Anda di halaman 1dari 20

Düsseldorf

April 21, 2010

Achieving standardization
of Supply Chain Processes
to increase ‘end to end’
transparency and decrease
costs

Peter Devos
Business Process Competence Dir.
Monsanto Europe
1
MONSANTO
THE COMPANY AT A GLANCE

2
Monsanto is an Agricultural Company

Crop Protection: Seeds: Corn, Soy, Rape, Cotton,


RoundUp Vegetables
“According to the UN, by
2050 the world needs to
double its food production
to feed 9.3 billion people”
Technology :
“Monsanto is committed to
double yield of corn, soy and RoundUp Ready,
cotton by 2030” SmartStax
-Hugh Grant, Monsanto CEO

3
Monsanto Factsheet

4
Production Sites

Crop Protection Site


Vegetable Seeds Site
Row Crops Seed Site

161 Production Sites


35 Countries

5
SUPPLY CHAIN PROCESS
MANAGEMENT

6
Supply Chain Process Management

A Process is the way your supply chain people


are executing their daily job supported by IT-
tools
Process

Technology People

Page 77
Supply Chain Process Management

The Quality of a supply chain organization is


determined by the quality of execution of its
business processes
Process

Quality
&
Productivity
Technology People

Page 88
Supply Chain Process Management

CEO to SC Manager:
The risk: a rigid process embedded in a resistent
Deliver my
customers Now!!!!
organization without innovative thinking

Process
- Org with resistance to Change
- Lack of SC Agility
- Reduced Scalability
- Lack of leverage
Quality
&
Productivity
Technology
People

Page 99
Renewed focus around Process Mgt

• Process Mgt is a way to prepare for the


Economic Upturn
– Status Quo is not acceptable

• Reorganizational pressures
– Do more with less people (= different from working
harder)
– Leverage existing people skills by new process & IT-
tools
– Align Roles & Resp – process ownership

• More awareness that Supply Chain performance


is driven by process mgt Page 10 10
SUPPLY CHAIN PROCESS
MANAGEMENT

BUSINESS CASE 11
Supply Chain Improvement

• Costs - WC
• Quality Information Management within
your Business Process
• Volume
• Inventory Visibility
Transparency
• Compliance Information Reliability

• Risk Mgt

Page 12
12
Process Improvement: where to start?

Business IT

Supply Chain
needs fast & agile Process & Cost ICT need to cut
Improvements
responses & costs & need
processes to serve longer leadtimes
the more Technical to cope with
demanding innovation Requirements
customers

Miaow ??

ROCK HARDPLATE

Wuff ??

13
Process Improvement @ Monsanto

Business IT

Supply Chain
needs fast & agile Process & Cost ICT need to cut
EMEA
Improvements
responses & costs & need
Business
processes to serve longer leadtimes
Process
the more Technical to cope with
Competence Center
demanding innovation Requirements
customers

14
Process Improvement: Monsanto case
Roles Responsibility
• Std Process solutions
• Tech Designs
EMEA • Crossfunct. views
Business
Process • Std process mappings
Competence • Lean – Six sigma
Center • Power user Training

• KPI’s - dashboards
• Reporting - analysis
• Data transparency

• master data mgt


• process parameters

15
Some examples
1. Crossfunctional workshops around Business Process Improvement
‘Streamline execution of business processes”

AS-IS * TO BE
Process mappings

 People “on boarding” work as “owners” for change


 Install smarter business processes to make cost
reductions sustainable
 Create ownership for the “end result”
 Encourage crossfunctional process thinking
 Map systems within business process

16
Some examples
2. Installation of a standard DRP process accross EMEA

DRP Process
orchestration

 Standardized delivery process


 Logistics Costs tranparency & Cost savings
 Process automation
 Improved inventory prepositioning

17
Some examples
3. Installation of central business dashboards: easy accessible

 Common SC process & master data => full business data transparency
 Daily order, inventory, business tracking
 Right business decisions
 Standard business process mgt => Agility

18
Conclusions
• Process Management is a survival need in the current
business climate
• Process Management goes beyond six-sigma, lean and
IT-tools
• Process Management is working smarter versus
competition, not working harder
• Process improvement is not new, it’s a race without a
finish.

⇒ I wish you all the best with your process improvement


endeavours

Page 19
19
Q&A

Page 20
20