Longevidade do Redesenho de Malhas Logísticas: Riscos e Oportunidades

Transcription

1 Longevidade do Redesenho de Malhas Logísticas: Riscos e Oportunidades Fábio Ishikawa, Supply Chain Manager, Sephora Alexandre Oliveira, Partner, Cebralog 23/set/2015

2 Fabio Augusto Ishikawa is a Supply Chain executive with 19 years of experience in Supply Chain operations, and an expert in retail for the luxury Market. Fabio is a bachelor in Civil Engineering at Escola Politécnica da Universidade de São Paulo and has a Specialization in Business Administration at Fundação Getúlio Vargas (SP). He began his career planning logistics operations for the financial market as Trainee at Brinks, and then at Ryder Logistics for the industry, coordinating Milk Run for General Motors (BRA & ARG) and warehousing operations for Unilever (GO), where he gained experience in transportation network and distribution centers operations. Since 2002, Fabio has been managing retail operations for luxury brands like Louis Vuitton, Lacoste and L'Occitane. At Sephora since 2011, he implemented all the logistics operation for the company, managing two distribution centers, transportation network, reverse logistics, inventory management, procurement, importation and regulatory affairs. Fabio is participating in a new project implementing the RFID technology at Sephora. br.linkedin.com/in/fabioishikawa

3 Sephora no Mundo fundada por Dominique Mandonnaud adquirida pelo grupo LVMH países, lojas no mundo Focada em diversidade de marcas, inovação de produtos e experiência de compra Sephora Shanghai

4 Sephora no Brasil Entrada no país com a compra da Sacks (e-commerce) Abertura da 1ª loja no Brasil lojas e 5 popup stores 2 Centros de Distribuição Retail Louveira SP E-Commerce Palmas TO 200 Marcas 30 Fornecedores Sephora Eldorado-SP

5 Alexandre Oliveira is a founding-partner at CEBRALOG, a supply chain consultancy and training company headquartered in Brazil since Alexandre has also been President of the Brazilian Institute of Supply Chain Professionals (I.B.S.) since He offers courses for MBA programs at Business School Sao Paulo and is a regular contributor to seminars, conferences and congresses. Alexandre began his career at Procter and Gamble, where he gained executive experience in manufacturing, quality assurance, and logistics in assignment in Brazil and in Europe, but for the past 15 years he has developed his career as consultant. Alexandre has worked as a senior consultant, trainer, and expert advisor for companies such as GE, 3M, Sony, Bayer, Pepsico, Pernod Ricard, Unilever, Avon, Adidas, John Deere, Eaton, Walmart, Motorola, and several others. Alexandre holds a Bachelor of Arts degree in Chemical Engineering and a Master in Finance degree from the State University of Campinas (Unicamp, Brazil) and a Master of Science (Honors) degree in Logistics and Supply Chain Management from Cranfield s University School of Management, United Kingdom. Since 2001, Alexandre has actively influenced logistics thinking in several supply chain organizations. He chaired the Logistics Committee at the American Chamber of Commerce (Amcham, Brazil, ), chaired the Supply Chain Committee at the British Chamber of Commerce (Britcham, Brazil, ), and he was Regional Vice-President of former Brazilian Logistics Association ( ). He has lectured in MBA courses since 2004 in top regional universities such as State University of Campinas (Unicamp) and State University of São Paulo (USP). Alexandre is the author of a series of books on supply chain management published by Pearson/Financial Times, New York, USA: (1) A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices, (2) A Customer Service Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value, (3) Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators, (4) Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments and (5) Supply Chain Management Strategy: Using Scm to Create Greater Corporate Efficiency and Profits. Alexandre has published in the International Journal of Physical Distribution and Logistics Management (JPDLM) and for the Supply Chain Practice (Cranfield School of Management). He also coordinates the Operations and Supply Chain Academic group at LinkedIn since 2009, which currently has more than 24,000 members

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7 O CEBRALOG É ESPECIALISTA EM NÓS F A Z E M O S LOGÍSTICA MANUFATURA CONSULTORIA CURSOS PRESENCIAIS SUPPLY CHAIN TREINAMENTOS IN-COMPANY TEXTOS CUSTOMIZADOS COMEX ADVISORY

8 QUEM CONTRATA O CEBRALOG? 35% INDICAÇÃO 30% NOVOS 35% ATUAIS

9 montelo.com.br

10 Longevidade do Redesenho de Malhas Logísticas: Riscos e Oportunidades Fábio Ishikawa, Supply Chain Manager, Sephora Alexandre Oliveira, Partner, Cebralog 23/set/2015

11 Modelos de gestão de supply chain AMBIENTE DE INOVAÇÃO SC RISK MNGT INNOVATIVE ENVIRONMENT SC VISIBILITY KNOWLEDGE MANAGEMENT PEOPLE Source: BOOK: A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York,

12 O ciclo virtuoso Pessoas Gestão de conhecimento Network Identificar Adquirir Reter Desenvolver Partilhar Usar Visibilidade Decisão Ação Inovação Valor Source: BOOK: A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

