Logistics Association Norway/Østfold

Transcription

1 Logistics Association Norway/Østfold Sarpsborg, 06 May 2009 Rik Naulaerts Managing Director Norske Skog Logistics

2 HISTORY

3 Norske Skog History Founded by 19 Norwegian forest owners associations Expansion in Norway Pulp, paper, building materials

4 Norske Skog History rd largest newsprint producer in Europe Norwegian operations only 2nd largest newsprint & 3rd largest magazine paper producer globally Globally diversified production in 15 countries on 5 continents Producer of a wide variety of forest products publication papers 48 % of sales 1.3 million tonnes of publication paper capacity Market capitalisation NOK 3.1 billion Higly focused on publication papers 7.8 million tonnes of publication paper capacity Market capitalisation NOK 16.5 billion

5 Norske Skog Operations 5 REGIONS EUROPE AUSTRALASIA NORTH AMERICA SOUTH AMERICA ASIA

6 Operations Europe Norske Skog Skogn Norske Skog Europe Headquarters, Oslo Norske Skog Follum Norske Skog Saugbrugs Norske Skog Union* Norske Skog Walsum Norske Skog Parenco Norske Skog Steti** Norske Skog Golbey Norske Skog Bruck *Closed in 2006 **Closed in 2008

7 Start Norske Skog Logistics Suppliers Day : 09 March 1999

8 The Organizational Challenge Pre 1998: logistics in Norske Skog Tasks of mill- logistics are spread over various areas of responsibility and hierarchy within most of the mills Giving single, isolated advantages but no overall optimization with maximum of contribution

9 QUESTION? CORE SELLING PAPER PRODUCING PAPER KEY SUPPLY LOGISTICS IT 9

10 SUPPLIER DAYS PROGRAM : TUESDAY 09 March 1999: Presentation by Norske Skog Logistics WEDNESDAY 10 March 1999 THURSDAY 11 March 1999: Supplier presentations

11 Mission To achieve overall cost reduction and service improvement Following guidelines from NSS and NSSu regarding markets, customers, policies and strategies Address strategic and operational issues through the value chain Become a logistics center of excellence for Norske Skog Create a logistics competence center Norske Skog Logistics shall contribute to develop Supply Chain Management in Norske Skog

12 Accountability Become the logistics service center of Norske Skog Make guidelines for all execution of logistics activities Transport market research Develop existing transport and logistics activities Establishing new ways of performing logistics To negotiate transport & warehousing agreements Measure performance up- and downstream in the value chain through KPI s Cross functional improvement projects towards external customers

13 Accountability - continued Develop strategic alliances with core logistics service providers Identify logistics synergies within and outside Norske Skog Evaluate and optimize transport within Norske Skog Decide the level of delegation for booking transport Reporting on overall KPI s Establish and develop a cargo loss prevention system Handle and follow up environmental issues related to logistics

14 The Organizational Challenge How to reach benefit targets? Re-negotiate with Logistics suppliers Economies of scale Reduction of no. of service suppliers Process standardization

15 First step: Cost control Remove all transport suppliers invoices from sales offices NSL to post all transport costs into the books of the mills (1st phase) NSL to handle all logistics cost and perform self billing for all mills (2nd phase)

16 Cost Control & KPI Reporting (Pre 1999) Transport Vendor Sales Office Mil l Approx 13 man years In general poor controls. US domestic not controlled by NSE Poor validation Non core activity Little analysis Timing difference No details Incorrect accruals No extra costs Poor budgets KPI?

17 Cost Control & KPI Reporting NSL Vendor NSL Mil l Approx 4.5 man years Excellent controls US domestic controlled by NSE Full validation Timely postings & accruals KPI Reporting & diagnosis Full analysis of extra costs Accurate budgeting

18 Benefits Accurate record of where & why costs are being incurred. Opportunity to carefully monitor contract performance by vendors. Additionally the review of extra costs will allow the opportunity to consider the value of certain transport routes and give a balanced view of delivery times. The sales organisation can review with customers the additional costs that are incurred due to customer specific requests. The information gathered will give concrete explanations for deviations on the KPI s. For example currency fluctuations, market mix, poor utilisation of vehicles etc.

