2012 MM China Logistic optimization

Transcription

1 2012 MM China Logistic optimization Wenty Zhou Purchasing Director Magneti Marelli China & Far East 20 Novembre, 2010

2 OUTLINE Self introduction About Magneti Marelli Status before integration Result and experience sharing Suggestion & expectation 2

3 Self introduction Education background Engineering Master Degree in HARBIN INSTITUTE of TECHNOLOGY EMBA,CHINA-EUROPEAN INTERNATIONAL BUSINESS SCHOOL Working experience SAIC group Tenneco Automotive China Fiat China (Magneti Marelli China) 18 years experience in auto industry through different functions as manufacturing, project management, purchasing, quality, technical, sales. 3

4 Company overview Magneti Marelli is an international company committed to the design and production of hi-tech systems and components for the automotive sector. AUTOMOTIVE LIGHTING POWERTRAIN ELECTRONIC SYSTEMS (Instrument clusters, Infotainment & Telematics, Lighting & Body Electronics) SUSPENSION SYSTEMS (Suspension Systems, Shock Absorbers, Dynamic Systems) EXHAUST SYSTEMS PLASTIC COMPONENTS AND MODULES AFTERMARKET PARTS & SERVICES MOTORSPORT

5 Magneti Marelli Worldwide Presence Production plant R&D Center Application Center Sales 2012 R&D Centers R&D (of sales) Employees worldwide 5.8 billion Production units % Application Centers Investments (of sales) % ~ 36,900

6 Magneti Marelli China Presence China presence POWERTRAIN 动 力 传 动 EXHAUST SYSTEMS 排 气 系 统 ELECTRONIC SYSTEMS 电 子 系 统 Changchun 长 春 Start in China since1996; 2012 sales: 2.5 Billion RMB Vs 5.8 Billion ; 10 production sites now, still expansion; Head account: Approx. 2,500 Vs 36,900 group; POWERTRAIN 动 力 传 动 AUTOMOTIVE LIGHTING 汽 车 照 明 HeFei 合 肥 ShangHai 上 海 POWERTRAIN 动 力 传 动 AUTOMOTIVE LIGHTING 汽 车 照 明 EXHAUST SYSTEMS 排 气 系 统 SMMP Joint Venture AMT Comp. EXHAUST SYSTEMS 排 气 系 统 Changsha 长 沙 WuHu 芜 湖 广 州 GuangZhou 佛 山 Foshan AUTOMOTIVE LIGHTING 汽 车 照 明 杭 州 HangZhou ELECTRONIC SYSTEMS 电 子 系 统 Shock Absorber 减 震 系 统 Production plant R&D Center Application Center 6

7 MM China logistic overview Consolidate WOFE first: PWTSH/PWTWH/ALWH/ELSGZ 21 suppliers(inland&forwarding) deliver to 22 main destination city spend 41M RMB, 2012 spend around 44M RMB. SITE 2011 Inland Spend 2011 External WH & Others 2011 Overseas spend 2012 Inland spend 2012 Overseas spend 2012 subtatal ALWH 4,600,000 1,700,000 12,000,000 9,000,000 14,200,000 23,000,000 ELSGZ 6,800,000 9,200,000 6,300,000 8,200,000 15,000,000 PWTWH 2,000, ,000 1,700,000 2,700,000 1,200,000 3,900,000 PWTSH 500,000 2,000, ,000 1,500,000 1,800,000 Subtotal 14,000,000 1,900,000 25,000,000 18,000,000 25,000,000 44,000,000 7

8 Delivery diagram 22 main destination Chongqing Shanghai Wuhu Wuhan Changsha Guangzhou Changchun Qingdao Destination ELSGZ ALWH PWTWH PWTSH ALFS EXHCS Changchun ChangSha Chongqing Foshan Guangzhou Haerbin Haikou Hefei Huizhou Liuzhou Nanjing Qingdao Shanghai Shenzhen Tianjin Wuhan Wuhu Xiangfan Yantai Yizheng Zhengzhou Zhuzhou Total

9 2012 Key route for each site (Inland) MMGZ SHANGHAI 15.04% QINGDAO 29.81% CHANGCHUN 37.69% ALWH WUHAN 7.71% WUHAN 18.3% CHANGSHA 35.48% CHANGCHUN 45.29% PWTWH CHANGCHUN 20.24% XIANGFAN 32.16% GUANGZHOU 38.29% PWTSH SHANGHAI 9.21% CHANGCHUN 29.98% WUHU 63.79% 9