13 Supply Chain Management Adicionando valor ao negócio 1 Gerando novas vendas 6 Ganhando de market share 2 Reduzindo custo de vendas 7 Melhorando percepção de valor 3 Reduzindo o ciclo de receita 8 Melhorando a gestão de investimento 4 Reduzindo o custo de servir 9 Nivelando com marketing e vendas 5 Melhorando gestão de ativos 10 Alavancando as novas iniciativas Source: BOOK: Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York,

14 Estudo de malhas ENTENDIMENTO DA SITUAÇÃO Inbound Outbound

15 Estudo de malhas ESTRUTURA AS IS Supply Chain Director Team

16 Supply Chain tradicional ABORDABEM DE GERENCIAMENTO DE RISCO RISK EXPOSURE LEVEL DEFINITION OF MITIGATION PLAN DEFINITION OF CONTINGENCY PLAN Implementation of mitigation plan Risk immediate impact Risk event Contingency plan ageing Time to react Risk impact zone Time to recover DISTANT PAST RECENT PAST TODAY (PRESENT) FUTURE Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

17 STRATEGY ADHERENCE TO BUSINESS ENVIRONMENT Supply Chain tradicional CICLO DA ESTRATÉGIA E VALE DE RUPTURA LONG STRATEGY LYFECYCLE Strategy Implemented Disruption valley New Strategy Strategy Implementation Fine tuning Strategy Obsolescence Reduced performance Strategy Implementation Complete fundamentals Strategy Implementation Building blocks Strategy Definition Strategy Obsolescence Undesirable performance TME Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

18 Transformação no ambiente de negócios TRADITIONAL VALUE CHAIN STRUCTURES Board of directors Board committees Chief executive officer Executive committee Management committee Independent auditors FLUID AND COMPLEX SUPPLY NETWORKS STRUCTURES CORPORATE GOVERNANCE CORPORATE GOVERNANCE TRADITIONAL VALUE CHAIN SHAREHOLDER INFLUENCE STAKEHOLDER INFLUENCE SHAREHOLDER INFLUENCE STAKEHOLDER INFLUENCE TRADITIONAL Value CHAIN Business definition INNOVATIVE VALUE NETWORK INNOVATIVE Value NETWORK 1. Customers 2. Employees 3. Suppliers 4. Financiers 5. Government 6. Political groups 7. Competitors 8. Trade associations 9. Service providers 10. Trade unions 11. Other firms ENABLER FEW PEOPLE / EXPERT MANY PEOPLE / COMMUNITY PRACTICE ASSESS KNOWLEDGE INVENTORY MANAGE KNOWLEDGE CONTINUOUSLY Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

19 Estudo de malhas ENTENDIMENTO DA SITUAÇÃO E DE ALTERNATIVAS Supply Chain Director Team Supply Chain Consultancy w/ Simulation LSP (TRA & WHS)

20 Estudo de malhas IMPACTO TRIBUTÁRIOS Supply Chain Director Team Supply Chain Consultancy w/ Simulation LSP (TRA & WHS) CFO Team

21 Estudo de malhas IMPACTO TRIBUTÁRIOS Supply Chain Director Team Supply Chain Consultancy w/ Simulation LSP (TRA & WHS) CFO Team Law Firm

22 Estudo de malhas PROJEÇÃO DE CENÁRIOS DE MÉDIO E LONGO PRAZOS Supply Chain Director Team Supply Chain Consultancy w/ Simulation LSP (TRA & WHS) CFO Team Law Firm Marketing & Sales HQ (Europe)

23 Estudo de malhas TRADE-OFFS Supply Chain Director Team Supply Chain Consultancy LSP (TRA & WHS) CFO Team Law Firm Marketing & Sales HQ (Europe)

24 Estudo de malhas TRADE-OFFS Supply Chain Director Team Supply Chain Consultancy LSP (TRA & WHS) CFO Team Law Firm Marketing & Sales HQ (Europe)

25 STRATEGY ADHERENCE TO BUSINESS ENVIRONMENT CICLO DA ESTRATÉGIA E VALE DE RUPTURA LONG STRATEGY LIFECYCLE Strategy Implementation Fine tuning Strategy Implementation Complete fundamentals Strategy Implementation Building blocks Strategy Definition Strategy Implemented Strategy Obsolescence Reduced performance Strategy Obsolescence Undesirable performance Disruption valley TRADITIONAL VALUE CHAIN Small Oscillations Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, nd strategy Early strategy 3 rd strategy SHORT STRATEGY LIFECYCLE N th strategy FLUID AND COMPLEX VALUE NETWORK

26 Envolvimento de stakeholders Bebidas 2014 Source: BOOK: Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators. Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.

27 Gestão de conhecimento na supply chain PROPOSTA SC RISK MNGT Reduce impact of Strategy Disruption Valeys ANTICIPATE THE FUTURE SC VISIBILITY Virtuous Cycle Change + Value KNOWLEDGE MANAGEMENT Shortcut = Risky Change + Unlikely Value INNOVATIVE ENVIRONMENT PEOPLE Source: Alexandre Oliveira, 2015.

28 References (PEARSON FINANCIAL TIMES, NEW YORK, 2014) 1. A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices. 2. A Customer Service Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value 3. Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators 4. Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments 5. Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits.

29 Muito obrigado pela atenção!! Até a próxima!! br.linkedin.com/in/fabioishikawa