Centers Of Excellence: Driving Supply Chain Innovation
Centers of Excellence: Driving Supply Chain Innovation
welcom e Competitive Advantage Achieved contents L’Oréal: Cultivating Operational Excellence Across the Supply Chain SCM World Survey Finds Supply Chain Managers Still Under Pressure to Deliver The 2013 Supply Chain Top 25: Learning from Leaders Setting the Table for Successful Supply Chain Management What Makes a Winning Procurement Organization? Key to Operational Excellence Supply Chain Visibility and Cost-to-Serve Analysis— An Avnet Case Study Editorial Staff Michael A. Levans Group Editorial Director Bob Trebilcock Executive Editor Francis J. Quinn Editorial Advisor Patrick Burnson Executive Editor Sarah E. Petrie Managing Editor Bridget McCrea Contributing Editor, Technology 2 E2open.com Mike Roach Creative Director Peerless Media, LLC Brian Ceraolo President and Group Publisher 4 7 10 20 24 30 31 in the new age of rapid globalization and frequent disruption, supply chain management professionals are hearing more about the benefits of improved collaboration with cross-functional partners. And while the concept of ensuring that all the entities that comprise a supply chain are working toward common goals may sound too good to be true, many operations have taken the necessary organizational and technological steps to establish corporate best practices to achieve this collaborative “nirvana” by establishing Supply Chain Centers of Excellence (CoE). A Supply Chain CoE represents a team of experts from each critical supply chain function assembled under one roof. Their mission is to improve collaboration and to learn from each other in an effort to deliver the greatest benefit possible through a collection of best practices that can spread throughout the entire organization. In this special edition titled Centers of Excellence: Driving Supply Chain Innovation, supply chain leaders go inside the inner-workings of a top CoE, learn the vital organizational steps necessary for establishing a CoE, and better understand the technology that compresses the distance between all critical supply chain entities. After digesting the benefits of a fully functional CoE, supply chain professionals will quickly realize that it represents the clear path to competitive advantage. Kenneth Moyes President and CEO EH Publishing, Inc. Editorial Office 111 Speen Street, Suite 200 Framingham, MA 01701-2000 Phone: 1-800-375-8015 Michael A. Levans, Group Editorial Director. Peerless Media Comments? E-mail me at mlevans@peerlessmedia.com Follow me on Twitter: @mikeleva Centers of Excellence: Driving Supply Chain Innovation
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L’Oréal: Cultivating Operational Excellence Across the Supply Chain By Bridget McCrea Through its Centers of Excellence, The L’Oréal Group establishes itself as a global supply chain leader that can effectively establish corporate policies and achieve companywide goals. 4 E2open.com A s the world’s largest cosmetics and beauty product company, The L’Oréal Group of Paris relies heavily on a high performing supply chain to distribute its popular products to the right place at the right time and in the right format. With an exclusive focus on beauty products and cosmetics, this innovator is not only a formidable force in the industry but also a strong role model for other organizations. Take L’Oréal’s supply chain expertise, for example. In 2013, technology research giant Gartner ranked L’Oréal No.10 on the firm’s Top 15 supply chain organizations headquartered in Europe and No. 42 overall. “We’re definitely headed in the right direction,” says Richard Markoff, L’Oréal’s corporate supply chain standards and audits director. Markoff credits L’Oréal’s commitment to establishing and leveraging Centers of Excellence (CoE) with helping to elevate the firm’s supply chain to world-class status. Introduced about 20 years ago, the CoEs are used throughout L’Oréal’s supply chain, production, sourcing, health and human resources, and financial operations. Centered on the creation of strong policy working groups that benefit all business units, CoEs work to establish current and future policies and corporate methodologies. Those policies and methodologies are leveraged across the entire company with the idea of sharing best practices and information in a way that benefits L’Oréal as a whole. “CoEs represent the internal operations of the company,” says Markoff, “and ensure that all of their activities flow out of the mission of establishing both current and future policy.” Common supply chain goals According to Markoff, CoEs ensure that all entities are working toward common, agreed-upon goals through good communication, solid training, and the implementation of information technology to support the effort. “CoEs are part of our DNA here at L’Oréal,” says Markoff. “They’ve helped position L’Oréal as an industry leader and ensure that our role is well understood.” The CoEs also help L’Oréal’s managers and leaders do more than just fight the daily fires involved