咨询管理战略组织项目麦肯锡工具评估 BJS-4307-00236-04-03-new version.ppt

-1-HenkelRoland Berger&Partners-International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Detroit Dsseldorf Frankfurt Hamburg Kiev Lisbon LondonMadrid Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vienna Warsaw ZurichImproving Efficiency of Henkel Tianjin Ltd.Logistics Presentation Henkel China DetergentBeijing,November 27,2000BJS-4307-00236-04-03-2-HenkelThis document was created for the exclusive use of our clients.It is not complete unless supported by the underlying detailed analyses and oral presentation.It must not be passed on to third parties except with the explicit prior consent of Roland Berger&Partners.Content PageA.A mixed logistic model will be suitable for supporting the sales of Henkel 3B.Organization structure and controlling system are base stones for the smooth operation of the mixed logistics model 35C.Case Studies51D.Appendix 71BJS-4307-00236-04-03-3-HenkelA.A mixed logistic model will be suitable for supporting the sales of Henkel BJS-4307-00236-04-03-4-HenkelA mixed model should be adopted by Henkel to suit the various market situation in different parts of ChinaEach of the three models-large RDC model,small RDC model and leverage model-has its own limitations and can only be successfully implemented under different conditions Large RDC model can provide relatively high customer service level within a reasonable cost for larger customersLeverage model with limited number of customers has generally lowest logistic cost Small RDC model for van delivery will be cheap if sales volume can be kept at high level in a small areaLogistic cost can explode in small RDC model when truck capacity use is not under controlDue to the big difference between the regions in China,a mixed model will be a suitable choiceBJS-4307-00236-04-03-5-HenkelA 1.There are three logistic models with different cost structure BJS-4307-00236-04-03-6-HenkelIn general,large RDC model*is an economical logistic model to allow products to reach customers,small RDC model*can be the cheap under some circumstances Inventory costsLogistic cost*Total sales discountTotal expenseSmall RDC*model0.3%10.6%1.0%11.9%Large RDC model*0.3%9.8%1.0%11.1%Leverage model0.2%5.6%6.0%11.8%*Large RDC:one or two provinces have a large RDC*Small RDC:within a province,there can be two or more small RDCs which will cover an area around 200km x 200km*Total logistic cost:without FG stocks and cost center cost in factoryCost comparison of different models(%of sales revenue)BJS-4307-00236-04-03-7-HenkelBasic assumptions included in the analysis of the three logistic models(1)Transportation(RMB/Km/T)Railway Carry RateWagon RateContainer Rate0.180.15RDC(unload&load fare inc.)SRDC(unload&load fare exc.)Misc.RateLong distance rateMiddle distance rateShort distance rateLoad fare(RMB/ton)Unload fare(RMB/ton)Load&unload fare(RMB/ton)Storage Rate(RMB/m2)Miscellaneous Railway Rate(RMB/Wagon)Road Carry Rate(RMB/Km/T)Labor Cost14000.250.451.5544688BJS-4307-00236-04-03-8-HenkelBasic assumptions included in the analysis of the three logistic models(2)Employee salaries(RMB/month)RDC managerRDC admin.ExpensesSRDC managerSRDC admin.Expenses3000150015001000Assets price(RMB)Computer&othersPalm100003700Depreciation(RMB/month)Computer&othersPalm20877Allowance and discount1WS(include transport support2WS Van transport support5%1%4%2%Average product price(RMB/T)Sale price(RMB/T)TianjinPercent of local brandSale price(RMB/T)WippPercent of international brand4600400080%700020%ProductsBJS-4307-00236-04-03-9-HenkelBasic assumptions for the analysis of the three logistic models(3)Delivery AssumptionDelivered by train to RDC or railway station40%100%40%Delivered by Truck to RDC or SRDC or customer60%0%60%Self Pick up from RDC20%Delivered by VanSelling from RDC0%Delivered by Truck to customer or SRDC40%100%20%Self Pick up from SRDCDelivered by VanSelling from SRDC100%Warehouse SquareRDC1,350SRDC143Long Dis.