咨询管理战略组织项目麦肯锡工具评估 VIE-6511-04406-01-57.PPT

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1、-1-Roland Berger&Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Dsseldorf Frankfurt HamburgHelsinki Hong Kong Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow Munich New York ParisPrague Riga Rome So Paulo Shanghai Stockhol

2、m Stuttgart Tel Aviv Tokyo Vienna Zurich1-CoverpageLURA Group Final Report DistributionZagreb,26 July 1999VIE-6511-04406-01-57-2-This 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

3、 passed on to third parties except with the explicit prior consent of Roland Berger&Partners.Content PageA.Management Summary4B.DC Benchmarking81.Distribution structure92.Delivery productivity/efficiency143.Warehouse productivity/efficiency184.Long-distance transports(RALU)225.Further proceeding24C.

4、Profitability Improvements261.Key drivers of profitability272.Impact of order size in the Zagreb distribution293.Impact of product mix344.Methodology of Customer segmentation395.Customer Segmentation DCs426.Further proceeding47VIE-6511-04406-01-57-3-D.Process Improvements 491.Improvement of order pr

5、ocesses502.Improvement of Zagreb delivery processes633.Activity analysis CWH Zagreb and DC Rijeka733.1 CHW Zagreb743.2 DC Rijeka844.Further proceedingE.Annex89This document was created for the exclusive use of our clients.It is not complete unless supported by the underlying detailed analyses and or

6、al presentation.It must not be passed on to third parties except with the explicit prior consent of Roland Berger&Partners.ContentPageVIE-6511-04406-01-57-4-A.Management SummaryVIE-6511-04406-01-57-5-TasksBuild up database with key figuresfor DC benchmarkingReallocation of costs according to process

7、/function oriented cost categories and DCsReallocation of sales volume according to logistic flowsBenchmark DCs-Warehouse productivity/efficiency-Delivery productivity/efficiency-RALU costsResultsFurther proceedingManagement Summary“DC Benchmarking”High variations in efficiency and productivity amon

8、g the DCsstructural constraints(product and delivery structure)must be taken into account,especially for Sirela DCsOverall Sisak and Rijeka can be defined as“best practice”for warehouse and delivery efficiency“Low performers”indicate room for improvement to close the productivity and efficiency gapE

9、valuation of productivity and efficiency gap for“low performers”-Order structure-Product structure-Delivery structure(distances)-Processes-Cost structureDefine“best practice”-standardsAdjust cost structure and processes according to“best practice”-standardsVIE-6511-04406-01-57-6-Management Summary“P

10、rofitability Improvements”TasksIdentification of order size and product mix per order as key drivers for profitabilityAnalysis of impact of order structure/size on profitability of the Zagreb distributionAnalysis of impact of product mix on profitability of the Zagreb distributionCustomer segmentati

11、on according to:-Order size-Order valueResultsFurther proceedingOrders below 50 kg are not profitable(average product mix)Loss of 4.3 m Kn approximated for Zagreb distribution due to high share of small ordersCustomer segmentation allows to identify low profitable customer segments(low order size/lo

12、w profitable product mix)and to derive sales and distribution strategies for profitability improvementsAll DCs show a high share of customers in segments with low profitabilityImplement order size limit(currently pilot 360 Kn/order)Measure,plan,control profitability-Per product group-Per customer-Pe

13、r regionUse the methodology of Customer Segmentation as a permanent tool to improve the profitability of LURAAdjust corporate and functional strategies to profitability targets:-Sales-Distribution-Marketing-ProductionVIE-6511-04406-01-57-7-Management Summary“Process Improvements”TasksMapping of key

14、order processes and definition of process improvementsAnalysis of Zagreb delivery processes and definition of strategies for cost reductionActivity analysis of CWH Zagreb and DC RijekaResultsFurther proceedingMain Order cycles must be linked to a market-driven supply chain under overall responsibili

15、ty for inventory levels by Sales Since all order processes are strongly paper-based,IT-integration could streamline processesThe reorganization of Zagreb delivery processes can lead to a potential cost reduction of 8.5 m Kn.2nd-delivery-tours are implemented as a pilotFine-tuning of processes and re

