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Supply chain management june10
1. This supplement is an independent publication from Raconteur Media
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June 10, 2010
SUPPLY CHAIN
MANAGEMENT
Driving value through the supply chain
“may be doing their first production
run a long way from home, but their
top-up runs much closer to home,
mainly in Eastern Europe”.
“There are a lot of issues around de-
oVERVIEW Achieving competitive advantage is now demand is now seen by many to be not longer lead-times. There is ris- mand planning, production planning,
more valuable than price alone. ing anecdotal evidence of companies timing of acceptance of stock, getting
a delicate balance between seeking best value One significant development that reconsidering their sourcing strate- it into the store and selling it through,”
and managing complex risks within the supply has occurred over recent months is gies, with some moving manufactur- he says. “There are signs that some
the move by shipping lines to moth- ing back closer to Western markets. companies have found that the costs
chain. Nick Allen reports ball fast but fuel-hungry container “Buyers are looking for shorter pro- of getting it wrong are too high and
vessels – built for rushing Chinese duction runs and they are looking they are starting to outweigh the ben-
T
goods to the United States – utilis- for flexibility,” says Stephen Rinsler efits of lower manufacturing costs. If
he quest to deliver greater cally increased supply-chain risk. ing instead slower moving, larger and of Bisham Consulting. “The problem you want smaller quantities, because
value to the customer has Longer lead-times require greater more economic container ships. The with long supply chains is that they you want to change your stores much
sent Western companies to investment in inventory and cor- net result is an extra few days on the are not flexible. A retailer of electri- more frequently, you need to be much
distant locations in search porate brands are now exposed to lead-time for goods arriving from the cal units may have one technology in closer to home. Only then are you able
of low-cost goods. Stretching sup- increased risks from their suppliers. Far East. This may not sound a great store, another on the water and yet to cope with the change in design, pat-
ply chains across the globe to low- The recession has highlighted deal, but holding inventory for even another technology in production. tern, colour, and specifications needed
wage economies, such as China a number of these risks and has a few days more can add to costs and What happens if the first technology for fast-changing markets, such as
and India, has brought an influx caused many to re-evaluate the way impact responsiveness. doesn’t sell too well?” with technology goods.”
of cheap goods. But the complex- they run their supply chains. Flex- In uncertain times procurement According to Mr Rinsler, there is
ity of distant sourcing has dramati- ibility to respond quickly to market professionals want greater flexibility, some evidence that a growing number continued on page three
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S u p p l y c h a i n S o l u t i o n S t h a t h E l p y o u G R o W
5. SUPPLY CHAIN MANAGEMENT 5
SponSored FeATUre
Managing your risk in the supply chain
Supply chains can be vulnerable to more than just the financial Middle-East markets: opportunity or risk?
pressures of the global downturn. As well as the possibility
of a supplier defaulting, there are risks of compliance, ethical Entering the Middle-East markets can seem a
daunting prospect but there are solutions which
responsibility, cultural and political issues and supply chain make it more than worthwhile. One solution is to
disruption, such as physical or natural disasters. Companies such use the Jebel Ali Free Zone (JAFZA) in Dubai where
as Charles Kendall are increasingly asked to produce significant companies, such as CH Field, have established
import services. CH Field holds a General Trad-
cost savings through tailored risk management and compliance ing Licence issued by the Dubai Government and
programmes. Charles Kendall is a highly experienced global this allows them to offer a rare service by acting as
your company in JAFZA and providing a low-cost,
company, who provide supply chain solutions tailored to low-risk entry point for a wide range of products,
individual needs through the procurement cycle from sourcing with no duty due at the time of import into the
valuable markets of the Middle East and beyond.
to delivery to the end customer More information about CH Field can be found at
www.charleskendallfreight.com/solutions/ch-field
Mexican Lock-down
Customs Advisory & Compliance
W
hen a multi-national pro- road transport in Mexico is 20 per
ducer of consumer goods cent higher than in the United States.
T
decided to launch a new he informed-compliance cul- of supply chain and freight man- duty. Charles Kendall recently ad-
distribution-centre (DC) facility near RISk MITIGATION ture, established in the US in agement, including on-site audit of vised a client to use an alternative
Saltillo, Coahuila, in Mexico, the chal- Charles Kendall made specific recom- the 1990s through the Cus- current import and export practic- Customs Procedure Code (CPC)
lenges of operating in a volatile region, mendations including undertaking toms Modernisation Act and suc- es by former senior Customs staff, which has produced savings of €2
marked by an escalating narco-civil war, background checks on all drivers, no cessive amendments by the Federal and product classification advice million per annum through im-
soon became apparent. They turned to weekend or Friday deliveries, routing Maritime Commission of the Ship- and follow-up with Customs for proved cash flow, and reductions in
Charles Kendall to provide the essential through Houston to a secure, private- ping Act of 1984, has been adopted rulings to establish correct rates of clearance and freight costs.
