Trender utvikling utfordringer innen logistikk

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1 Trender utvikling utfordringer innen logistikk Svein-Egil Hoberg NMLF LOG-konf November 2014

2 KPMG GLOBAL NATIONAL OSLO ALTA ARENDAL BERGEN BODØ ELVERUM FINNSNES GRIMSTAD HAMAR HAUGESUND KNARVIK KRISTIANSAND LARVIK MO I RANA MOLDE RØROS SANDEFJORD STRAUME STAVANGER STORD TELEMARK TROMSØ TRONDHEIM TØNSBERG ÅLESUND EMPLOYEES OFFICES 26 COUNTRIES 156 EMPLOYEES 1050 SERVICES SECTORS AUDIT ADVISORY FINANCE OIL & GAS TAX & LEGAL ACCOUNTING IT MEDIA HELSE ANNET

3 Darwin It is not the strongest or the most intelligent of the species to survive, it is the one most adaptive to change or most able to adapt to change, that survive KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 2

4 70-årene Masseproduksjon Massemarkedsføring Fokus på lager Funksjonell organisering Operativ effektivitet 2011 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with

5 80- og 90-årene. Forsyningskjeder Segmentering Tid (Time-based Management) Kommunikasjon Totalkostnad (Activity Based Costing) 2011 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with

6 Dagens, fremtidens. Etterspørselsbasert (Demand Based Management) Skreddersøm Nettverk Verdier Fleksibilitet Relasjoner 2011 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with

7 Global utvikling og Supply Chain Global industriell utvikling gjør at færre faktorer er konstante.. Nye, voksende regioner - BRICS (Brasil, Russland, India, China, SørAfrika) - CIVETS (Colombia, Indonesia, Vietnam, Egypt, Tyrkia og SørAfrika) Økt global konkurranse Vanskeligere å lage prognoser Lengre forsyningslinjer Kortere produktlivssykluser Behov for rask overføring av kompetanse Behov for raskere evne til omstilling (KODAK, amerikansk bilindustri, etc) 2011 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with

8 Future megatrends are challenging the existing procurement organizations to adapt, change and add more value MEGATRENDS Renewable By % the Global power will be provided from renewable energy Efficiency US$26 trillion investment is required by 2030 to meet energy needs The New World Order BRIC countries will generate by 2030 up to 36% of global GDP. Pressure on Profit Complexity and Costs of Power and Utility production grow every year! Security of Supply More than 8,000,000,000 people will live on earth in IMPACT ON THE PROCUREMENT The supply has to adapt their mix to the changing pattern of demand, which has a direct impact on landscape of sourcing categories portfolio Category management Investment requirements into new technologies will be an enormous cost for the industry players and an important deduction when determining value contribution of procurement. Cross-functional collaboration The shift in the global demand makes a global sourcing with multinational supplier networks one of the essential issues of procurement organizations Global sourcing & supplier development Procurement organizations needs a consistent governance to define and measure savings taking into account category strategy as well as market potential Control ratio Ensure high efficiency and compliance of procurement processes through obligatory usage of electronic procurement systems (eprocurement and esourcing applications) Level of automation

9 Grunnlaget for en kostnadsledende posisjon i fremtiden er en globalt integrert etterspørselsledelse, drevet av forsyning... Tidligere Nå Fremtid NOK added value Fokus på forsyningsmarkedet Fokus på global etterspørselsledelse Quick Wins Volum bundling Forhandlingsstrategier Automatiserte P2P Prosesser Konsolidering av forsyningsbasen Strategisk kategoriledelse Outsourcing av forretningsprosesser Sentralisering av innkjøp Økt spend under management ESourcing Innkjøpsallianser Global etterspørselsledelse People Portfolio Management Compliance Management Sanntids PO Tracking Krevende Service Management Finansiering av verdikjeder Tax Efficient Supply Chain Innovative resultatorienterte kontraktsmodeller Sustainable Procurement Tid 2014 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 8

10 Strategisk aksept starter med å synliggjøre kontroll.

11 Risiko har blitt en mer sentralt tema.. Supplier Demand forecasting Sourcing and coordination High geological risks in deep target exploration Costly and lengthy product development cycles Source Cross border sales and traceability Increasing gap between demand and supply Plan and Manage Bottlenecks in refinery up-gradation Coordination of supply chain Risk and compliance Operate Inventory management Transport and warehousing Deliver Coordination and collaboration with channel partners Cost overruns and delays due to lack of program management Packaging related issues Customer Traceability Increasing dependence on 3 PL s Restrictive government policies Compliance with regulatory & reporting requirements 2013 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 10