16、sponsibilities along the supply chain Establish controlling standards to ensure an effective coordination between functional areasRoll-out of 2nd-delivery-tours and implementation of further measurements to reduce the delivery costs:-1-stop-deliveries-Reduced delivery frequency-Improved driver produ

17、ctivityControlling of cost reductionsVIE-6511-04406-01-57-8-B.DC BenchmarkingVIE-6511-04406-01-57-9-1.Distribution structureVIE-6511-04406-01-57-10-Organizational structure Distribution Zagreb DCManagerZagreb CWH managerDistribution ServicesSupervisionfermented prod.Warehouse workerSupervisionUHTSup

18、ervisioncheeseMilkpowder warehouseMaintenancefork liftsReturned goods warehouseShopsShift leaderRegional DC managerZagreb shopsWarehouse workerDriverRoutingAdministrationMaintenanceDriverDistributionmanagerShift leaderVIE-6511-04406-01-57-11-CWHZagrebCWHBjelovarDCSisakDCDakovoDCSl.BrodDCPulaDCPulaDC

19、RijekaDCRijekaDCSplitDCSplitDCMetkov.DCZadarSirelaDukatDistribution structure before March 99VIE-6511-04406-01-57-12-CWHZagrebDCBjelovarDCSisakDCDakovoDCSl.BrodDCPulaDCRijekaDCSplitDCMetkov.DCZadarDistribution structure since March 99 is fully integrated and realignedFull assortmentCombined toursCen

20、tralized distributionRealigned distributionareasDCSplitSirelaClosed 01.08.99VIE-6511-04406-01-57-13-Distribution volume 1998Volume in kg 1998 per DCVolume in kgDukatDukatDukatDukatDukatSirelaDukatSirelaDukatDukatSirelaSirelaVIE-6511-04406-01-57-14-2.Delivery productivity/efficiencyVIE-6511-04406-01-

21、57-15-High variance in delivery productivityDelivery volume per driver 1998*0100.000200.000300.000400.000500.000600.000700.000800.000900.0001.000.000Kg/driver913.356SisakDukat840.835RijekaDukat735.482Sl.BrodDukat653.970PulaDukat620.506akovoDukat496.985ZagrebDukat494.266SplitDukat542.173BjelovarSirel

22、a371.894MetkovicDukat247.698SplitSirela227.416RijekaSirela167.679PulaSirela*without direct salesVIE-6511-04406-01-57-16-A comparison of the delivery costs per kg shows high differences Delivery cost per kg 1998*Without direct sales,Zagereb without BjelevarKn/kg0,000,050,100,150,200,250,300,350,400,4

23、50,500,18SisakDukat0,26RijekaDukat0,27PulaSirela0,28SplitSirela0,30Sl.BrodDukat0,32DakovoDukat0,34SplitDukat0,36MetkovicDukat0,38ZagrebDukat*0,40PulaDukat0,47RijekaSirela0,51BjelovarSirelaVIE-6511-04406-01-57-17-Define DCs in Sisak and Rijeka(Dukat)as best practice for delivery efficiencyReorganize

24、other DCs according to best practice targetsBenchmarking of deliveryproductivityBenchmarking of deliveryefficiencyComparisonof productivityand efficiencylow productivity of Sirela DCs due to assortment and order structuredifferences in delivery productivity for Dukat DCs could result from difference

25、s in the delivery and retail structure(e.g.distance of retailers,traffic situations,order sizes)significant high productivity of Dukat DCs in Sisak and Rijeka and low productivity of Dukat DCs in Metkovic and SplitDukat DCs in Sisak and Rijeka with high efficiencyThe productivity is only reflected t

26、o some extend in the delivery efficiencyDespite a low productivity Sirela Pula and Sirela Split show a comparatively high efficiencyDifferences between productivity and efficiency could result from differences in the cost structure(e.g.truck utilization,depreciation,wages,cost of contract drivers)Di

27、fferences could also result from inaccurate data(personnel data,cost allocation)A benchmarking of DCs with regard to delivery productivity and delivery efficiency indicates Sisak and Rijeka as best practices VIE-6511-04406-01-57-18-3.Warehouse productivity/efficiencyVIE-6511-04406-01-57-19-Volume pe

