Benchmarking. Concepts and Highlights. Benchmarking

Transcription

1 Concepts and Highlights 1

2 Topics Concepts Basic Concept Goals Value Highlight Profits Consulting Secrecy / Code of Conduct Organization Logistic - Outbound 2

3 Concepts 3

4 Basic Concept is is the the continuous process of of measuring products, services, and and practices against the the toughest competitors or or those companies recognized as as industry leaders. David David T. T. Kearns, Kearns, former former CEO CEO of of Xerox, Xerox, 4

5 Value 5

6 Value 6

7 Value 7

8 Groups in Brazil There are several Groups in many corporative segments, covering 35 Brazilian Top Companies. IT Information Technology ACESITA Controlling Finance Logistics - Outbound Supply Human Resources Industrial Automation Port Operations All Processes conducted by ACINDAR (AR) AÇOS VILLARES ALCOA ALL - AMÉRICA LATINA LOGÍSTICA ANDRADE GUTIERREZ ARACRUZ CELULOSE BANCO BONSUCESSO BANCO BMG BANCO SCHAIN BELGO CARBOCLORO CENIBRA COSIPA CSN CST CVRD FCA FERROVIA CENTRO ATLÂNTICA FERROBAN GERDAU HOLCIM INTERNATIONAL PAPERS KLABIN LÍDER AVIAÇÃO MBR MRS LOGÍSTICA NOVELIS SAMARCO SUZANO BAHIA SUL TELEMAR TRANSPORTADORA AMERICANA USIMINAS V&M DO BRASIL VEGA DO SUL VERACEL VILLARES METALS VOTORANTIM METAIS 8

9 Goals The Process main objective includes research, joint and analysis that are going to provide a wide comparison between administration practices and technologies used. Collect, join, analyze and compare : Process Practices Management Trends Key Performance Indicators and Ratings Management Tools used Information Technologies used Organization Structures, Staff, Outsourcing Practices Lead specifics Surveys of the group interest Show the Best Practices between companies Make a permanent management process 9

10 - Profits Direct Profits: LEARNING TOGETHER CREATE NETWORKING FIND NEW IDEAS GET COMPETITIVE REFERENCE AND POSITIONING Mandatory Pre-requirement to PNQ - Prêmio Nacional da Qualidade (National Quality Award) and to Corporative Governance. Give Management total transparency. Reduce risks when adopting new trends in management and technology. Support Planning, Budget and Investment Approval. 10

11 Secrecy / Code of Conduct It is officially signed a Secrecy Term by the consulting company and adopted the Code of Conduct by APQC - American Productivity and Quality Center. 1. Principle of Legality 2. Principle of Exchange 3. Principle of Confidentiality 4. Principle of Use 5. Principle of Contact 6. Principle of Preparation Information is 100% open among (and only) the partners. All of them know everyone s practices. 7. Principle of Completion 8. Principle of Understanding and Action 9. Principle of Providing and Sharing Performance Indicator Data 11

12 Organization Phase 1 It is composed by 4 Steps. During this Phase all the companies' Processes, Practices, Key Performance Indicators and Ratings will be published. It usually takes non intensive, continuous 5 months. Phase 2 Once Phase 1 is concluded, the Process will go on with the monthly updating of the Key Performance Indicators and Ratings. During this Phase the group networking will be kept. Phase 1 Planning Collecting Production Publishing Phase 2 Collecting and Joint Publishing 12

13 Highlights 13

14 General Aspects Next, it will be shown one case of the Processes and results samples accomplished in the varied corporative areas developed. Some aspects are basically common apart from the researched area, such as: Company Profile Main Company Data Production Volume, Revenue, etc. Most used Management Tools Organization Charts Corporative and Area Head Count Own Staff and Outsourcing Team Formation Income Average Main Area Activities Main Area Key Performance Indicators and Ratings Area Costs Main Suppliers and Contracts Information System used Satisfaction Survey Main Trends and Practices in the Area 14