(factory to railway station)1,0001,0001,000Short Dis.(factory to railway station)101010Mid.Dis.(RDC or train station to customer)200400200RDC number or Customer Number in One Region0120SRDC(Small RDC)number100Employee&Admin.costRDC Manager010Admin.expense010SRDC Manager100Sales Rep.Per RDC/SRDC100300Truck Driver per SRDCAsset(per RDC,SRDC or customer)Computer No.and depreciation per month01and 208RMB01 and 77 RMB0Palm No.and depreciation per month0%0%0%0%0%0%0%0%0%0000Monthly delivery volume(ton)15010001000Small RDC Large RDCLeverage1 and 77 RMBBJS-4307-00236-04-03-10-HenkelA1.1 Large RDC model can provide relatively high service level with reasonable costBJS-4307-00236-04-03-11-HenkelMajor assumptions for the analysis of large RDC modelAll the assumptions and analysis relate to the rural marketAverage distance from factory to RDC is 1000km,delivered by trainBesides the 4 factories of Henkel,there will be about 11 RDCs all over the countryEach RDC is in a mature market with average monthly sales 1000*T and with 50 to 100 customersMost of the RDCs cover an area of about 700km x 700km eachDelivery is with outsourced 8T truck and average distance is 400kmDelivery is once a week,average drop is 4T per customer,minimum drop can be 2T per customerEach large RDC keeps two-week stock*The assumption is that Henkel has 14%of market share in these rural areaTotal rural volume:3000,000(T)x 70%-8000,000(T,Non washing powder)=1300,000(T)Henkel in rural:1000(T,month)x 12(month)x 15(RDCs)=180,000(T)Source:Chinese Light Industry Yearbook,RB&P analysisBJS-4307-00236-04-03-12-HenkelThe logistic cost of large RDC model will be around 10%of sales revenue*The logistic cost structure of a large RDC(RMB,per RDC/per month)Long distance delivery from factory to RDCTotal RDC expensesDelivery from RDC to customerTotal logistic cost249,25015,508186,000450,7589.8%of sales revenue*Sales revenue=1,000(T)x 4,600(RMB)=4,600,000(RMB)BJS-4307-00236-04-03-13-HenkelThe cost of long distance delivery from factory to RDC is the major part of logistic cost in large RDC modelThe breakdown of long distance delivery cost(RMB,per RDC/per month)*The assumption is that the RDCs are all beside the railwayBack-upLoad&unload expense=1,000(T)x 6(RMB)=6,000(RMB)Transport from factory to train=1,000(T)x 1.55(RMB/Km/T)x 10(Km)=15,500(RMB)Train transport expense=1,000(T)x 0.18(RMB/Km/T)x 1,000(Km)=180,000(RMB)Miscellaneous railway fee=1,000(T)/32(T/wagon)x 1,400(RMB/wagon)=43,750(RMB)Unload expense=1,000(T)x 4(RMB/T)=4,000(RMB)Total=249,250(RMB)Railway expenses*BJS-4307-00236-04-03-14-HenkelAnother important portion of logistic cost in large RDC model is the delivery cost from RDC to customerThe breakdown of second-time transportation cost(RMB,per RDC/per month)*Average distance from RDC to customer is assumed to be 400kmBack-upLoad&unload expense=1,000(T)x 6(RMB/T)=6,000(RMB)Transport cost=1,000(T)x 0.45(RMB/Km/T)x 400*(Km)=180,000(RMB)Total=186,000(RMB)2nd-time transportation costBJS-4307-00236-04-03-15-HenkelThe cost of RDC rent and operation is a very small part of the total cost in large RDC modelThe breakdown of rent and operation cost of RDC(RMB,per RDC/per month)Back-upRent=1,350(m2)x 8(RMB/m2)=10,800(RMB)Staff cost=3,000(RMB/staff)x 1(staff)=3,000(RMB)Depreciation of RDC equipment=10,000(RMB)/4year/12month=208(RMB)Administration expense=1500(RMB)Total=15,508(RMB)BJS-4307-00236-04-03-16-HenkelA1.2 Small RDC model will be even cheaper than leverage model if sales volume can be kept at high level within