S h k C ltiSchenker Consulting”Hjälper våra kunder med Projektledning,

Kartläggningar av flöden , Affärsutveckling samt Verksamhets- & Produktionsstöd”

Stockholm, 2013-04-11

Schenker Consulting, Per Russberg

Agenda

1. Bakgrund

2. Schenker Consulting

3. London Case

4. Behov och utmaningar

Schenker Consulting erbjuder stor kompetens inom Supply Chain Management och är ett självständigt bolag inom DB Schenker GroupManagement och är ett självständigt bolag inom DB Schenker Group

Affärsutveckling genom Supply Chain Management

• Konsultbolag med spetskompetens inom:- Supply Chain Management- Projektledning- Processutveckling

• 15-20 konsulter

• Självständigt bolag inom DB Schenker Group

Verklighetsbaserad expertis = Realiserbara lösningar

Schenker Consulting/ 2013-03-25 Sara Ranäng

Schenker Consulting erbjuder tjänster inom flera olika områden så som Supply Chain design LEAN Outsourcing Hållbarhet m fl

GenomförandeUtvärdering Förstudie

så som Supply Chain design, LEAN, Outsourcing, Hållbarhet m.fl.

Genomförande

Supply Chain Design1

Projektledning

Utvärdering Förstudie

Skapa gemensam

pp y g

Lager/Fabriksoptimering

LEAN-implementering

2

3

4 Implementering av förbättringspotentialSkapa gemensam plattformLagernivåoptimering

4 Implementering av förbättringspotential

Outsourcing5

Transportmanagement6

Create common platform

p g

Hållbarhet7

IT – Supply Chain kontext8

Identifiera och prioritera Fastställa plattform för att Realisera förbättringspotential

4

Identifiera och prioritera förbättringspotential

Fastställa plattform för att säkerställa framgångsrik

implementering

Realisera förbättringspotential

Tjänster och urval av metod & verktyg

Tjänster

1 S ppl Chain Design1. Supply Chain Design

2. Anläggningsoptimering

3. LEAN-implementering3. LEAN implementering

4. Lageroptimering

5. Outsourcing

6. Transportmanagement

7. Hållbarhet

8. IT – Supply Chain kontext

Metod & verktyg (urval)

• Projektmetodik

• Processkartläggning

• Workshops• Workshops

• Verktyg

5

Agenda

1. Bakgrund

2. Schenker Consulting

3. London Case

4. Behov och utmaningar

Case Hospital LondonCase – Hospital London

Measure and compare logistic solutionsin the construction industry- in the construction industry

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Traditional construction LogisticsTraditional construction Logistics

Sub ContractorsNo of Contractors: 1 nNo of Contractors: 1-n

Contractor order

SuppliersNo of suppliers: 1-n

Warehouses

ConstructionsiteNo of Constructionsites: 1No of logistic staff on site: 0-n(staff dedicated for logistics) Stock level on site: 1-2 w quantity

WarehousesNo of warehouses: 1-n

8

Coordinated Logistics

Sub ContractorsNo of Contractors: 1 n

Coordinated Logistics

No of Contractors: 1-nContractor order

SuppliersNo of suppliers: 1-n

Contractor Call off

CCCNo of CCC:s: 1No of CCC operators: 1-n

Warehouses Stock level on site: ~1 2 w quantityWarehousesNo of warehouses: 1-n

Stock level on site: ~1-2 w quantity

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Construction Logistics

ENABLERS

SupplierInboundlogistic

ti iti

Production onsite logistic

Waste distribution

Waste Disposalactivities onsite logistic distributionDisposal

Return LogisticsEquipment Logistics(excess & defects)

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Why  focus on logistics?

• In construction industry it is normal to find operations where ~30% of working time is d tiproductive.

• Reliability of planning is in general low • Material shortages causes delays (=costs)

L k f i f ti d l ( t )• Lack of information causes delays (=costs)• Wholesaler have a powerful role in the supply chain

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11•Källa Schenker Consulting report hospital

Coordinated LogisticsCoordinated Logistics

TransportInboundlogistics activities

Onsite logistics

Sourcing Productionon site

Solution Best value country sourcing ( i CCC)

CCC CCC Professionalon site logistics(CCC i fl )

Professionalon site logistics + CCC(requires CCC) (CCC can influence) CCC

Benefits Lowest sourcing cost (Landed cost)

Full vehicles less transports

Less trucks & on time arrival at site + sequenced load

Logistics handling efficiency

Increased construction plan fulfillment

KPI Cost/item Cost/item No of trucks in/out of CCC, unloading on time

Logistics labour efficiency

Construction labour efficiency, inventory on site study

MeasurementMethod

Selected productanalysis

Selected productanalysis, interviews

Statistics from CCC,interviews

Time and motion studies

Time and motion studies

+ generalization+ interviews

+ interviews + interviews

Savings Reduced materials cost

Reduced transportation to CCC

Reduced trans-portation costs

Reduced Labour costs

Reduced Labour costs

Cost CCC Transportation CCC Professional logistics Professional logistics

12

(from ABC)p

from CCCg

teamg

team + CCC

Other identified benefits, not implemented in Bart logistic solution:deliver to many sites, perform pre-assembly, kitting (e.g. per zone), control tower

Coordinated Logistics

TransportInboundlogistics Onsite Sourcing Production

Coordinated Logistics

Transport logistics activities logistics

Sourcing

Solution Best value

on site

country sourcing (requires CCC)

Benefits Lowest sourcing cost (Landed cost)

A CCC with a warehouse area for ~14 days stock makes longKPI Cost/item

MeasurementMethod

Selected productanalysis+ generalization+ inter ie s

A CCC with a warehouse area for ~14 days stock makes long distance sourcing possible, since lead-time risks are minimized.