15 Highlights Logistics LOGISTICS BENCHMARKING GROUP 15

16 Logistics Partners 16

17 Logistics Relevant Facts Workshops Accomplished : CST Vitória / ES - Jan /05 BELGO Juiz de Fora / MG - Mar/05 GERDAU AÇOMINAS - Ouro Branco / MG - Jun /05 ABM São Paulo / SP Dec /05 VEGA DO SUL Joinvile / SC Aug /06 Subgroups: Sea - Set/05; Road Mai/06 Informations by Web ABM Site Dec/05 ( Ship-owners Valuation Aug/06 17

18 Logistics Highlights Work Organization Corporative Profile Company Overview Main Activity Main Products Production Capacity Operational Flowchart Organization Chart Up to Logistic level Corporative Head Count Revenues - R$ Millions Supported Markets Companies Gross Sales (R$ Millions) 2005 Net Sales (R$ Millions) 2005 ACESITA 3.765, ,63 AÇOS VILLARES 2.173, ,00 BELGO JUIZ DE FORA BELGO JOÃO MONLEVADE 7.655, ,00 BELGO VITÓRIA CST 6.057, ,00 COSIPA 6.853, ,00 GERDAU AÇOMINAS GERDAU LONGOS , ,60 USIMINAS 8.483, ,00 V&M 2.165, ,61 VEGA DO SUL 1.600, ,00 TOTAL , ,83 This is a sample of several presented results Net Sales represent 84 % of the sector Global Sales Brazilian PIB 2005 = R$ 1,937 Trillions Gross Sales of Logistics Partners represent 2,7 % of the Brazilian PIB IBS* 2005 = R$ millions *Brazilian Steel Institute * Gross Domestic Product Most used Management Tools Gross Sales Companies US$ Millions 2005 CSN 4.337,10 GERDAU AÇOMINAS 4.061,70 USIMINAS 3.916,40 COSIPA 2.905,70 CST - ARCELOR BRASIL 2.588,60 BELGO SIDERURGIA 2.503,10 ACESITA 1.629,50 GERDAU AÇOS LONGOS 1.301,10 CBA 1.202,00 ALCOA 1.163,90 7 of 10 biggest Brazilian Steel Producers, according to Ranking of EXAME - Melhores e Maiores

19 Highlights Logistics Work Organization Logistics Area Organization Structures 15 e < 30 33,3% Average Working Time (Years) 1 e < 5 8,3% Average = 12 Y and 6 M Organization Chart Logistics Area Activities by Function 5 e < 10 33,3% Human Resources Data Logistics Information Systems Samples Used Technologies 10 e < 15 25,0% Bar Code 100,0% RFID 50,0% Optical Scanning 50,0% Hand-helds 50,0% WMS 25,0% Others 16,7% Computer Conduct Vehicle 8,3% GPS 7,0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 19

20 Highlights Logistics Work Organization Logistics Profile Logistics Links Chart Performance per Modal Main Suppliers Distribution Centers Used Samples Ton Modal Performance (%) Rail 35,0% Sea 25,3% Road 39,7% 20

21 Highlights Logistics Work Organization Orders Profile Make to Stock 13,3% Logistics Processes & Practices Quantitative of Process Documents Support Models Orders Properties Clients Support - Time Measure Logistics Effort Make to Order 86,7% Logistics Mission Logistics Functions / Activities Performance Measurement / Bowersox Ratings Samples Customer Relationship Customer s Conjoint Planning Logistics Communication Survey Logistic Peformance Metrics Answers TOTAL % Not Established 0 0,00% < 1 Year 0 0,00% > 1 Year - < 5 Years 7 58,33% > 5 Years 5 41,67% Customers Satisfaction 21

22 Highlights Logistics Logistics Key Performance Indicators Monthly OTIF - On Time In Full Domestic Market Global Market Road and Rail Accomplishment of Dispatch Time Index Acceptance percentage of The Company's Shipping Plan by The Rail Company. Acceptance Percentage of Shipping Plan Accepted by The Rail Company. Total Time in The Company's Premises for Loading - Vehicles (Trucks) / Wagons Transit Time Accomplishment Index Dead Freight - Road Freight Costs Evolution Road Rail Sea Ship Arrived at Port in accordance with the Lay Days Average of Productivity of Loading Ship (slabs) Average of Productivity of Loading Ship (coils) Average Demurrage - Per Ship Ships with Demurrage (%) 22

