Arla Foods indkøbsstrategi for maskiner og udstyr.

Transcription

1 SESAM Seminar Arla Foods indkøbsstrategi for maskiner og udstyr. Arne Svendsen Director Manufacturing Services & Automation Arla Foods, Global Business Services IT René Hilstrøm Arla Foods Global Procurement Operation Services: MRO, CAPEX & IT

2 Arla Foods facts 2

3 Arlas omsætning fordelt på produktkategorier Kilde: Arla Foods, februar

4 Arla i verden Produktion og salg Salgskontor Kilde: Arla Foods

5 Our vision, mission & strategy 2017 the foundation for innovation at Arla Vision 3 strategic axes Creating the future of dairy to bring health and inspiration to the world, naturally 1: Deliver the growth Vi skaber fremtidens mejeri for at bringe sundhed og inspiration ud i verden, på naturlig vis Mission 2: Develop the core To secure the highest value for our farmers' milk while creating opportunities for their growth Vi vil sikre den højest mulige værdi for vores land-mænds mælk og skabe muligheder for deres vækst 3: Be more effective 29 April,

6 Presentation of Arla Foods ONE pager ORGANISATION CEO + Enterprise Mgmt. Group (EMG) + Functional Boards, e.g. SC board,fi board Buss. Groups Consumer DK (CDK) CUK, CSE, CFI, CGN Buss.Group Global Category Operations (GCO) Buss.Groups Cons. International (CIN) Arla Foods Ingredients GLOBAL BUSINESS SERVICES HR, PROCUREMENT IT FINANCE,... MANUFACTURING SERVICES & AUTOMATION INTEGRATORS & Automation supp. Invensys, Siemens Corporate Center IT (CCIT) Global Business Services IT (GBSIT) BUSINESS APPLICATIONS NNIT, IBM, TCS,.. SAP, Microsoft INFRASTRUCTURE & SUPPORT

7 Production IT Strategy 2017 Strategic ambition Ensure optimal utilisation of Production IT in Supply Chain 1 CAPEX project 2 24x7 Solution 3 Improvement Services Care Services Master Plans CAPEX projectsupport Production IT project managers pool IT-Surveys ProactiveSolution maintenance 24x7 Application Support Shared Services OPEX/LEAN support SPC/APC LRM Energy Management 4 ONE Production Solution ONE Delivery model ONE Automation Solution ONE Funding Model 5 Our Character (LEAD, SENSE, CREATE) 6 7 7

8 Best Practice Replication - ONE Production Solution (Arla s global MES modular solution) Strategic ambition Ensure optimal utilisation of Production IT in Supply Chain 1 CAPEX project Services 2 24x7 Solution 3 Improvement Services Care Master Plans OPEX/LEAN support CAPEX project IT-Surveys support SPC/APC ProductionIT Proactive Solution LRM maintenance projectmanagers Energy 24x7 Application pool Management Support SharedServices 4 ONE Production Solution 5 ONE Automation Solution Our Character (LEAD, SENSE, CREATE) ONE Delivery model 6 ONE Funding Model 7 Production Reporting & DWH Line Management System Recept Management System Efficiency Management System Manufacturing Execution System Human Machine Interface System PLC Proces Interface Machine Interface (PackML) Manufacturing Integration and Intelligence (SAP MII) Printer Interface Database Energy Data Collection Statistical Process Control/ Advanced Proces Control Scanner Interface Weight Interface Warehouse Control System Automatic Guided Vehicles Control System Invensys Wonderware Archestra platform Instrument Interface Best Practice Replication Site A Site B Best Practice Replication Site N x x Arla standard software application. Application owner and responsible for consulting and implemention. Standard software platform. Product owner and responsible for consulting and implemention. x Non standards. Only Product Owner In future development according to a product roadmap.. x Arla standardisation in progress. Only Product Owner In future development according to a product roadmap.. 8

9 Best Practice Replication - ONE Automation Solution (Arla s global PLC modular solution) Strategic ambition Ensure optimal utilisation of Production IT in Supply Chain 1 CAPEX project Services 2 24x7 Solution 3 Improvement Services Care Master Plans OPEX/LEAN support CAPEX project IT-Surveys support SPC/APC ProductionIT Proactive Solution LRM maintenance projectmanagers Energy 24x7 Application pool Management Support SharedServices 4 ONE Production Solution 5 ONE Automation Solution Our Character (LEAD, SENSE, CREATE) ONE Delivery model 6 ONE Funding Model 7 PLC Proces interface Machine Interface (PackML) Printer interface Scanner interface Weight interface Instrument interface HMI SCADA PLC Process interface PLC PLC PLC Process Area WW Intouch Siemens, Rockwell Packaging, Filling & Warehouse Area HMI SCADA Line Master PLC Machine interface (PackML) WW Intouch Siemens, Rockwell Best Pra actice Replication Best Pract tice Replication I/O I/O I/O PLC Standard Machine PLC Standard Machine PLC Standard Machine Site A Site B Site N x x Arla standard software application. Application owner and responsible for consulting and implemention. Standard software platform. Product owner and responsible for consulting and implemention. x Non standards. Only Product Owner In future development according to a product roadmap.. 9

