Leipzig. 23 May Michiel Steeman, Nyenrode Business University. Twan van Lankveld, Dinalog

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1 Leipzig 23 May 2013 Michiel Steeman, Nyenrode Business University Twan van Lankveld, Dinalog 1

2 2

3 SCF STRATEGY

4 SCF STRATEGY

5 SCF STRATEGY

6 SCF STRATEGY

7 SCF STRATEGY

8 SCF STRATEGY

9 SCF STRATEGY

10 SCF STRATEGY

11 SCF STRATEGY

12 Definition of Supply Chain Finance Financial arrangements in the form of debt, equity or financial contracts used in collaboration by at least two supply chain partners and facilitated by the focal company with the aim to improve the overall financial performance and mitigate the overall risks of the supply chain. SCF STRATEGY

13 Resellers Customer Trade Customer Internal Sales Office Return Center DC Factory Field Service Center Raw Material Finished Goods Spare Parts OEM Sales Supplier Merge Center Repair Vendor Return Transfer Repair

14

15 Increased Sourcing from Low Cost Countries

16 Nature of trade changing to Open Account

17 The role of the Supply Chain Orchestrator

18 CLOSING

19 To further strengthen your Supply Chain, you need to have a Supply Chain Finance Strategy Quality Price Time Supply Chain Strategy Supply Chain Finance Strategy Variety Resources Stability Competencies Finance Growth Competitive Strategy Processes Loyalty Stability: suppliers survive Growth: suppliers can grow Loyalty: tying suppliers SCF STRATEGY

20 Leveraging purchasing power and credit quality of the committed buyer is key for SCF Bank Raw goods supplier Financing Financing Commitment Financing Financing Buyers Distributers Consumers Cash Cash Cash Cash Raw material Supplier Finished goods Finished goods inventories SCF STRATEGY

21 Top 50 European Corporates, More than 500 bln euro credit to customers SCF STRATEGY

22 Managing debtor risk (buyers)

23 Supplier Financing

24 Example Supplier Financing

25 SCF and purchasing strategy Kraljic s supply matrix focuses on the categories of components There are two dimensions to make the purchasing strategy: supply risk and profit impact Assessing your suppliers with Kraljic s supply matrix Kraljic s supply matrix SCF STRATEGY

26 CLOSING

27 CLOSING

28 CLOSING

29 Interdisciplinary Accounting and Finance SCF Procurement and Sourcing Supply Chain Management 29

30 Alignment between the physical and financial supply chain Financial Flow Cash Lending Hedging Finance / Treasury Creditors Raw Material Purchasing Sales Debtors Finished Goods Operations / SC Physical Flow Semi Products 30

31 Multiple Tiers in the Supply Chain

32 Future Development of SCF Traditional Model Lending Facility Based Financing Supplier Working Capital Inventory Financing Packing Loans Bills of exchange facilities Promissory note facility Factoring/Invoice discounting Pre-Shipment Phase Post-Shipment Phase P.O. or L/C Issue Order Acknowledgement Doc Production Prep Ship In Transit/ Customs Cleared Order Received/ Verified by buyer Invoice Negotiation Approval Payment Partial advance on purchase order/ Letter of credit Payments at pre-arranged points (e.g. Goods inspection) Inventory in-transit financing Event-based advances Payment against delivery docs Vendor managed inventory pulls Buyer risk-based invoice finance Transactional Data Triggered Financing

33 Research Framework Supply Chain Finance and.: - Stability - Growth - Loyalty - Sustainability (potential) implementation of SCF: - China - India - Brazil - Kenya - Etc. Fundamental Research Empirical Research Policy Framework for Corporates Business Model(s) for SCF Solutions

34 Business Simulation Learning by doing Strategic and tactical challenges Collaborative Assignment Individual & Team Development Multiple levels of difficulty Physical Supply Chain Financial Supply Chain 34 34

35 35

36 Leipzig 23 May 2013 Michiel Steeman, Nyenrode Business University Twan van Lankveld, Dinalog 1

37 Dinalog Ambition & Goals: From Dutch Distribution to Dutch Logistic Control

38 The Netherlands = Logistics Geographical position Excellent Mainports Excellent Hinterland Connections Logistic Service Providers Legislative framework & customs High level of knowledge Logistics/ transport related GDP in 2012: 55 billion euros (plm 10 % of GDP); 800,000 jobs in this sector! (12% of the Dutch workforce)

39 Worldbank Logistics Performance Index Sense of urgency! We are doing well, but Competition is progressing 4

40 GOAL: European Market Leader in Logistic Control In 2020 the Netherlands has a position as European Market Leader controlling transnational flows of goods. The annual contribution of the Control Part of the Logistics and Supply Chain Sector to the gross national product will triple from 3 billion in 2007 (which is part of a total of 42 billion) to over 10 billion in By boosting development and innovation and wide implementation the whole Dutch sector will profit. 9% per jaar 3,4 mld 6,8 mld 10,4 mld

41 The Netherlands: European Market Leader in Logistic Control

42 Warning. Innovation = Coming up with new ideas No change, no progress and bringing new ideas to life

43 8

44 One National Innovation Program Logistics: 6 Innovation roadmaps 1. Neutral Logistics Information Platform (KLM Cargo, Cargonaut, Portbase, Swissport, HBR, HBA) 2. Customs (national and local governments, customs organisations) 3. Synchromodality (ING, Sony, ECT, Versteijnen, MCT Terminal Moerdijk, APM) 4. Cross Chain Control Centers (4C) (Kuehne Nagel, Unilever, TNT, Ortec, Ahold, Flora Holland) 5. Service Logistics (Océ, IBM, Thales, VanderLande, KLM, ASML, Fokker Services) 6. Supply Chain Finance (Control Pay, ING, Rabobank, Philips, ASML, Neways, DSV)

45 Supply Chain Finance Ambitions & status: Initiate & develop innovation projects Awareness project completed Dec Demo project started in January 2013 R&D project to be started shortly Expanding the Supply Chain Finance Community in the Netherlands Building an International Supply Chain Finance community COST-application Horizon 2020 DINALOG ECO SYSTEM 10

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