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The Evolution of the Supply Chain Management

New dimensions in decision making

November 2013

What We Know
Focus Areas
Engagement Process/Next Steps

What We Know

Supply Chain Evolution


No longer just Logistics, Procurement,
Manufacturing Operations, IT, Supplier
Management, Sales Support, Strategy,
Analysts and Risk Management teams
or just a cost center
We have become the center of excellence, the competitive
differentiator, a bank and the last line of defense of
customer satisfaction and future revenues

Like the military, the supply chain battlefield is extending Time and High
Fidelity Information are becoming the differences between a win or loss

2013 TransVoyant Proprietary

Creating better outcomes for a better tomorrow

What We Know
Obsolescence

Forecast Error
Linking Orders to
Shipments
Manual Processes

Lack of Visibility

New Markets

Poor Data Quality

Diversion Plans
Demand Shift

2013 TransVoyant Proprietary

Creating better outcomes for a better tomorrow

What We Know

Identify- Build an Educated Point of View

2013 TransVoyant Proprietary

Creating better outcomes for a better tomorrow

What We Know: Potential Value

COGs

$22M-$54M

SG&A

$4M-11M (FTE Utilization)

Working Capital

$151M-$606M

Potential
Revenue

6%
$177M-$671M
Future Sales

2013 TransVoyant Proprietary

Creating better outcomes for a better tomorrow

What We Know

2013 TransVoyant Proprietary

Creating better outcomes for a better tomorrow

Focus Areas

COGs

SG&A

Reduce expedites or select best level of service


Significantly reduce demurrage fees fines and penalties
Reduce unnecessary shipments
Automate worldwide logistics exception management
Reduce disruptions and high value asset travel
Improve FTE utilization on actionable intelligence
versus noise

Working Capital

Future Sales

2013 TransVoyant Proprietary

Reduce variability and compress lead times


Lower total inventory carry
Increase inventory velocity
Enable advanced inventory strategies

Improve OTIF
Provide HD transparency into supply chain processes
Reduce stock outs and failed client delivery

Creating better outcomes for a better tomorrow

Engagement Process

Logistics and Transparency Team Goals?

2013 TransVoyant Proprietary

Creating better outcomes for a better tomorrow

Engagement Process

Quantify The Value


Project Funded

Diagnostic
Capabilities
Discussion
F2F 90 min
discussion
Capabilities
and industry
insight
session
Understand
constraints
Agreement to
proceed or
not

Insight
Workshop
TV financed
process
Initial
interviews
On-site, 1-2
days
Agreement to
proceed or
not

2013 TransVoyant Proprietary

Proof Positive
Fees Based
Collaborative
process
Detailed data
and fact
gathering
Value sizing
ROI
construction
Roll-out scope
and plan
On-site, 3-5
days

Business
Case
Formal
document
owned by
prospect
ROI-based
justification
Used to secure
internal
funding
Not a TV
proposal

Proposal
TV bound
document
Includes TV
overview,
vision,
relevant
value props,
software and
services
pricing,
implementati
on plan,
references,
and
sequence of
events

Verbal Commit

Order Fm Signed

Contracting
Prospect
signals TV
selected
Order form
submitted &
reviewed
Alignment
secured
Order form
executed by
both parties
Hand-off to
PSO and CSO

Creating better outcomes for a better tomorrow

The Evolution of the Supply Chain Management


New dimensions in decision making

November 2013

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