10 Executing the Strategy: Governance High Level EMG Mandates FIB SCB 1 Arla IT-strategy PIT St.grp. Arla Supply Chain CAPEX process Arla Group level PIT-strategy BG Buss.Plan IT Strategy execution BGs IT Road map BG CAPEX BG level Strategy Process Site Buss. + IT master plans Site Buss. + IT master plans Site IT master plans Site level GBSIT/MSA 1 Site Plans Vendor mgmt. Procurement BG CAPEX support Suppliers Exploration Initiation One Investment project on site Contract Analysis Selection Design Accept Process: CAPEX support + Solution-QA / HOTO-> 24x7 29 April Handover Preanalysis Implementation Evaluation Closure

11 Our key suppliers work closely with Arla to support the 2017 growth ambition TOP Line BOTTOM Line Product development Total-Cost-of-Ownership Design-to-Value Operational Excellence

12 Arla s Global Procurement Organisation Global Procurement Steen Hedegaard Madsen Vice President Business Development Mette Windfeldt Business Development Manager Drives the development of Global Procurement. Programme responsible for TCO and NWC in Procurement Product Related Operation Services Business Services UK Procurement GN Procurement Procurement Services Jan Glerup Senior Director Casper Bundgaard-Laursen Senior Director Henrik Drud Senior Director Jonathan Adlington Senior Director Markus Leuschen Director Elizabeth Bollerup Senior Manager 8 employees Global category ownership of products in direct contact with our end products, i.e. packaging materials and ingredients. 10 employees Global category ownership of products and services, which are used in the supply chain, but not in direct contact with end products: MRO, CAPEX and Logistics. 11 employees Global category ownership of products and services, which are primarily used in the administration, including leasing and utilities 8 employees Cooperates closely with the global Category Managers and Buyers and is responsible for purchases to the business in UK. 9 employees Cooperates closely with the global Category Managers and Buyers and is responsible for purchases to the business in Germany and Netherlands. 14 employees Procurement back-office and responsible for purchasing tools, master data, purchasing projects, spend analyses etc. 29 April 2014 Global Procurement 12

13 Global Procurement has app. 80% of Arla s total spend + CAPEX spend 2,3 BDKK 29 April 2014 Global Procurement 13

14 Purchasing price Purpose of Arla Global Procurement: Supplier management We deliver value globally to the business to increase Arla Foods competitive position Demand management Process management

15 Global Procurement delivers value through understanding our stakeholders and Purchasing price Supplier management e.g. Negotiate competitively; Outsmart suppliers; Consolidate spend; Know the supply base Demand management e.g. Rationalise demand; Optimise specifications... Process management e.g. Reduce maverick spend; Track savings capture; Manage payables... Cost reductions and savings through negotiation of prices based on a Total- Cost-of-Ownership (TCO) approach in the sourcing process Cost avoidance Supplier selection Collaborative innovation with suppliers 1) Minimizing risk through contracts and terms with preferred suppliers, ensuring IP rights, liability, Supplier Code of Conduct (COCS) etc. Adapting to the latest procurement practices Exploring new sourcing areas Optimisation of quality and specifications Ensuring CSR / environmental issues (Closer to Nature) Participation in key projects from the start 1) Benefit from cross-business unit experience Supporting Arla Foods growth Best value for money always based on product/service specified by users Optimisation of the supply chain Optimisation of the source-to-pay process v1.2 15

16 Demand to the standards

17 Arla Tool box for CAPEX project CAPEX Contract App. 1 General Terms App. 2 a Performance (incl. IT Template) App. 2 b Project Schedule App. 2 c Interface App. 10 IT standards

18 The Purchasing Policy is one tool in obtaining best value for Arla Foods and supporting Arla Foods overall strategy

19 How we work: Arlamaximizes value creation through a dual procurement strategy - The procurement diamond

20 Key questions in Capex projects

21 As is and To be Cost reduction IT part for data collection and SAP integration PLC, PC, Server and electrical fittings part of delivery Unit delivery 100% Breakdown of CAPEX System Integrator As is Breakdown of CAPEX investments with a unit supplier Effect by use of ONE solution and standardised processes

22 Procurement, supplier and IT standards PackML will be the first standard to meet the Procurement demand to a standard. - Apart of the Arla CAPEX contract - Supported be Arla Production IT - Complete roll-out (supplier and Arla business) - Close monitoring follow up plan. - Clear demand to the supplier (Total Cost Focus)

23 What can Arla Foods offer a corporate supplier? Long-term relationship Continuing and growing business Close cooperation and relations Joint improvement Program / Continuos improvement Collaborative innovation Profit 29 April 2014 Global Procurement 23