Supply Chain Management End - End Concept
•Supply Chain Management embraces Suppliers and Customers to offer an End– End perspective
•Effective Supply Chain Management addresses VUCA ; we are working in Volatile, Uncertain, Complex and Ambiguous Environment. Supply Chain Excellence results in savings; as it pushes companies to reduce WASTE, develop their suppliers and consider reducing cost at every stage of the complex process. In Unilever, we develop our suppliers and encourage them to bring their investments to Egypt as they will enjoy competitively cheap labor and reasona-ble operation cost while guaranteeing that we take their production as well as other competitors in the region. It’s a win win situation for Unilever to reduce shipping of raw material cost and duration and for the country to bring more investments in. Uni-lever has built a hub in Alexandria that one of its factories will dedicate its production to export purposes only.
• Unilever , over the last 5 years, has been improving its rank in Gartner Supply Chain Ex-cellence Ranking until became 1st in 2016. It’s the most prestigious award in this field. It ‘s based on Gartner , peer opinion and auditing.
•Unilever has an excellent record of sustaina-ble development in Egypt among other branch-es. Zeinab initiative is an example of helping women in unprivileged governorates sell Unile-ver products from home and generate income. Similar to this they provided young men with bikes to sell their products in alleys and small villages and generate income.
•In the environment front, and among many initiatives, they consider reducing their footprint and impact; for example by reducing water consumption in their business thus moving forward more concentrated detergents.
About the Speaker
Eng. Sameh Sabry
Supply Chain Director at Unilever Mashreq
- Graduated from Ain Shams University , Faculty of Engineering, joined Unilever in 1997 as Electric Engineer, Maintenance Manager, Project Manager at Binzager Lever plant in KSA, back to Egypt as Mashreq Personal Care Factory Manag-er, Supply Planning Manager and then Plant General Manager back in Binzager Lever KSA. Unilever Company
About Unilever
Has over 400 brands, 2 out of 3 households have a product of Unilever.
Unilever has a sustainable living plan that is central to its business plan
What’s holding back your End-to-End Supply Chain Operating Capabilities?
Over the years, Oracle has developed solutions and incorporated processes of supply chain as forecasting, planning and production. Recently and in order to cope with the technological advances Oracle is moving towards Digital Supply Chain. As the regular supply chain focus is reducing cost, digital supply chain increases efficiency and agility of the business dealing with all embedded processes.
It adopts solutions to make the client/customer the center where all processes are connected too. Furthermore, using internet of things we can monitor all phases of supply chain. For example, it tackles transportation and delivery of the goods. Once a transaction starts it manages and monitors data from all departments as well as manage the supplier capability of meeting the request. If received a signal from the forklift that there’s a problem though the net, it would be shown at other parties as production, planning and enables us to contact the customer and avoid possible complaints.
Visual Analytics reports are made easier to top management, stakeholders with-in the supply chain as suppliers, producing department, marketing etc..thus achieving better alignment between financial planning and production planning and better alignment of Key Performance Indicators.
The Digital Supply Chain can play as simulator to different scenarios that could happen and increase business units’ agility dealing with them in reality. This would result of being proactive rather than reactive.
Oracle cooperates with international auditors of supply chain as Gartner in fore-casting future intelligence, demand and how it can increase company maturity and capitalizes innovation. of things and will be shown at every department for example the quality, maintenance department. Oracle provides not only solutions but rather an insight to the future of more agile supply chain.
About the Speaker
Mohamed Saied
Senior Supply Chain Solutions Execu-tive at Oracle and Certified Supply Chain Professional and Enterprise Ar-chitect.
Has more than years of professional expe-rience in business development solution consulting and transforming supply chain for both medium and large enterprises across Middle East and Africa. He’s very passionate about supply chain perfor-mance improvement by capitalizing on technological advancements as enable and incorporating best industrial standards as APICs for operation management , The supply chain operations reference model (SCOR), The Open Group Enterprise Ar-chitect (TOGAF) and Cloud Computing School
About Oracle
ORACLE CORPORATION
• US$37 billion total GA AP revenue in FY 2016
• 420,000 customers
• 310,000 Oracle Database custom-ers
• 120,000 Oracle Fusion Middleware customers
• 110,000 Oracle Applications cus-tomers
• 6,000 engineered systems custom-ers
• More than 25,000 partners world-wide
• More than 135,0 00 employees, including: - 40,00 0 developers and engineers - 16,00 0 support person-nel - 18,000 consulting experts
• More than 3.1 million students sup-ported annually in 110 countries
How to manage “Engineer—Order” Supply Chain and addressing the challenges?
Schneider has the most complex supply chain which vision is delivering sustainable competitive advantage being a valued cus-tomer for the best in class suppliers and a function of choice for our employees. They develop their Supply chain people, guaran-tee availability of their high quality products to their customers, develop suppliers capa-bility and control logistics cost.
Schneider sourcing operates around 4 main functions: 1) Commodity markets 2) supply chain regions 3) Transversal and support functions and business. They have two types of sourcing: 1. Production Sourc-ing which is an operational activities, 2) project solution sourcing which is more complex as unique as per project, tempo-rary and progressive
The sourcing strategy is based on 4 pil-lars,:
1. Global performance with suppliers which aim to boost purchasing performance on customer critical dimensions, boost global efficiency which impact on industrial cost and working capital and reducing develop-ment cost and boost savings.