with worldwide manufacturing and distribution. “On the operational side, there are ongoing sales goals to meet, product launches to develop, and promotions to run,” says Markoff. “The CoEs help managers and employees take a step back and look at vision, strategy, and future aspirations in ways that they can’t always do when they’re focused on completing daily tasks.” Also charged with the day-to-day concerns while keeping an eye on long-term visions and goals, L’Oréal’s supply chain managers reap the benefits from the company’s commitment to creating and using CoEs. On a concrete level, says Markoff, whenever a supply chain or logistics manager asks how something should be done or what tools they need to complete a particular task, he or she turns to Centers of Excellence: Driving Supply Chain Innovation
the CoE. “The CoE establishes policies on how supply chain managers can collaborate and work closely with their upstream vendors, and provides training, documentation, and other valuable resources,” he says. In 2013, for example, Markoff and his team expanded an existing relationship with E2open, a provider of cloud-based solutions for collaborative execution across global trading networks, to improve operational efficiencies and service levels in North America. Utilizing the E2open Business Network, L’Oréal now has a consolidated view of its global supply chain throughout North America and access to real-time collaboration with its partners. Through that business network, L’Oréal and its trading partners gain a consolidated, shared view of global operations, plus the ability to collaboratively make decisions and resolve disruptions. Since implementing the solution, L’Oréal has integrated and automated its supply chain planning and execution strategies in North America while also improving its responsiveness and service levels with supply-side segmentation and cost control. Markoff says that the initiative was rooted in the need to improve L’Oréal’s supplier collaboration tools. That goal, he says, fell on the shoulders of the CoE and would extend across the entire company once rolled out and implemented. “We worked closely with E2open to get the collaboration tools up and running in our North American factories,” Markoff explains, “which gain the benefit of the technology plus the CoE’s support whenever they need it.” Faster, efficient supply chains Focused on creating a demand-driven value network based on truly global sales and operations planning (S&OP), L’Oréal wants to achieve complete end-toend supply chain visibility from its factories to its end users—and every stop in between. This initiative is currently underway in North America and is now being rolled out in Europe. Markoff says the manufacturer’s CoEs and E2open’s technology will both play key roles in achieving those goals. Markoff sees vendor collaboration as a key component of end-to-end supply chain visibility. “We quickly realized—on our own and through feedback from L’Oréal’s business groups—that a transparent, global supply chain would be limited if it only included our own company,” says Markoff. “We knew we needed to extend that vision out to our vendors if we wanted to achieve a faster and more efficient supply chain.” By taking a collaborative approach, L’Oréal has also been able to speed up its decision making, get more accurate snapshots of vendor inventory “We worked closely with levels, and connect its E2open to get the collaboration 2,000 vendors in its 24/7 tools up and running in our North cloud-based business netAmerican factories, which gain work. The latter point has been particularly useful for the benefit of the technology plus L’Oréal as a global integra- the CoE’s support whenever they tion is made up of many need it.” different pieces and parts. —Richard Markoff, corporate supply chain “We have a difficult standards and audits director, L’Oréal enough time integrating our own departments,” Markoff points out. “Imagine having to get that initiative rolled out across 2,000 vendors without the help of technology. It would be nearly impossible.” Living Proof When Markoff began investigating collaborative business networks for its CoEs, he wasn’t interested in building the solution’s business case around better service or lower inventory levels. “I felt that those benefits would be difficult to prove,” Markoff says. Instead, he focused on higher team productivity levels and better problem-solving capabilities. “We want supply chain teams that can add value and solve problems before they happen,” he says. “To get there, they need tools that help information flow freely and alerts that keep them informed about what’s going on.” Through its collaborative business network, Markoff says the CoE turned an IT-based project into a company-wide vision for the future. He likes to joke that the solution proved itself as a worldwide collaboration tool pretty early in the game: Markoff sponsored the Arkansas-based pilot from L’Oréal’s Paris headquarters with a New Jersey-based project manager and an IT vendor located in California. “Despite the geographical distance among us, we made it work successfully,” Markoff says. “That was the living proof.” Centers of Excellence: Driving Supply Chain Innovation E2open.com 5
