Эволюция аутсорсинга на складе – от набора продукции до полной передачи склада третьей стороне
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Иван Попов, региональный логистический менеджер Coca-Cola HBC Россия, обсуждает эволюцию аутсорсинга логистики, включая переход от собственных складов к полному аутсорсингу третьим сторонам. Основные цели включают снижение затрат, оптимизацию процессов и ускорение операций, все в условиях меняющегося законодательства. Следующие шаги - укрепление партнерства с ключевыми поставщиками для дальнейшего улучшения услуг и безопасности в цепочке поставок.
Эволюция аутсорсинга на складе – от набора продукции до полной передачи склада третьей стороне
- 1. Ivan Popov Regional Logistic manager Moscow & North-West Coca-Cola HBC Russia Эволюция аутсорсинга на складе – от набора продукции до полной передачи склада третьей стороне
- 2. 10 Plants >70 Distribution centers >100 Offices Coca-Cola HBC Russia
- 3. Our fleet consists of over 4700 vehicles. About 1500 vehicles are used to deliver our products and have mainly diesel engines. Vladivostok KrasnoyarskNovosibirsk Moscow St. Petersburg Yekaterinburg Samara Oryel Rostov x2 x3 Oryol – Samara = 1126 Km = Zurich – Krakow Moscow – Novosibirsk = 3200 Km ~ Athens – London Moscow – Vladivostok = 8900 Km = Athens – Toronto Our supply chain capabilities ensure competitive advantage Logistics in Russia
- 4. 80-90% 80-90% of all our ingredients AND PACKAGES are purchased in Russia from local suppliers We are local
- 5. Our Products
- 6. Outsourcing strategy into Supply Chain strategy Further Cost Saving Activities • New Operational Model & HC optimization • RW and Truck tariffs reduction • FG and Pallets Loses reduction • Inventory Optimization Projects Accelerate Fixed to Variable • Acceleration Depot Conversion Plan • RTM execution leadership • Outsourcing Partners Consolidation • 3PL Development Plan Keep Our Promises in Service & Safety • New ICSC SOP Process • My DIFOTAI 2.0 • OSA and JVC implementation • Safety Plan Activation & New Car Fleet Policy 2016 Mission: Best in Class Supply Chain Network 2017 201820152014 JVC Taking Cost out Sustainably Fixed to Variable Next Level Outsourcing Our People (Capabilities and Engagement) My DIFOTAI (Suistaine in Service) ICSC End to End Thinking Sustainability culture SUPPLY CHAIN SERVICES 2016 PICTURE OF SUCCESS CTS as % of NSR 9.6% Depot Conversions 15 • Days Stock 52 Key People Key Position 92% DIFOTAI 98.5% Accident rate - 20 % Carbon reduction - 20 %
- 8. WhyWe need OUTSOURSING? FIX to VARIABLE CAPEX Avoidance Focus on key areas of business – production, sales, marketing Costs efficiency improvement
- 9. STEP 1. Picking & Cleaning Highly variable volume Not required special experience Developed market Why? – Time for productivity increase – Smooth end of own operations Risks & Issues
- 10. STEP 2. FLT Drivers Medium variable volume Possibility to use same resources for different clients Why? – Lack of suppliers on market – Need to change processes to compliance with law (NO OUTSTAFFING) Risks & Issues
- 11. Fragmented outsourcing Legislation changes Strengths Weaknesses • Competences of WHM in each depot. • Centralized contract template to be implemented • No suits practices and government recommendations. • No audits experience Opportunities Threats • To update working processes according to new requirements. • To regular check if all processes are working well • Human factor and habits during cooperation with suppliers • Focus on our company during its brand 2016 AUG-DEC SEP OCT NOV DEC NEW CONTRACT DEVELOPMENT PROCESS AND MATERIALS DEVELOPMENT TRAINING AND MINDSET PROMO SERVICE PROCESS IN PLACE
- 12. Fragmented outsourcing Picture of Success 1. We understand why we need outsourcing and what is our goal. 3. We know what we want to achieve Suppliers quantity evolution We go from outsourcing warehouse services to 3PL providers in 2020 2015 2016 2017 21 10 5 Regular meetings Standardized contract Standardized KBIs Operational matrix CSO-Region 2. We know how to manage it FIX to VARIABLE CAPEX Avoidance Focus on key areas of business – production, sales, marketing Costs efficiency improvement FLT Driving Picking Other TOTAL 2014 5% 70% 15% 25% 2015 16% 95% 21% 38% 2016 56% 96% 22% 50% 2017 100% 100% 33% 60%
- 13. Fragmented outsourcing Strategy 1. Scope 2. Key actions 3. Suppliers FLT Driving Picking Pallets SAP IM Check WH Supervision Outsourcing YES YES YES NO NO NO NO Target % 100% 100% 100% 0% 0% 0% 0% Focus on regions with lowest % of outsourced activities Key processes: FLT Activity and Picking Activity KPI review Q top to top meeting Develop investment plan Start Lean certification Enlarge
- 14. Fragmented outsourcing Bidding 1. Criteria and suppliers pool definition 2. Market analysis (1st round of tender process) 3. Technical task and RFQ (2nd round) 4. Adjustment and RFP (3rd round) 5. Start-up project management 6. Implementation and 1st feedback Improvements Technical task detalization with photo materials and flow description Technical task standartization 1. RFQ process 2. Bidding criteria 3. Standard RFQ data collection
- 15. STEP 3. “2PL” Move full responsibility for WH activities New experience from experts in WH logistics (WMS, electricity etc) Why? – Lack of suppliers on market – Need to change X functional processes and line managers mentality Risks & Issues
- 16. STEP 4. “3PL” Combine WH and DSD activities = 100% service Optimal RTM approach Why? – Lack of suppliers on market – Risk management Risks & Issues
- 17. 164 225 20 - 75 2014 CAPEX '15 w-o 2016 CAPEX '17 Write Off Replacement 3PL History and results 12 36 57 65 70 9 8 Remaining conversions 2015Realized conversions 2014Conver- sions 2013Conver- sions 5 2012 # depots 31 31 6 converted, 2 closed Converted territories (in depot equiv.) Converted territories (in depot equiv.) Converted depots To be converted Own trucks reduction -164 -150 -20 934 770 620 600 0% 20% 40% 60% 80% 100% 2014 2015 2016 2017 Distribution variable fixed 0% 20% 40% 60% 80% 100% 2014 2015 2016 2017 Warehouse variable fixed Warehouse
- 18. 3PL Plans 67 61 42 15 7 4 12 19 11 7 7 2 - 2 6 11 15 13 5 13 38 53 49 43 6 5 5 6 13 23 2013 2014 2015 2016 2017 2018 Own EX 2 PL 3PL XD
- 19. Conclusion and Next steps Outsourcing brings benefits on declining volume market Need to change processes to follow legislation Next steps is to build partnership with key providers