28、r warehouse worker 1998Warehouse productivity shows a high variance0500.0001.000.0001.500.0002.500.000Kg/warehouse worker2.656.539SisakDukat1.063.724akovoDukat827.417SI.BrodDukat859.243ZagrebDukat*653.970PulaDukat335.357PulaSirela1.055.778RijekaDukat454.831RijekaSirela185.947MetkovicDukat993.311Spli

29、tDukat330.264SplitSirela494.266BjelovarSirela*incl.volume for BjelovarVIE-6511-04406-01-57-20-Warehouse cost per kg 1998A comparison of the warehouse costs per kg shows high differences Kn/kg1,210,00,20,40,60,81,01,2Sirela0,17Dukat0,05SisakDukat0,10Dukat0,16Sirela0,08Dukat0,45Sirela0,30Dukat0,12Duka

30、t0,57Sirela0,16PulaPulaSl.Brod0,07DakovoDukatBjelovarRijekaRijekaMetkovicSplitSplitZagrebDukat*incl.volume for BjelovarVIE-6511-04406-01-57-21-Define DCs in Sisak,Dakovo and Rijeka(Dukat)as best practice for warehouse efficiencyReorganize other DCs according to best practice targetsBenchmarking of w

31、arehouseproductivityBenchmarking of warehouseefficiencyComparisonof productivityand efficiencyHighest productivity at DC SisakHigh productivity at DCs Dakovo,Rijeka(Dukat)and Split(Dukat)Medium productivity at Zagreb(due to CWH function)and SI.BrodLow productivity at Metkovic and Sirela DCs(due to c

32、heese handling)Besides DCs with high share of milk distribution also Rijeka(Dukat)with a lower share of milk distribution shows good productivity resultsDifferences in productivity are also reflected in the effciencyHigh efficiency at DCs Sisak,Dakovo,Rijeka(Dukat)and Slav.BrodVery low efficiency of

33、 Pula(Sirela)with 1,21 Kn/kg compared to its productivity indicates inaccuracies of cost dataDifferences between productivity and efficiency could result from differences in the cost structure(e.g.wages,depreciation)Differences could also result from inaccurate data(personnel data,cost allocation)A

34、benchmarking of DCs with regard to warehouse productivity and warehouse efficiency indicates Sisak,Dakovo and Rijeka as best practices VIE-6511-04406-01-57-22-4.Long-distance transports(RALU)VIE-6511-04406-01-57-23-RALU cost per kg 1998The RALU costs for supplies to Dukat DCs are varying according t

35、o the distance 0,000,110,240,400,260,620,420,280,000,100,200,300,400,500,600,70ZagrebDukatSisakDukatSl.BrodDukatDakovoDukatPulaDukatRijekaDukatMetkovicDukatSplitDukatRALU cost per kgVIE-6511-04406-01-57-24-5.Further proceedingVIE-6511-04406-01-57-25-1Define Sisak and Rijeka(Dukat)as Best practice DC

36、s“2Evaluation of cost or productivity gap of other DCs(e.g.order structure,delivery structure,processes)3Adjust cost structure and processes according to Best practice DCs“A 3-step-approach helps to close the productivity and efficiency gap between“low performers”and“best practices”VIE-6511-04406-01

37、-57-26-C.Profitability improvementsVIE-6511-04406-01-57-27-1.Key drivers of profitabilityVIE-6511-04406-01-57-28-The profitability of different customer segments mainly depends on the order size and on the product mix per order ATop customersMedium performingcustomersLow performingcustomersRisky cus

38、tomersProblem candidates#SalesReceiv.7100.24411.813#SalesReceiv.680160.6628.814#SalesReceiv.1.18148.5791.649#SalesReceiv.449.82518.620#SalesReceiv.14874.89019.371#SalesReceiv.54615.9134.099Pruning candidatesZagreb Sales DataFigures as of 31.12.1998Profitability of customers segments?Product mix per