23 Highlights Logistics Logistics Ratings Half Yearly Modal Mix Distribution % of No Freight Boardings by Ton Boarded : Domestic Market Global Market % of Utilization of Road Private Fleet (Private + Aggregation) Sea - % of Presence of Stevedores Sea - Waiting Time with Ships clearance by the authorities 23

24 Highlights Logistics Logistics Key Performance Indicators and Ratings Sample 12:00 Total Time in The Company's Premises for Loading - Vehicles (Trucks) 11:00 10:00 09:00 08:00 07:00 hours 06:00 05:00 04:00 03:00 02:00 01:00 00: Average BENCH JAN FEB MAR APR MAI JUN JUL AUG SEP OCT General 04:09 01:00 AÇOS VILLARES 02:27 02:30 02:32 02:25 02:35 02:18 02:27 02:26 02:22 02:36 02:21 BM-JF 05:15 05:36 05:41 06:52 05:36 04:54 03:57 04:25 05:15 04:58 06:12 BM-MLV 01:51 01:12 01:00 02:00 01:06 01:36 02:30 01:50 02:00 03:30 03:50 BM-VIX 05:46 05:48 06:24 05:27 04:31 06:15 04:58 05:04 06:32 07:03 06:45 COSIPA 05:29 04:45 04:08 04:49 06:22 05:35 05:20 06:27 05:31 06:27 05:01 CST 03:02 04:13 03:29 03:35 03:31 02:57 02:35 02:35 02:08 02:20 03:45 GERDAU Açominas 04:38 04:48 04:27 05:00 05:31 05:24 04:38 04:07 03:54 04:00 GERDAU DIVINOP. 01:38 01:31 01:36 01:38 01:29 01:31 02:04 01:38 01:43 USIMINAS 03:12 03:16 02:58 03:35 03:04 03:12 03:23 03:08 03:04 03:11 02:49 V&M 10:20 08:21 10:13 08:22 11:52 10:50 10:43 11:02 09:51 11:48 VEGA DO SUL 01:40 01:43 01:50 01:55 01:38 01:42 01:36 01:33 01:37 01:30 01:26 24

25 Highlights Logistics Logistics Key Performance Indicators and Ratings Ship Arrived at Port in accordance with the Lay Days JUN/2006 Sample Mês: JUN/2006 % 100% 11,11 9,09 90% 14,00 16,67 80% 11,11 18,18 41,67 70% 11,11 25,00 43,00 18,18 60% 22,22 50% 16,67 16,67 40% 5,56 14,00 8,33 8,33 30% 54,54 20% 38,89 14,00 33,33 33,33 10% 14,00 0% BELGO COSIPA CST GERDAU AÇOMINAS USIMINAS VEGA Out Laydays 11,11 14,00 16,67 41,67 11 to 15 Days 11,11 8 to 10 Days 11,11 43,00 9,09 25,00 5 to 7 Days 22,22 14,00 18,18 16,67 16,67 2 to 4 Days 5,56 14,00 18,18 8,33 8,33 1 Day 38,89 14,00 54,54 33,33 33,33 25