19 LEAD LOGISTICS PROVIDERS or NICHE PLAYERS / MAIN CARRIERS - per Mill? - per Country? - per Transport mode?

20 Container traffic: before 2000 Container line 1 MILL 1 Container line 2 Container line 3 Container line 4 Container line 5 MILL 2 Container line 6 Container line 7 Container line 8 Container line 9 MILL 3 Container line 10 Container line 11 Container line 12 Container line 13 MILL 4 Container line 14 Container line 15 Container line 16 Container line 17 MILL 5 Container line 18 Container line 19 Container line 20 Container line 21 MILL 6 Container line 22 Container line 23 Container line 24 Container line 25

21 Container traffic: after 2000 NSL Container line 1 MILL 1 Container line 2 Container line 3 MILL 2 Container line 4 Container line 5 LLP MILL 3 Container line 6 Container line 7 MILL 4 Container line 8 Container line 9 MILL 5 Container line 10 Container line 11 MILL 6 Container line 12

22 Continental Mills: past set-up Sales Office 1 Transporter 1 Sales Office 2 Transporter 2 Sales Office 3 Transporter 3 Sales Office 4 Transporter 4 Sales Office 5 Transporter 5 Sales Office 6 Transporter 6 Sales Office 7 Mill Road Transport Team Transporter 7 Sales Office 8 Transporter 8 Sales Office 9 Transporter 9 Sales Office 10 Transporter 10 Sales Office 11 Transporter 11 Sales Office 12 Transporter 12 Sales Office 13 Sales Office 14 Transporter. Transporter. Sales Office 15 Transporter 59 Sales Office 16 Transporter 60

23 LLP Continental Mills Sales Office 1 Transporter 1 Sales Office 2 Transporter 2 Sales Office 3 NSL - BSCE Transporter 3 Sales Office 4 Transporter 4 Sales Office 5 Transporter 5 Sales Office 6 Transporter 6 Sales Office 7 Mill Logistics Lead Logistics Provider Transporter 7 Sales Office 8 Transporter 8 Sales Office 9 Transporter 9 Sales Office 10 Transporter 10 Sales Office 11 Transporter 11 Sales Office 12 Transporter 12 Sales Office 13 Sales Office 14 Transporter. Transporter. Sales Office 15 Transporter 59 Sales Office 16 Transporter 60

24 Basis is an excellent cooperation REDUCTION OF COSTS INCREASE OF CUSTOMER SERVICE INCREASE OF NET-LOAD NORSKE SKOG LOGISTICS Logistics demands of clients Logistics demands of mills Optimum freight systems (cost, service, reliability) Create framework for flexible shipping disposition Central controlling Feedback to units BUSINESS AREA Sales concept Policy IT System MILL - CUSTOMER SERVICE CENTER Daily disposition and call off of transport means Optimization of net-loads Assure transport device rotation Avoid waiting times of transport units Minimize transport damages through optimal unit protection Feedback to NSL

25 DFDS Lys Line Network NS cargo flow Skogn: North Sea Scotland/Ireland Clydeport

26 DFDS Lys Line Network NS cargo flows Oslofjord North Sea Clydeport

27 DFDS Lys Line Network NS cargo flow Oslofjord: Spain Ireland Clydeport

28 The organizational Challenge One-hand coordination gives : Reliable, quick and efficient delivery to customers Reduction of administrative cost Optimization of finished goods on hand Optimization of mill internal transport Reduction of transport costs Definition of optimal production lots

29 Norske Skog Logistics 2008 Central logistics in a decentral model

30 Value Drivers From Central Logistics (NSL) perspective, a set of key success factors are in place to enable optimal execution: 5 Responsiveness 4 Standardization 1 Economy of Skill Central Logistics Benefits 3 Flexibility 2 Economy of Scale 1. Logistics Professionals each with a unique skill set and who are organized in a matrix organization, which allows to leverage expertise across the organization to deliver more value; 2. Consolidating procurement of logistics services eliminates duplication to lower cost of service and increases leverage of full spend; 3. Increased ability to react to changing demand; 4. Standard sourcing practices and procedures enhance savings identification and delivery; 5. Central Logistics works closely with BU management to proactively qualify, manage and service demand. Value Drivers for Central Logistics