Richer perspectives At L’Oréal, CoEs are more than just think tanks or policy makers that operate as individual silos— an approach that many companies tend to take when setting up such initiatives. “We try not to fall into the trap that I’ve seen other firms fall into,” says Markoff. “In most cases, they aren’t sure where to position their CoEs within their own corporate structures.” To operate at an optimal level, for example, Markoff says CoEs should be part of the “normal and natural career path” for individuals who want to explore supply chain, production, or quality opportunities. The Technology That Drives Successful COEs W hen Rich Becks ponders why some Centers of Excellence (CoEs) succeed and others don’t, he sees a common denominator among the latter. “Companies usually set up CoEs for the right reasons and pick the right people to run them, but they don’t always have the correct technology pieces in place,” says Becks, general manager of high technology for E2open. Becks says that companies should seek out technologies that allow them to gain consensus across trading partners and customers, for example, and help organizations compress the distance between those different entities. “The more the technology can organize data and create an environment of sharing for all parties,” says Becks, “the more successful the CoE will be.” Many times, Becks says firms invest in technology that automates the collection of data with the goal of moving that information as quickly as possible from one entity to the next. Along the way, much of that data and its related functionality can be lost. Data accuracy is also compromised, he says, with team members receiving different “views” of the pertinent information. To close those gaps, Becks says E2open’s solution shares accurate, common data in real-time across all supply chain partners. “We wire up the whole supply chain and allow users to access the related data in a real-time, accurate format,” says Becks, who calls global manufacturing and distribution the “ultimate team sport” that require synchronization and cohesiveness to operate successfully. Centers of Excellence are no different, Becks points out, and should be approached from a standpoint of common vision and shared goals. “As part of its charter, the CoE must communicate its consensus about what works and what doesn’t work to the company as a whole,” says Becks. “By following this guidance and including the appropriate technology in the equation, organizations will be well braced to take full advantage of their CoE initiatives.” —Bridget McCrea is a Contributing Editor to Supply Chain Management Review 6 E2open.com The Centers should also include diverse representation from across the company. At L’Oréal’s CoE in Paris, for example, Markoff strives to include representation from both Asia and the U.S. in order to make the Center relevant and credible for a broader swath of users. The CoE representatives should also be switched out regularly. “We don’t want people staying too long,” says Markoff. “The idea is to learn about the new ideas, solutions, and policies, and then give up your spot to someone else who needs that enrichment.” For a CoE to be successful, Markoff says that it must also be somewhat fluid and adaptable. Keeping an ear to the ground for new IT solutions and tools that can solve current and future problems, for example, is an important part of Markoff ’s job. It’s equally as important that he consider the major differences among L’Oréal’s business units (making fragrances for the luxury market versus manufacturing shampoo for the mass market, for instance), when running the CoE. “We can’t be too rigid or dogmatic in terms of policies we develop,” says Markoff. “It’s not in anyone’s interest to try and make everyone think or act the same way because the context is not the same across our business units.” And while Markoff doesn’t get the satisfaction of attaching sales figures to his team’s efforts at the end of every month, he says watching participants learn and CoE team members take ownership of the experience is extremely rewarding. To ensure similar success at their own organizations, Markoff says individuals who are establishing CoEs should start the process by getting conviction and buy-in from the top. Without that, he says, a company’s commitment to ongoing excellence will lack the support it needs to sustain itself. To firms that already have CoEs, Markoff encourages supply chain managers to participate in the programs at some point during their careers. “Being a part of a CoE will change your perspective,” says Markoff, “and help you gain a richer, more comprehensive view of the field that you’re working in.” —Bridget McCrea is a Contributing Editor to Supply Chain Management Review Centers of Excellence: Driving Supply Chain Innovation