39、orderOrder sizeBreak-evenBCVIE-6511-04406-01-57-29-2.Impact of order size in the Zagreb distributionVIE-6511-04406-01-57-30-The order structure of the Zagreb distribution shows a high share of very small orders0501001502002503003500-1010-2020-3030-4040-5050-6060-7070-8080-9090-100100-150150-200200-3

40、00300-400400-500500-10001000-20002000-30003000-40004000-5000Order group kgYearly volume:11.000.000 kgYearly volume:53.000.000 kgNumber of ordersOrder sizes Zagreb(11.05.1999)VIE-6511-04406-01-57-31-24 ordersCosts per tour Zagreb:-1 truck-1 driver-Administration costs768 Kn32 Kn/order32 Kn/order32 Kn

41、/order.24 stops32 Kn/order32 Kn/order32 Kn/orderOrder sizeCostAs cost for an order delivery nearly dont change with the size of the orderthe cost of delivery per order can be calculated as a constant value VIE-6511-04406-01-57-32-24 KnSalesvalueDeliverycostOthercost102 Kn94 Kn32 Kn15 kg order-7 KnDe

42、liverycost307 Kn282 Kn32 Kn45 kg order+9 KnDeliverycost512 Kn471 Kn32 Kn75 kg orderDeliverycost1331 Kn1225 Kn32 Kn195 kg orderAverage tour in Zagreb:24 orders per tourAs the delivery cost is a constant value per delivery point the profitability per order changes with the size of the order+74 Kn6 ord

43、ers 15 kg7 orders 45 kg6 orders 75 kg5 orders 195 kgProfitability per order!ExampleSalesvalueOthercostSalesvalueOthercostSalesvalueOthercostVIE-6511-04406-01-57-33-Projection of yearly profit per order groupbased on Zagreb orders 11.05.1999*New distribution strategies for small customers must be dev

44、eloped to improve overall profitability-2.000.000-1.000.00001.000.0002.000.0003.000.0004.000.0000-1010-2020-3030-4040-5050-6060-7070-8080-9090-100100-150150-200200-300300-400400-500500-10001000-20002000-30003000-40004000-5000Order group in kgProfit in Kn-4,3 m Kn+16,5 m KnNew distribution strategies

45、*See annex for calculation methodologyVIE-6511-04406-01-57-34-3.Impact of product mixVIE-6511-04406-01-57-35-0,301,453,439,434,380,88-0,33-202,46810Fresh milkUHT milkFermented prod.CreamCheese spreadsDessertsJuicesProfit margin kn/kgThe high variance of Zagreb profit margins per product group indica

46、tes thethe impact of the product mix on the profitability per order*For calculation methodology see annexProfit margin Kn/kg per product group in Zagreb distribution*VIE-6511-04406-01-57-36-Only a higher share of profitable products within an order allows to cover the delivery costsDeliverycostsOthe

47、rcosts50 kg orderlow share of profitable productsSalesvalueDeliverycostsOthercosts50 kg orderhigh share of profitable productsSalesvalueExampleVIE-6511-04406-01-57-37-The average sales value per kg is an indicator for the profit margin30*For calculation methodology see annex7,7112,7427,7812,157,563,

48、439,434,380,884,593,731,45-0,33-0,30-50510152025Fresh milkUHT milkFermented prod.CreamCheese spreadsDessertsJuicesSales value Kn/kgProfit margin Kn/kgSales values Kn/kg and profit margins Kn/kg per product group in Zagreb distribution*VIE-6511-04406-01-57-38-Also large orders show a low average sale

49、s value0102030405060708090100371460301280303509302874410101314549346100302582303840360605399535344265349987310693302923413439384941301444384343301457406955302931308966357907363014341450374319357020384210302267480385322953315803Customers0,001,002,003,004,005,006,007,008,009,0010,00kg per orderKuna pe

50、r kgKn per kgKg per orderCustomer base of Mr.Krajinovic(salesman Zagreb)orders May 1999VIE-6511-04406-01-57-39-4.Methodology of customer segmentationVIE-6511-04406-01-57-40-50 kg 6,31 Kn/kglowhighlowhighValue per kgC-customersOrder sizeSales62.820 Kn Volume9.067 kgAvg.Kn/kg6,93 12 customersSales131.