10 2012 Key route for each site (Import&Export) MMGZ TORINO Sea 11.2% TORINO Air 67.55% ALWH PWTWH VICENZA Air 6.97% HAMBURG Sea 9.77% SPAIN Air 28% BUSAN Sea 11.63% PARIS Air 18.61% ITALY Air 72% COLOGNE Air 94.4% PWTSH 10

11 2012 Top 5 route for MM China whole(inland) ALWH: Wuhu-Changchun 5.0M/year 500 trucks/year( 10 Ton+) ALWH: Wuhu-Changsha 3.9M/year 600 trucks/year ( 10 Ton+) ALWH: Wuhu-Wuhan 2.0M/year 650 trucks/year ( 10 Ton+) ELSGZ: Guangzhou-Changchun 1.5M/year pallet /year ELSGZ: Guangzhou-Qingdao 1.2M/year pallet /year 7% 9% 11% Route Cost (RMB) 22% 28% WH-Changchun WH-Changsha WH-Wuhan GZ-Changchun GZ-Qingdao 11

12 2012 Top 10 route for MM China (Import&Export) ELSGZ: Torino-Guangzhou Air 5.1M/year PWTWH: ITALY-Wuhu Air 2.9M/year ALWH: Paris-Shanghai Air 1.7M/year PWTWH: Spain-Wuhu Air 1.1M/year PWTSH: Cologne-Shanghai Air 1.1M/year ALWH: Wuhu-Busan Sea 1.1M/year ALWH: Hamburg-Shanghai Sea 0.9M/year ELSGZ: Torino-Guangzhou Sea 0.9M/year ALWH: Shanghai-Yokohama Sea 0.8M/year ALWH: Hamburg-Shanghai Sea 0.7M/year Route Cost (RMB) 5% 6% 6% 27% 9% Torino-Guangzhou Italy-Shanghai Paris-Shanghai Spain-Shanghai Cologne-Shanghai Shanghai-Busan Hamburg-Shanghai Torino-Guangzhou Shanghai-Yokohama Hamburg-Shanghai 12

13 Current operation mode Each plant has its own supplier(total 21); Logistic supplier sourcing is under plant purchasing; Local (geography around plant) service provider could only cover region, service level is different; Frequency of transportation method change (truck to air) is high due to car maker s forecast fluctuation; Warehouse space is not enough comparing with business expansion; MM Site Warehouse No. Warehouse (m²) Warehouse No. Warehouse (m²) Internal Internal Outside Outside Further demand PWTSH PWTWH elevated storage ALWH ELSGZ Total

14 Target to optimize logistic model Business consolidation; Improve efficiency; Cost reduction; Risk management; 14

15 Timing Feb to Mar Apr to May Jun to Aug Sep to Oct Project start up Information collection & evaluation Clarify deviation Potential supplier meeting RFQ to shortlist Supplier quotation & clarification Proposal comparison Summary & Report Joint meeting for SOP Agreement negotiation Trial run 15

16 Result 1. Total logistic cost reduced X% annually; After combination of different B/L demand, stowage rate increased comparing with single product delivery; Example: Engine control Vs lighting. (Weight & bulk parts together); By comparison of supplier bidding, route allocation would be easy after finding the strength of suppliers; 2. Supplier base reduced from 21 to 5; In a total map of bidding package, easy to balance the tiny route requirement; 3. Unified agreement clause and payment term; In group level negotiation, strategic partner would understand better of each other s demand and compromise; 4. Easy to react in urgent case from headquarter; Single contact window, deeply understanding of customer planning make it easy to adjust to auto industry s fluctuation; 5. Better integration between purchasing and logistic dept; Model design from whole supply chain view, makes different dept consider more of each other; 16

17 Suggestion & expectation Monitor and improve logistic optimization level would be a long term action; More communication is encouraged from supplier to customer; The more you know, the better proposal you made. The final winner would not be only to focus on price down, but the suitable solution. By joint workshop, supplier and customer could understand of each other s demand deeply. Better solution would be found in brain storm; Supplier need to provide more consulting service to customer, especially the proven mature model in different region, industry, and so on. 17

18 The End THANK YOU! Especially to Agility, Anji-Ceva, DHL, DSV,Geodis,UTi. For participation and professional suggestion. 18