a small area around the RDCBJS-4307-00236-04-03-17-HenkelMajor assumptions for the analysis of small RDC modelAll the assumptions and analysis relate to the rural marketAverage distance from factory to small RDC is about 1,000Km,delivered by combination of train and truck Normally,each small RDC is in a mature market with sales of 150T per monthThe coverage of each small RDC is around 200Km x 200KmDelivery is by 2T trucks*with total cost around 4%of sales revenueDelivery is once or twice a week,officially there is no minimum drop volumeEach small RDC keeps one-week stock*The assumption is that Henkel has 14%of market share in these rural areaTotal rural volume:3000,000(T)x 70%-8000,000(T,Non washing powder)=1300,000(T)Henkel in rural:180,000(T)*Trucks are owned by HenkelBJS-4307-00236-04-03-18-HenkelThe logistic cost of small RDC model can be as low as about 11%of the sales revenueThe logistic cost structure of small RDC model(RMB,per RDC/per month)Long distance delivery from factory to small RDCTotal small RDC expensesVan deliveryTotal logistic cost41,5954,21727,60073,41210.6%of sales revenue*Sales revenue=150(T)x 4,600(RMB/T)=690,000(RMB)BJS-4307-00236-04-03-19-HenkelThe cost of long distance transportation from factory to small RDC is the largest part of the cost in small RDC modelThe breakdown of long distance cost(RMB,per RDC/per month)*The assumption is that 40%of long distance transportation is by train,distance 800 km*It is assumed that average distance from train station to small RDC is 200Km*100%backhaulsBack-upCost from factory to train=150(T)x 40%x 6(RMB/T)+1.55(RMB/Km/T)x 10Km=1,290(RMB)Transportation&unload cost=150(T)x 40%x 0.18(RMB/Km/T)x 800Km*+4(RMB/T)+150(T)/32T x 1,400(RMB)x 40%=11,505(RMB)Delivery from train to RDC=150(T)x 40%x 6(RMB/T)+0.45(RMB/Km/T)x 200Km*=5,760(RMB)Truck delivery cost=150(T)x 60%x 6(RMB/T)+0.25(RMB/Km/T)x 1000Km =23,040(RMB)Total=41,595(RMB)Railway expenses*Truck delivery expenses*BJS-4307-00236-04-03-20-HenkelSmall level delivery cost and small RDC cost compose the other two parts of the total logistic costThe breakdown of van level delivery cost and small RDC cost(RMB,per RDC/per month)Back-upSmall RDC costRent=143(m2)x 8(RMB/m2)=1,140(RMB)Staff cost=2,000(RMB)Administration cost and depreciation of palm=1.000(RMB)+77(RMB)=1,077(RMB)Cost=150(T)x 4600(RMB/T)x 4%=27,600(RMB)Total=31,817(RMB)Van delivery cost-2 T truckBJS-4307-00236-04-03-21-HenkelThe cost ratio for the van delivery is highly depending on the capacity use-therefor on customer structure and sales performanceSource:RBP analysis*100%capacity use:2 T delivery per day for a 2 T truck,25 days drive p.monthCost-capacity ratio for van deliveringCost/sales revenueCapacity use rateBack-upBJS-4307-00236-04-03-22-Henkel80%capacity use of a 2 T truck should be a realistic assumption-and target for the responsible sales teamAssumptions for truck capacityAverage distance driven by one truck per day:200 kmAverage speed of the truck:30 km/hDaily driving time:7 hNumber of customer visited per day:10Average drop per customer:20 casesTime used per customer visit:20 minTotal time used for customer visit per day:3 h 20 min Total volume per day:200 cases or 1.7 T12 working hours per day with 80%capacity use should be average aim of Henkel Back-upBJS-4307-00236-04-03-23-HenkelSmall RDC model can only survive by using trucks with IT or above tonnage,preferably 1.5T or above due to the possible difference in delivery volume from day to dayThe drives income analysis of 0.5T truck(RMB,per month/per driver)The drives income analysis of 1T truck(RMB,per month/per driver)The drives income analysis of 1.5T truck(RMB,per month/per driver)Capacity use rate*Assumed that trucks can reach highest 150%of