31 Processes Framework Managerial Processes Manage Mission, Vision & Operating Model Manage Policies, Procedures & Systems Manage Performance Objectives Manage Communication & Knowledge Manage People and Competencies Strategic Sourcing Processes Participate in Strategic Decision Making Maintain Strategic Sourcing Methodology Develop Sourcing Strategies Define Standards & Norms Manage LT Supplier Relations Manage Customer Relations Tactical Procurement Processes Manage Master Data Manage Inventories Assess and Qualify Suppliers Negotiate Contract Manage Supplier Performance Operational Purchasing Processes Specify Requirements Select existing Supplier/Contract Place & Follow -up Order Services Receipt & Claims Mgmt Verify, Prepare and Pay Invoice Corporate BU s NSL BSCE

32 Logistics Process Model Norske Skog NSL is the end responsible for central logistics, with a clear governance structure that enhances collaboration with the BU s. Managerial Processes Manage Mission, Vision & Operating Model Manage Policies, Procedures & Systems Manage Manage Performance Objectives Manage Communication & Knowledge Manage People and Competencies Strategic Sourcing Processes Participate in Strategic Decision Making Maintain Strategic Sourcing Methodology Develop Sourcing Strategies Define Standards & Norms Manage LT Supplier Relations Manage Customer Relations Tactical Procurement Processes Manage Master Data Manage Inventories Assess and Qualify Suppliers Negotiate Contract Manage Supplier Performance Operational Purchasing Processes Specify Requirements Select existing Supplier/Contract Place & Follow -up Order Services Receipt & Claims Mgmt Verify, Prepare and Pay Invoice Corporate BU s NSL BSCE

33 Norske Skog Logistics Challenges

34 The market situation Outlook in 2000

35 Norske Skog Publication paper vs. web BRIGHT FUTURE Fewer but fatter papers 16,5 16,4 16,3 16,2 16, Advertising in newspapers continues to grow 2,2 2,0 1,8 1,6 1,4 1,2 Billion AU dollars Millions (LH Scale) Aver. Pg per week (RH Scale) Source: Audit Bureau of Circulation (ABC) + BDA Newspaper Content Monitor Source: Commercial Economic Advisory Service of Australia

36 Norske Skog Publication paper vs. web BRIGHT FUTURE Internet has no impact on newspapers Online reading still strongly linked to the paper version Newspaper (LH Scale) Source: Roy Morgan Research Single Source Internet (RH Scale) Read newspapers/magazines online Read newspapers/magazines only onlin

37 The market situation Outlook in April 2009

38 European graphic paper demand will come down in 2009 maybe more than in any other year in history Stora Enso is planning to reorganise its operations with the aim of reducing annual costs by EUR 250 million, majority of the reduction to be achieved during 2009 and the remainder by the end of Up to employees will be affected, mainly as a result of the leaner management structures. The final outcome will depend on the result of the codetermination procedure. SAN FRANCISCO, April 15, 2009 (RISI) - Preliminary statistics show US total printing/writing paper shipments in March were down 22.3% from a year ago and through the first three months of the year were 24.7% lower at million tons.

39 MONTREAL, April 16 /PRNewswire-FirstCall/ - AbitibiBowater Inc. ("AbitibiBowater" or the "Company") today announced that it and certain of its U.S. and Canadian subsidiaries have filed voluntary petitions in the United States under Chapter 11 of the United States Bankruptcy Code ("Chapter 11"). MIAMISBURG, Ohio, April 1, 2009 (press release) NewPage Corporation today announced that it plans to take approximately 150,000 tons of market-related downtime on its paper machines at various mill locations during the second quarter of St Ives profits tumble as economy bites Paperlinx to offer staff reduced hours as part of cost-cutting move Stora Enso to shift production according to costs 10 Major Newspapers That Will Either Fold or Go Digital

40 NOTE: Two Scales 9,500 9,300 9,100 Standard Newsprint Deliveries ('000 tonnes) Western Europe Easter Europe Forecast 2,000 1,900 8,900 8,700 1,800 8,500 1,700 8,300 8,100 1,600 7,900 7,700 1,500 7, ,400

41 Norske Skog Logistics challenges

42 West Coast Skogn 250 Tons Continent/Overseas Scotland/Ireland Truck/Rail

43 East Coast Oslofjord Tons 1, Continent Truck/Rail/Container

44 Challenges Matching the logistics solutions to customer demands Keeping flexibility Keeping cost efficiency Delivering optimal service Whilst: The market is continuous changing Fuel can escalate quickly Road taxes are introduced left and right Environmental pressure..

45 THANK YOU FOR LISTENING Rik Naulaerts Managing Director Norske Skog Logistics NV Roderveldlaan Berchem Belgium Tel: Mob: [email protected]