SCM World survey finds supply chain managers still under pressure to deliver By Patrick Burnson, Executive Editor, Supply Chain Management Review C hief supply chain officers need to accelerate their teams’ skills and capabilities if they are to meet growing expectations about the business value the function can deliver, according to the latest annual study conducted by SCM World. Along with its traditional role of delivering products to customers while containing or reducing operating costs, supply chain in many companies is now also charged with harnessing innovation from suppliers, facilitating growth in new markets and building new fulfillment channels. It has also assumed accountability for supply chain risks and the impact of sourcing and manufacturing operations on the environment and local communities. Kevin O’Marah, Chief Content Officer, SCM World told Supply Chain Managemetn Review in an exclusive interview that supply chain executives are less confident than they were in 2012 about the standing of their functions. “But that may also be because so much is now being expected of them,” he added. “With all the omni-channel changes, there’s a great deal of pressure being put on managers.” He also noted that supply chain needs to catch up to the bigger role we have claimed for ourselves in recent years. “Unfortunately, we still seem to struggle with developing the skill sets required among our teams. Too little systematic talent development and too hazy a measurement system may be confounding our efforts and investments at exactly the time they are needed most.” The global survey of more than 750 executives found that supply chain leaders currently face five major pressure points: 1. Continue to reduce costs while simultaneously improving customer service and supporting expansion in new markets and product lines 68% of respondents say that operating cost reduction is “very important” as a supply chain contribution to business strategy – up from 64% in 2012. 83% believe that supply chain excellence contributes high or very high value in terms of enhancing customer service and loyalty; while almost three-quarters say the same about business expansion and new product introduction. 2. Manage the complexity of Methodology: This is the fourth annual Chief Supply Chain Officer Report published by SCM World. In total, 756 completed surveys were received from members of SCM World’s global community and other supply chain, procurement and operations practitioners between the end of July and early September 2013. Respondents are drawn from a wide range of industry sectors, including hi tech, food & beverages, consumer packaged goods, industrial and healthcare & pharmaceutical; while 44% are based in the Americas, 41% in EMEA and 15% in Asia-Pacific and rest of the world. Readers can click here and download a summary version: Centers of Excellence: Driving Supply Chain Innovation omnichannel selling and customer fulfilment. 55% report that the demands of e-commerce and mobile-enabled consumers are increasing the number of SKUs they have to support. 54% are building new distribution centres (of both the larger, more centralised and smaller, more local variety); and 48% are building direct-tocustomer fulfillment capabilities. 3. Deliver top- and bottom-line value, not just compliance, from sustainability initiatives 47% say their boards expect lower costs and greater efficiency—up from 43% in 2012 and just 32% in 2011. 24% say higher sales revenue is a business driver—up from 17% last year. 4. Mitigate the risk of product integrity issues—and do so across all supply tiers. In the wake of the horsemeat scandal in Europe, safety and quality incidents top the risk index—37% are “very concerned” about this for 201314 and 35% are “concerned.” Just 13% say they have visibility of potential risks at the third tier of their supply base (their supplier’s supplier’s supplier); while 41% are limited to the tier-one level. 5. Facilitate career progression, new product introduction skills and demonstrate ROI. 76% report that providing compelling career options for talented supply chain staff is challenging – up from 66% in each of the previous two years. —up from just 18% in 2011. M E2open.com 7
The Vision and the Voyage This interactive eBook features video footage captured during an E2opensponsored interview between Kevin O’Marah, original creator of AMR’s Supply Chain Top 25, and Richard Markoff, Corporate Supply Chain Standards & Audits Director at L’Oréal. The discussion focuses on L’Oréal’s innovative supply chain transformation initiative, which leverages the latest cloud technologies to enable collaborative execution across the company’s diverse and fast-growing business network. Download the ebook now
Also, this eBook focuses on four supply chain challenges with engaging solutions discussed in video format. The 4 Challenges: 1. Leveraging existing investments in ERP systems. 2. Accelerating supply chain processes to fuel corporate growth. 3. Making better decisions faster. 4. Managing demand you can’t predict and supply you don’t control.
