, cioè maggiore probabilità di poter soddisfare i clienti per la presenza di scorte sufficienti.

17 Postponement Build partial products up to a “de-coupling point”, or “push-pull boundary”, and wait until actual order signals are received to complete the products Postponement is a business strategy that maximizes possible benefit and minimizes risk by delaying further investment into a product or service until the last moment. It requires fast and accurate information.

18 Postponement Benefits
Inventory Flexibility (Demand signals) Freight efficiency (Bulk shipping) Cost reductions (Local procurement) Speed (Time-to-market) Legal (Tax & duties, Export regulations)

19 Postponement and Forecasting
Rules of Forecasting: The closer the event, the better the forecast The less detailed the subject, the greater the accuracy Delay the details so forecasts are accurate

20 Bulk Packaging Delayed customer specific packaging
Don’t have to forecast sales by customer Shortens order-to-delivery window (lead time) Allows efficiency in in-bound transport

21 Inventory Pooling Delays differentiation to customer specific inventory Reduces stock and the value of the inventory

22 Build – to – Order (BTO) It is the capability to quickly build standard or mass-customized products upon receipt of spontaneous orders without forecasts, inventory, or purchasing delays. These products may be shipped directly to individual customers, to specific stores, or as a response to assemblers’ “pull signals”. Similarly, your suppliers may need to use spontaneous BTO to respond to your pull signals, which is a key element of flow manufacturing.

23 The BTO advantage Low finished goods (FG) inventory
Customizable product Quick delivery Short cash-to-cash cycle Purchase components at last minute

24 The BTO disadvantage High manufacturing costs
Can’t move desktops to China High delivery costs Hard to consolidate last mile

25 Strategies with uncertainties
Demand Uncertainty Low High Functional Products Innovative Products Stable Process Efficiency is king, high integration Postponement, flexible system Evolving Process Decoupling point, dual sourcing Build-to-order, flexible system Low Supply Uncertainty High

26 The new BMW system KOPV Customer-oriented sales and a build-to-order production process KOVP (Kundenorientierter Vertriebs-und Produktionsprozess). The main prerequisites for the realization of KOVP are a flexible production system and an advanced IT-environment.

27 The main points Simple online ordering processes at the dealers,
the prompt receipt of a binding confirmation of order, flexibility when altering individual customer orders, information on the order status, quick and punctual delivery.

28 The BMW Sales Assistant
The salesperson illustrates the current BMW offer in a single medium using films, pictures and explanations

29 During the Sales Process, a delivery date based on production capacity is available at any time
Following the Car Configuration an online check is preferred on whether the order can be build

30 The BMW Production System
Production sequence set throughout manufacturing Start customer order Re-sort Re-sort Body Shop Paint shop Assembly BMW-Production System ‘frozen horizon’ ‘Late order assignment’ Zentrale Maßnahme, die die Reihenfolgestabilität liefern wird, ist das BMW-Produktionssystem, auf das im anschließenden Vortrag näher eingegangen wird. Hier an dieser Stelle sei nur soviel gesagt, daß wir die Reihenfolgestabilität nicht mittels der Perlenkettenfertigung zu realisieren versuchen, sondern unseren eigenen Weg entschieden haben. Basis ist die späte Auftragszuordnung zum Montagestart und der ‘eingefrorene Horizont’ zwischen der Ordereinplanung und dem Montagestart. Im letztgenannten Prozessabschnitt wird eine sogenannte Komponentensteuerung Anwendung finden. Sie soll sicherstellen, daß die Karossen rechtzeitig in der erforderlichen Reihenfolgesequenz zur Verfügung stehen. Re-sort Start customer order Component Control Body Shop Paint shop Assembly

31 Reduction of lead time Ordering Production/Distribution
minimum lead time: 28-32 working days 15 13-17 up to now: 9 1 to be: flexibility until 10 days before the delivery date 10 working days 1 day Ordering 4 days Frozen Horizon 2 days Production 2 days Distribution 1 day Hand over