+ interviews

Savings Reduced materials cost

Cost CCC

Savings estimation 2-5%Percentage of interior material cost

Savings estimation: 2-5 %Percentage of interior material cost

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Coordinated Logistics

Inbound

Coordinated Logistics

TransportInboundlogistics activities

Onsite logistics

Sourcing

Transportation long distance with full batches

Productionon site

Solution CCC

BenefitsFull vehicles

less transports

Transportation long distance with full batches to CCC warehouse area with ~14 days stock, makes long distance full vehicles possible instead of several small batches directly to Site. This reduces transportation costs.

Full trucks of fit out parts to a CCC insteadof partloads to site Reduced transport

KPI Cost/item

MeasurementMethod

Selected productanalysis, interviews

Site. This reduces transportation costs.

costs for supplier Reduced landedcosts

interviews

SavingsReduced transportation to CCC

Cost TransportationCost from CCC

Savings estimation: 2-5%Saving estimation 2-5%

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Coordinated Logistics

TransportInboundlogistics activities

Onsite logistics

Sourcing Productionon site

Coordinated Logistics

activities g

Solution CCC At the CCC many small shipments from many consignees arrives. These shipments are consolidated to larger

Benefits

Less trucks &on time arrivalat site & sequ-enced load + (Multiple site delivery, pre-

p gshipments on full trucks. Since the route between CCC and site is known in detail and is short distance the trucks tend to arrive on time with a high precision. If there are congestion fees these are reduced as well. The trucks

assembly, kitting, control tower)

KPI Truck waitingtime

loaded at the CCC will be loaded in unloading order (per unloading location) which will minimise disturbance at site. In addition, a CCC solution can enable pre-assembly, kitting, multiple site deliveries and control tower solutions.

time

MeasurementMethod

Time and motion studies+ interviews

Reduced

Trucks from CCC will reduce labour cost on site, due to larger batches, less disturbances and levelled load.

Shipments from CCC will:• Arrive on less vehicles*• Arrive packed in correct sequence

B l d d t t ti **

Savings transportation costs

Cost CCC

Savings estimation: 2 3 %

15

• Be unloaded at correct time**Savings estimation: 2 - 3 %Percentage of interior labour cost

Coordinated Logistics

Inbound

Coordinated Logistics

TransportInboundlogistics activities

Onsite logistics

Sourcing

Professional

Productionon site

Solution

Professionalon site logistics(CCC can influence)

Logistics On site logistic team

Will t l i ti ti iti ffi i t th b

Skilled logistics people are more efficient than sub contractor:s.

Benefitsg

handling efficiency

KPILogistics labour efficiency

• Will carry out logistic activities more efficient than sub contractor

• Reduce logistic conflicts between sub contractor:s

MeasurementMethod

Time and motion studies+ interviews

Savings Reduced Labour costs

Savings estimation:- logistics handling 3-4 %Percentage of interior onsite labour cost

Cost Professional logistics team

Savings estimation:

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- logistics handling 3-4 %Percentage of interior onsite labour cost

Coordinated Logistics

Inbound ProductionS i On site

Coordinated Logistics

Best valuecountry sourcing

Best price(Landed cost)

Solution

Professionalon site l i ti

Professional logistic team with overall perspective will co-ordinatelogistic activities Activities include handling unloading hoist

Transport logistics activities

oduct oon siteSourcing On site

logistics

Cost/item

Single itemanalysis+ generalization+ i t i

Solution logistics + CCC

BenefitsIncreased construction plan fulfillment

logistic activities. Activities include handling, unloading, hoist, floor and storage logistics. Material can be transported to point of use at floor if ID label contains location. This includes on site coordination of logistic activities.

+ interviews

Reduced materials cost

CCC

KPI

Construction labour efficiency, inventory on site

M Ti d

The high reliability in the supply chain with a CCC reduces buffers for uncertainty on site. Material at point on use in exact quantities when needed, less stock outs, less double handling, less claims, less disturbances.

MeasurementMethod

Time and motion studies+ interviews

Savings Reduced Labour costs

Construction plan fulfillment• On site sub contractor fixers will have material in place

when needed

CostProfessional logistics team + CCC

• Reduced double handling• sub contractor can plan work in a better way with CCC

Savings estimation:materials availability 4 %

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- materials availability 4 %- planning improvement 3 %Percentage of interior onsite labour cost

KonklusionerKonklusioner

Utmaningar som ger besparingar…..

Samordning och planering av logistiken• Samordning och planering av logistiken

• Exkludera logistik vid inköp

• Varje nytt bygge bör genomlysas avseende logistikupplägg

M t i lk t d 10%• Materialkostnader ca 10%

• Arbetskostnader ca 4 - 6%

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Tack för att ni lyssnade !

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