The 2013 Supply Chain Top 25: By Debra Hofman, Stan Aronow, and Kimberly Nilles The 2013 ranking of supply chain leaders from Gartner highlights the best of the best—large, global companies that are furthest along on the journey toward demand-driven supply chains. While the mix of companies is diverse, there are lessons to be learned from these supply chain leaders. G artner recently published its 9th annual Supply Chain Top 25, a ranking of the world’s leading supply chains. Since the beginning, the ranking has looked to answer one important question: Of the world’s largest companies with the most global reach, which are the furthest along on the journey to being demand driven? The ranking continues to draw intense interest from practitioners, academics, and publications around the world—a mark of the growing importance of the supply chain discipline. Our focus in producing this ranking goes beyond excellence to identify leadership in the supply chain, highlighting best practices to help raise the bar for the supply chain profession as a whole. While there are always some exciting new names on the list, there are some common characteristics that separate the best from the rest. This article discusses the insights and trends we’ve seen this year from the leaders. EXHIBIT 1 Demand-Driven Principles A system of technologies and processes that senses and responds to real-time demand signals across a supply network of customers, suppliers, and employees Demand Supply Product Source: Gartner (May 2013) 10 E2open.com What is the Definition of Excellence? What does it mean to be demand-driven? Exhibit 1 captures the organizational ideal of demand-driven principles as applied to the global supply chain. This model has three overlapping areas of responsibility: Supply management—Manufacturing, logistics, supply planning, and sourcing. Demand management—Marketing, sales, demand planning, and service. Product management—R&D, engineering, and product development. Excellence is about the visibility, coordination, and reliable processes that link the three areas of supply, demand, and product together (See Exhibit 2 on pge 10). When that happens, the business can Debra Hofman is managing vice president, Stan Aronow is a research director, and Kimberly Nilles is a research analyst at Gartner Inc. They can be reached at Debra. Hofman@gartner.com, Stan.Aronow@gartner.com, and Kimberly.Nilles@gartner.com. Centers of Excellence: Driving Supply Chain Innovation
Learning from Leaders Centers of Excellence: Driving Supply Chain Innovation E2open.com 11
EXHIBIT 2 Operational Excellence and Innovation Excellence (Higher Price/Earnings Multiples) Winners Leader Demand Supply Product Operational Excellence (Perfect Order, Total Supply Chain Cost) Demand Supply Product Losers Laggard Leader Innovation Excellence (Time to Value, Return on R&D) Laggard Source: Gartner (May 2013) respond quickly and efficiently to opportunities arising from market or customer demand. Supply chains built to this design manage demand rather than just respond to it, take a networked rather than linear approach to global supply, and embed innovation in operations rather than keep it isolated in the laboratory. The demand-driven model is inherently circular and self-renewing, unlike the push supply chains of our factory-centric industrial past. Our methodology is provided in detail below. Here are the basics. Each year, approximately 300 companies are chosen to be ranked. Companies do not apply to be included; rather, we select the companies from publicly available lists using a defined set of criteria, including size and industry sector. Each company gets a composite score, and these scores are then force-ranked to come up with the final list. The composite score is made up of a combination of publicly available financials, as well an opinion component, providing a balance between objective and subjective perspectives. In completing their ballots, voters are asked to identify those companies they believe are furthest along the journey toward 12 E2open.com the demand-driven ideal, as defined in Gartner research and on the voting website. Inside the Numbers The Top 5 in the ranking this year include two exciting newcomers, Unilever at #4 and Intel at #5. (See table on page 11 for the complete rankings.) Each has moved steadily up the ranking for the past several years, and with good reason, embodying the essence of what the Top 25 is all about: they have each stepped up to the leadership podium. By sharing their supply chain practices and the lessons they’ve learned with the broader supply chain community, they have helped to raise the level of supply chain performance to new heights. With a wide range of cutting-edge practices, Unilever is at the forefront of the supply chain maturity