risk-management advice needed for security compound on the Laredo bor- globally post 9/11 and is being ag-
the shipment in 2010-11 of 5,000 TEU der, escorts with radio control to central gressively implemented in the EU
shipping containers of highly pilfer-
able consumer goods. Charles Kendall
law enforcement, and use of steel-bolt
seals. Charles Kendall re-designed
currently. The customs regime is
increasingly complex and the pen-
AEO Status
undertook a disciplined approach to the supply chain to mitigate specific, alties for non-compliance can be
risk management through a four-step pre-quantified threats, and have put a severe. UK Customs are increasing Authorised Economic Operator status (AEO), plays a vital
process of assessment, quantification, check-and-balance system in place to the number of audits and visits to role in the security amendment of the Customs Code (Regula-
mitigation and ongoing audit. ensure that these are maintained. traders, with fines of up to £2,500 for tion (EC) 648/2005) which came into force on 1 July 2009. The
each individual error. Even so, few amendment aims to ensure an equivalent level of protection
ASSESSMENT organisations have in-house compli- through customs controls for all goods going through EU cus-
Assessing the risk is an important
first step to address and Charles
Since implementation ance experts, which is where Charles
Kendall can provide assistance.
toms territory and stipulates that relevant security data must
be provided electronically by economic operators before the
Kendall quickly determined that
a significant, ever-present risk of
in March 2009, a zero AvOIDING PENALTIES
goods enter or leave the Community customs territory. With the
transition period due to close at the end of 2010, all importers
theft, vehicle hi-jacking and contra-
band smuggling exists and the cus-
loss record has been Serious infractions, such as rebat-
ing or illegal discounting, regularly
and exporters operating in the EU zone must comply with the
changes in EU law or face potentially hefty government fines. As
tomer’s product range falls within
the five highest risk categories for
maintained incur severe penalties. A multi-
national agent was fined $1million
one of the relatively few companies to hold this standard in the
UK, Charles Kendall have a lower risk score within HM Revenue
theft in Mexico. in 1980 for accepting illegal rebates and Customs systems and in turn they benefit from a fast track
ONGOING AUDIT from ocean carriers. service through Customs controls. They are also ready for the
QUANTIFICATION Quarterly site visits occur to inspect changes due later in 2010 with ICS (Import Control System).
Additional risks exist in the form infrastructure, ensure adherence SOLUTIONS
of federal penalties, fines, and dam- to standard operating procedures Analysis of customs procedures can
age to brand image and reputation. (SOPs) and to audit the process. benefit businesses in many ways
Cargo theft was the most prevalent Charles Kendall also source daily from duty and demurrage savings
property crime in Mexico in 2008 high-level security briefings on the to fiscal representation which can
and led to the cost of road transport Mexican market to ensure that the improve your cash flow, and pro-
increasing by 40 per cent in three customer is briefed immediately on vide consistent delivery lead times.
years. Insurance premiums increased any relevant developments. Since im- Drawing on more than 30 years’
by $1 million year-on-year between plementation in March 2009, a zero- experience, they provide technical
2007 and 2008. Overall, the cost of loss record has been maintained. assistance and advice on all aspects www.charleskendall.com/times Contact Peter Sunderland 0208 831 1300
e: times@charleskendall.com
6. 6 SUPPLY CHAIN MANAGEMENT
Right product, right place, Supply chain risks ployed hedging. Companies have
also suffered from strong swings in
commodity prices, such as oil and
in numbers copper, which have been going up
right time, right price
and down like a fiddler’s elbow.”
A string of significant weather
29%
disruptions, European labour dis-
putes and supplier quality failures –
exemplified at Toyota, BMW and BP
RISk MANAgEMENT How do companies cope of the most challenging supply Percentage of – are causing a rethink of the Lean,
chain risks. Andrew Leahy, DHL’s globalised, supply chain model with
with the unexpected and the unpredictable to vice president for product develop- companies experiencing its emphasis on cost management.
deliver on time? Iain Martin finds out ment, believes the increased possi- The failures of oil production sup-
bility of suppliers going into liqui- a supplier insolvency in pliers at BP’s Deepwater Horizon
T
dation has sparked a wider review drilling rig in the Gulf of Mexico
he global economic down-
turn in the last two years
financial effects of the global reces-
sion had been a “wake-up call” for
of supply chain risks. “Companies
are now monitoring the potential
2009 (RBS/Economist – clocking up $1 billion in clean up
costs and rising – and component
has highlighted significant
weaknesses in many com-
many companies. From a situation
a few years ago where supply chain
risks of tier-two or tier-three sup-
pliers as well as their main, tier-one,
Intelligence Unit) suppliers for Toyota, highlight the
substantial brand and financial risks
33%
panies’ supply chains. These range risk was not on the radar screen, he suppliers,” he says. “We’re also see- for companies from supply chains.