2. Localization as Schneider focuses on dealing with local partners who can grow with the company and drive sustainable global performance.
3. suppliers concentrations to ensure flow between suppliers and factories
4. Quality value engineering which aims to optimizing the cost with no im-pact on quality or process sustainability.
QVE is involved in Redesign to cost—material wastage, changing materi-al , production process reengineering , developing new products and Lean Manufacturing.
About the Speaker
Nermine Abu Hulwa
Africa Zone Solutions Supply Chain Senior Manager at Schneider Electric.
Holder of Master degree from Euro Med and diploma in legal drafting and UN Language from AUC.
Tarek El Gababary
Supply Chain Manager
Leader with motivational management style, results oriented with excellent track record for identifying opportunities for accelerated growth supported with Project Management platforms, LEAN science , intensive KPIs follow up and roadmaps execution.
About Schneider Electric
Schneider Electric has 79 integrated companies as APC, Telemecanique, T.A.C , LEXEL , Merlin Gerin, SAREL , AREVA, Thorsman and TELEVENT to name a few.
• Schneider has a long history in Egypt over the last 32 year in National projects as Cairo Na-tional Stadium, in Energy sector as El Tebeen Electricity plant, Zaafarana windfarm, Sidi Kerir electricity plant, in infrastructure in Cairo airport and Cairo Metro, in Industrial sector in Alexandria Steel co, Helwan Cement and Bibliotheca Alexandria and Smart Village
• In 2017 Schneider is operating in Eni Zohr Gas Field and West Nile delta concessions
• Schneider has 229 factories, 79 distribution center, 31 mixed sites of factories and distri-bution centers all over the world.
How to manage “Engineer—Order” Supply Chain and addressing the challenges.
Schneider supply chain process:
• Among many initiatives to support local suppliers and develop them, Schneider has been engaged with Industrial Moderni-zation Center in Egypt to develop local suppliers.
Also Schneider participates in Engineering faculties and syndicates, offering technical programs and certification for technicians on electric—Graduate program of 20-25 student every year to develop them and choose the best of them to join Schneider.
Finally Schneider has been in Egypt over the last 30 years and participated in mega projects leaving a legacy of running a state of art technologies and effective yet extremely complex supply chain process.
LEONI Wiring Systems Supply Chain Management
LEONI’s global supply chain vision is to satisfy all our stakeholders. In LEONI Egypt the vision is to maintain customer satisfaction trough developing supply chain members and reducing cost by eliminating non value added processes. Every day, supply chain team must provide an idea to be displayed and ranking is given according to ranking of these ideas and key performance indicators and total savings between departments. Competition in our case is between LEONI’s different business units across the world.
Supply chain elements start with procurement, inbound transportation, raw material inventory, production scheduling, finished goods warehousing, and outbound transportation and distribution,
Supply chain network in LEONI starts with the supplier providing 10% of raw material, 90% comes from LEONI’s raw material consolidation centers which needs to be very close to the customer and this is the main area we constantly work on improving. Our main consolidation centers are in Germany and UK near our customers in this region as BMW, Jaguar, Landrover and Mercedes ..
About the Speaker
Mohamed Nassef
Head of Supply Chain in Leoni Wiring Systems Egypt and Management team member
Board member of the Engineering Export Council of Egypt (EEC-EG)
Holder of MBA and BSc of Electric Engineering.
Over 24 years experience in Supply Chain Management
LEONI Wiring Systems Supply Chain Management
About LENOI
A global supplier of wires, optical fibers, cables and cable systems as well as associated services to the automotive sector
Has over 74000 employees and is rep-resented in the 32 country with 92 pro-duction facilities.
LEONI Egypt
Was established in 1997 with a factory in the public free zone and now has10 factories , 104 customers abroad and deal with over 250 suppliers in 25 coun-tries all over the world
LEONI Wiring Systems Supply Chain Management
LEAD Time in Automotive business is crucial and sen-sitive, thus we work on reducing it to be only 1 week, production cycle takes 1 week, delivery by shipping to LEONI warehouse takes 2 weeks and 1-2 weeks inside the warehouse . Safety stock is only 1 week instead of 3 weeks back to 2 years ago.
Budgeting process , sales and operation planning every month, MPS Master Production Schedule run on a weekly basis , Sequencer is more of a daily plan. Gener-ate supplier order and receive its confirmation , Some customers receive dedicated container thus shipped by sea however other shipping is usually done by airfreight.
LEONI Egypt Supply chain challenges and ways of over-coming these challenges :
Geographical location in Egypt : Raw material control is another challenging area especially that we deal with other LEONI branches as Tunisia and Morocco and both have better shipping facilities to Europe as for example there's a daily ferry from Tunisia to Europe. LEONI Egypt
Internal material flow is very dynamic as customer changes their requests all the time., sometimes every day, We’ve taken several actions to improve all aspects of the process including transportation and adopted multi model options that may be a bit expensive that combines for example air freight with sea freight . However with prioritization of shipped goods according to their value, maximize the volume of goods to match the container dimensions have resulted of good savings.
As each supplier has his own packaging that we worked on standardizing it as well as material classifi-cation to ensure best use of our shipped container.
LEONI has developed its own IT automated solutions that provides priority list of the products needed from each production station among many analytics reporting features to take the right decision at the least possible time.