curve in many areas, from end-to-end segmentation to an impressive ability to design globally and implement locally across every function of its supply chain. More importantly, its supply chain innovations have been a critical component of the company’s ability to retain profitable growth, even in the face of sluggish demand in some of its core markets. Chip giant Intel has made significant investments upstream and downstream to enable the broader computing ecosystem. At the same time, Intel has continued its commitment to sustainability and social responsibility in sourcing, having taken a lead role for several years now in the issue of conflict minerals. Outstanding financials combined with phenomenally strong votes (Apple was ranked No. 1 again by the peer voters, capturing 75 percent of the highest possible points a company can get across the voting pool) allowed Apple to retain the top position again this year. At the same time, the company known for its focus on simplicity has expanded its product portfolio to a broader array of sizes and price points to address increasingly robust competition, driving the need for more complexity management in its supply chain. In the middle of the Top 5 group and switching places this year are McDonald’s and Amazon. While Amazon far outpaced McDonald’s in the peer vote—Amazon ranked a very close second to Apple’s position in the opinion of the supply Centers of Excellence: Driving Supply Chain Innovation
Gartner Supply Chain Top 25 for 2013 Three-Year Weighted Revenue Growth4 (10%) Composite Score5 82.7 52.5% 9.51 147.5 5.9% 5.87 9.3 33.6% 5.86 6.5 9.0% 5.04 15.6% 4.2 11.4% 4.97 493 8.6% 5.8 3.6% 4.91 1,167 517 8.5% 11.2 7.8% 4.67 Samsung Electronics 1,264 298 11.6% 18.5 15.7% 4.35 The Coca-Cola Company 1,779 278 11.7% 5.5 14.0% 4.33 794 324 18.9% 5.2 3.6% 4.27 1,409 342 6.2% 30.7 -0.6% 4.05 745 221 18.0% 4.2 13.4% 3.85 1,629 282 8.8% 8.1 4.9% 3.79 Peer Opinion1 (172 voters) (25%) Gartner Opinion1 (33 voters) (25%) Three-Year Weighted ROA2 (25%) Apple 3,203 470 22.3% 2 McDonald's 1,197 353 15.8% 3 Amazon 3,115 475 1.9% 4 Unilever 1,469 522 10.5% 5 Intel 756 515 6 P&G 1,901 7 Cisco Systems 8 9 Rank 1 Company Inventory Turns (15%) 3 10 Colgate-Palmolive 11 Dell 12 Inditex 13 Wal-Mart Stores 14 Nike 955 236 14.1% 4.2 10.6% 3.62 15 Starbucks 808 159 16.5% 4.8 11.5% 3.41 16 PepsiCo 810 314 8.6% 7.8 10.5% 3.41 17 H&M 399 41 28.2% 3.7 6.7% 3.22 18 Caterpillar 714 247 5.8% 2.8 23.4% 2.91 19 3M 999 105 13.3% 4.2 6.9% 2.87 20 Lenovo Group 397 211 2.5% 22.2 29.8% 2.75 21 Nestlé 679 112 13.3% 5.1 -0.6% 2.51 22 Ford Motor 552 231 5.7% 15.1 3.1% 2.51 23 Cummins 74 139 13.3% 5.3 13.5% 2.48 24 Qualcomm 122 45 12.7% 8.5 25.9% 2.37 25 Johnson & Johnson 730 144 9.6% 2.9 3.3% 2.35 Notes: 1. Gartner Opinion and Peer Opinion: Based on each panel's forced-rank ordering against the definition of "DDVN orchestrator" 2. ROA: ((2012 net income / 2012 total assets) * 50%) ((2011 net income / 2011 total assets) * 30%) ((2010 net income / 2010 total assets) * 20%) 3. Inventory Turns: 2012 cost of goods sold / 2012 quarterly average inventory 4. Revenue Growth: ((change in revenue 2012-2011) * 50%) ((change in revenue 2011-2010) * 30%) ((change in revenue 2010-2009) * 20%) 5. Composite Score: (Peer Opinion * 25%) (Gartner Research Opinion * 25%) (ROA * 25%) (Inventory Turns * 15%) (Revenue Growth * 10%) 2012 data used where available. Where unavailable, latest available full-year data used. All raw data normalized to a 10-point scale prior to composite calculation. "Ranks" for tied composite scores are determined using next decimal point comparison. Source: Gartner (May 2013) chain community—the Top 25 ranking is about more than opinion. We incorporate financials into the methodology as a balancing factor, to reflect a company’s ability to translate supply chain leadership into corporate performance. While Amazon’s revenue growth has been meteoric, its three-year weighted ROA of 1.9 percent reflects a 2012 net income loss. Compare that to McDonald
Excellence: Driving Supply Chain Inno-vation, supply chain leaders go inside the inner-workings of a top CoE, learn the vital organizational steps necessary for estab-lishing a CoE, and better understand the technology that compresses the distance between all critical supply chain entities. After digesting the benefits of a fully
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when does a supply chain Center of Excellence excel?" No two centers of excellence are alike. In Figure 8, when companies were asked to self-assess the performance and importance of supply chain Center of Excellence responsibilities, we find that companies rate their capabilities on network design, metrics modeling, and supply chain planning as
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