26 Highlights Logistics Logistics Key Performance Indicators and Ratings Sample Modal MIX JAN / JUN Mês JAN / JUN % 100% % 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Road-Rail-Sea 65,00 7,60 22,00 24,00 2,00 9,00 11,00 17,50 6,00 92,40 58,50 20,00 29,00 59,33 1,13 1,01 10,19 39,65 9,19 36,00 39,54 39,96 ACS AVL BM-JF BM-MLV BM-VIX COSIPA CST GERDAU A 79,21 7,21 13,58 67,50 4,70 27,80 34,20 0,43 4,71 1,63 59,06 GERDAU LONGOS 15,30 1,20 27,42 23,00 8,42 0,15 1,44 8,60 13,37 51,90 49,34 Rail-Sea 22,00 24,00 20,00 67,50 34,20 15,30 27,42 Road-Sea 2,00 9,00 59,33 1,01 0,43 1,20 8,42 Road-Rail 11,00 17,50 6,00 1,13 10,19 4,71 23,00 1,44 Seal 39,65 79,21 0,15 Rail 7,60 29,00 9,19 7,21 4,70 1,63 8,60 13,37 13,73 Road 65,00 92,40 58,50 36,00 39,54 39,96 13,58 27,80 59,06 51,90 49,34 86,27 13,73 86,27 USIMINAS V&M VEGA 26

27 Highlights Logistics Main Comparative Statistics Logistics Manager participation in Corporative Decision s (%) Logistics Area Costs vs. Revenues Team % per Function Publishing of around 160 Questions and Indicators Own Team vs. Outsourcing Publishing of around 80 Graphics Team Head Count vs. Corporative Head Count Team Average Working Time in Company Team Formation Levels (%) Delivery Times Team Salary Ranges Information Systems Used Ton moved per Modal Ton moved per Distribution Center Average Ton per Order Average Ton per Outbound Ticket Orders Profile 27

28 Highlights Logistics Published Graphics This is a sample of several presented graphics Average Ton per Outbound Ticket 450 Average USM ACS CSP V&M VDS AVL BVI BJM BJF GEA GLG 28

29 Highlights Logistics Published Graphics Sample Ton Moved per Modal 100% 90% 12,0% 0,3% 13,7% 13,3% 80% 70% 34,7% 41,3% 42,7% 45,3% 50,7% 40,3% 60% 49,9% 76,5% 78,8% 50% 100,0% 19,1% 40% 88,0% 86,0% 30% 20% 65,3% 58,7% 57,3% 54,7% 49,3% 40,6% 36,8% 6,5% 10% 23,5% 14,7% 0% BVI ACS VDS GLG BJF BJM AVL V&M CSP USM GEA CST Road Rail Sea 29

30 Consulting 30

31 The Consulting Company It is been in the market since It offers corporative consultancy to IT Planning, Management, Integration and Training. It also offers Business Process groups development. Brazilian leadership in consultancy in Business Process. Main IT corporative consultancy in Minas Gerais - Brazil. Headquarters in Belo Horizonte MG Brazil. International actions in Argentina and Portugal. Chosen as the IT most profitable Brazilian company by INFO Exame Magazine The 200 Tops (2000). 31

32 Main Clients A MADEIRA ACESITA ACINDAR AÇOS VILLARES ALCOA ALUMÍNIO ARACRUZ CELULOSE BARTOFIL BELGO SIDERURGIA BIOBRÁS BANCO BONSUCESSO CADAM CAEMI CARBOCLORO CENIBRA COPASA CORREIO BRAZILIENSE COPESUL COSIPA CSN CST ESCOLA 24 HORAS FERROBAN FITEDI FUNDAÇÃO DOM CABRAL GASMIG GERDAU LONGOS GERDAU AÇOMINAS GLOBAL VALUE SOLUÇÕES (FIAT/IBM) HOLCIM INDUSTRIAL CATAGUASES INTERNATIONAL PAPER KLABIN LÍDER AVIAÇÃO Grupo ORGUEL MBR MINCOM INTERNACIONAL MINER CONSULT MRS LOGÍSTICA MSL MINERAIS NOVELIS DO BRASIL PUC MINAS REFRIGERANTES DEL REY SALESIANAS SAMARCO SEBRAE MINAS SENAI MG SESI MG SUZANO BAHIA SUL TELEMAR UNIMED MG USIMINAS V&M DO BRASIL VEGA DO SUL VERACEL CELULOSE VILLARES METALS VOTORANTIM METAIS WWF BRASIL 32

33 Contacts Rua Raul Pompéia, 77 Cj. 301 São Pedro Belo Horizonte MG TELEFAX (31) CELULAR (31) camanho@camanho.com.br 33