from minor and easily resolved believes that the fear of suppliers ing supply chain risks being incor- “There is no doubt that today’s glo-
weaknesses to some with the poten-
tial to put companies out of business.
going under made it a boardroom
issue for many UK organisations.
porated in organisations’ enterprise
risk management models.” Percentage of bal economy and the resultant global
supply chains have raised the level of
Risks can be split into four catego-
ries, according to supply chain infor-
“Companies are increasingly
realising that risk management af-
The disruption caused to Euro-
pean air travel from volcanic ash companies cutting the supply chain risk,” warns PRTM’s Mr
Colborn. For example, he believes
mation specialists Achilles: financial fects the end-to-end supply chain since April has caused chaos for that jet engine manufacturers, like
risk; compliance risk; supply chain and not just suppliers. The sup- supply chains. It highlights that number of suppliers in Rolls-Royce, will be examining their
disruption risk; and ethical respon- ply chain has so many potential companies need to have flexible supply chain to assess the level of
sibility risk. The economic slow- sources of risk that assessment supply chains to cope with surpris- 2009 (RBS/Economist risk and identify potential mitigation
down has largely focused minds on and mitigation need to be wid- es. Peter Sunderland, managing di- strategies should volcanic ash clouds
financial risks. Achilles chief execu- eranging. Leading companies are rector of supply chain management Intelligence Unit) turn out to be more than an unneces-
tive Colin Maund says: “The possi- looking at a comprehensive col- specialist Charles Kendall, thinks sary hindrance to air travellers.
69%
bility of key suppliers going bust saw lection of mitigation strategies, European governments could have More flexibility in supply chains
some companies providing loans or like dual-sourcing, increasing handled the situation better and and transportation is an important
other financial support to suppliers.
In a few cases, companies bought
stock levels, increasing customer
collaboration, modifying their
kept more flights flying. However,
he points out that whatever the
Percentage of component of mitigating risks such
as bans on flights or road haul-
out suppliers in financial difficulties
to protect their supply chain.”
manufacturing processes and fi-
nancial support to suppliers, to
problems “the one thing custom-
ers want is continuity of supply to
companies focusing on age strikes. DHL’s Mr Leahy says:
“We’re seeing greater flexibility in
Gordon Colborn, lead director
in the UK of supply chain manage-
name just a few,” says Mr Colborn.
DHL, the world’s largest contract
agreed deadlines”.
The outbreak of labour dis-
effective stock shipping goods to customers. This
could involve using sea freight over
ment consultants PRTM, says the logistics specialist, deals with some putes in Greece, France, the UK
and other European countries in management to mitigate relatively short distances in Europe
rather than via road.” The flipside
Bankruptcy, strikes or sabotage?
recent months creates more po-
tential disruption to supply chains. risk (PRTM, June 2010) of this is that, by saving costs or di-
versifying transport risk by using
8m
The geopolitical risks associated sea freight, lead times are far longer.
with countries such as Greece are Charles Kendall’s Mr Sunderland
Events affecting companies’ supply chains in 2009 causing more companies to review says: “Companies need to review
40%
where their manufacturing plants Size of Toyota’s possible risks in supply chains right
Severe weather event are located. “The logistics and risks from the start of the chain. This in-
29%
of getting supplies to customers on car-recall programme due cludes where production facilities
Insolvency time from a plant close to Greece and warehousing are located. For
IT failure 22%
may outweigh the cost benefits of
manufacturing in the region,” says
to faulty component instance, we’re seeing more compa-
nies warehousing goods manufac-
Increased tariffs 19%
Mr Sunderland.
Risks are being exacerbated by
(December 2009) tured in China locally in free-zone
China before they are transported
$1.25bn
extreme swings in exchange rates to customers round the world.”
Lower quality standards 16% and commodity prices. Mr Maund,
of Achilles, warns: “Companies
Labour dispute 16% have seen nothing like the degree of
Transport shutdown 13%
volatility in US- dollar, euro or ster-
ling exchange rates experienced in BP’s clean-up costs from
recent months. Hedging currency Air freight is
Theft 12% risk is not necessarily a cost-effec- Deepwater Horizon oil an important
tive solution for companies and link in the
Product Tampering 5% not many manufacturers have em- spill (BP, June 7) supply chain
Sabotage 3%
None of the above 20%
Source: Economist Intelligence Unit