capacity;truck can work 25 days per month;the attractive income level is 1500RMB per month;the total cost is 4%delivery revenue:1)Minimum attractive income=1500(RMB)+3800(RMB,stable cost of 0.5T truck)=5300(RMB)2)Minimum attractive income=1500(RMB)+4500(RMB,stable cost of 1T truck)=6000(RMB)3)Minimum attractive income=1500(RMB)+5200(RMB,stable cost of 1.5T truck)=6700(RMB)3450690010350020004000600080001000050%100%RMB3)Minimum attractive income 6700RMB150%2300460069000200040006000800050%100%RMB2)Minimum attractive income 6000RMB150%1150230034500200040006000800050%100%RMB1)Minimum attractive income 5300RMB150%BJS-4307-00236-04-03-24-HenkelA1.3 Although without total cost advantage,leverage model with limited number of customers has the cheapest logistic costBJS-4307-00236-04-03-25-HenkelMajor assumptions for the analysis leverage modelAll the assumptions and analysis relate to the rural marketAverage distance from factory to customer is around 1,000KmGenerally,for every two provinces there are 20 customers with total sales 1,000T*per monthDelivery is with outsourced 8T truck and with 100%backhaulsDelivery is less than once a week,minimum drop is 8T per customerThere is no RDC in the region,the factory should maintain two-week stock*The assumption is that Henkel has 14%of market share in these rural areaTotal rural volume:3000,000(T)x 70%-8000,000(T,Non washing powder)=1300,000(T)Henkel in rural:180,000(T)BJS-4307-00236-04-03-26-HenkelThe logistic cost of leverage model is only 6%total sales revenueThe logistic cost structure of leverage model(RMB,per 1,000T/per month)Long distance delivery from factory to customer(long distance truck and railway)Delivery from railway station to customerTotal Palm DepreciationTotal logistic cost238,9005,1171,542259,6425.6%of sales revenue*Sales revenue=1000(T)x 4,600(RMB/T)=4,600,000(RMB)19,200BJS-4307-00236-04-03-27-HenkelLong distance delivery from factory to customer costs more than 90%of the total logistic expenditure in leverage modelThe detailed breakdown of long distance cost in leverage model(RMB,per 1,000T/per month)1)The assumption is that 40%of the products is transported by train,the distance of train delivery is 800KM2)Load&unload3)Short haul from factory to railway station4)Unload from train5)It is assumed that 20%of the customers has warehouse or picks up porducts at railway station6)There are 20 customers per 1,000T Back-upRailway transport cost 1)=1,000(T)x 40%x 6(RMB/T)2)+1.55(RMB/Km/T)3)x 10Km+0.18(RMB/KM/T)x 800KM 1)+4(RMB/T)4)+1,000(T)/32(T)x1,400(RMB)x40%=85,300(RMB)long distance truck transport cost=1,000(T)x 60%x 6(RMB/T)2)+0.25(RMB/KM/T)x 1,000(RMB)x 70%=153,600(RMB)Short distance deliveryFrom train to customer=100(T)x 20%5)x 6(RMB/T)bye2+0.45(RMB/Km/T)x 200Kmg=19,200(RMB)Depreciation of palm=3,700(RMB/palm/4(year)/12(month)x20(palm)=1,542(RMB)Total=259,642(RMB)Long distance deliveryBJS-4307-00236-04-03-28-HenkelA2.Henkel should use a mixed model to strengthen its salesBJS-4307-00236-04-03-29-HenkelAll three logistics models have their own pros and consleverage model large RDC modelSmall RDC modelThe cheapest option in logistic costMake full use of distributorsresourcelow dead stock risklow inventroy levelBalance between customer service and cost levelDeep penetration and distribution down to second level wholesalerHigher customer service levelstrarting investment is lowStrongest market penetration and distribution down to small second level wholesaler&retailerStrong support in market expasion and sustainment ProsConsUnstable customer service to second level wholesalersHigh sales discount to leverage distributorNeed to find qualified distributor to implementIncreased operation costhigh dead stock riskhigh total inventory level