12 RISIKO 2013 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 11

13 Known and unknown esrc=s&frm=1&source=web&cd=3&cad=rja &uact=8&ved=0ccsqtwiwag&url=http%3a %2F%2Fwww.youtube.com%2Fwatch%3F v%3dgipe1oikquk&ei=wzw9vopzmopm yao7s4gqbw&usg=afqjcnhmukbncpk slrb76drvwkfbntfrtq&bvm=bv ,d.bGQ 2014, KPMG AS, a Norwegian limited liability company and a member firm of the KPMG network of independent member firms affiliated with 12

14 Risks are inevitable and can be perceived in every enterprise. But risk management does not receive the necessary attention in terms of strategy, organization and processes yet Frequent deficits in SC Risk Management Price Risks Commodity market assessment is unstructured and incomplete Savings are No.1 target for purchasing managers; Risk aversion has nearly no impact on salaries Supply & Supplier Risks Risks assessment only for important first tier suppliers without appropriate methods and system support Governance Corporate risk management focus only on strategic risks Corporate governance and internal audit are not in the focus of the procurement and SCM department Lack of organizational skills and skilled personnel 2014, KPMG AS, a Norwegian limited liability company and a member firm of the KPMG network of independent member firms affiliated with 13

15 Risks have to be structured in more than one dimension SC Risk management should focus on the most important risk categories Risk Cube 3 Dimensions of Supply Chain Risks Risk Category Corporate Level Dimension of Effects Risk Categories Dimension of Effects Price Supply & Supplier Governance Strategic Tactical Operational Costs Quality Quantity Reputation 2014, KPMG AS, a Norwegian limited liability company and a member firm of the KPMG network of independent member firms affiliated with 14

16 Omdømme / Samfunnsansvar / CSR - Det er slik at et selskapets omdømme utgjør en større og større andel av verdifastsettelsen på børs. Børge Brende. Utenriksministrer, tidligere Managing Director and Member of the Managing Board i World Economic Forum - Myndighetene har store forventninger og vil at selskapene skal ta inn over seg GRI (Global Reporting Initiative) kravene eller kravene i FN Global Compact - 4 av 10 toppledere måles på samfunnsansvarsindikatorer KPMG Topplederundersøkelse, KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 15

17 Audit protokoller og metoder SMETA (Sedex) Fair Wear Foundation SA8000 (Social Accountability International) BSCI (Business Social Compliance Initiative) 2014 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 16

18 Eksempler Mapping their production facilities access to water, to identify high risk Skanska named the UK s Best Green Company Today s edition of the Sunday Times launches the 2011 results of its Best Green Companies Awards and Skanska is named as the Greenest company in the UK, all categories. 6/12/ KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 17

19 Eksempler Sourcing responsibly Tesco are focussing on the following areas: Water scarcity Fairtrade Animal welfare Sustainable sourcing of commodities Seafood Karbon hotspots i forsyningskjeden av melk 2014 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 18

20 Coming to a shop next to you.. 3D Printing Picture source:

21 Den nye våpenindustrien..?? KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 20

22 Hvordan vil dette påvirke fremtidens handel?? 2013 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 21

23 Helhetssyn på verdikjeden øker verdi og reduserer risiko Hensikt Struktur Måling (KPI) Strategi/organisering Tydelige konkurransefaktorer Flytorientert organisasjon Nøkkeltall for verdikjedens ytelse Prosesser Verdikjede/SCM strategi Vare- og informasjonsflyt Nøkkeltall for prosessenes ytelse Medarbeidere Hensikten med arbeidsoppgavene Tydelige arbeidsoppgaver og ansvar Nøkkeltall på oppgave/aktivitetsnivå Teknologi Teknologibehov og hensikten med denne Teknologien som støtte for arbeidsoppgavene Nøkkeltall på teknologiens ytelse 2011 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 22

24 Forutsetninger for suksess * Reduksjon av ledetider * Reduksjon av usikkerhet * Økte frekvenser 2011 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with TITLE HERE (GO HEADER & FOOTER TO EDIT THIS TEXT) 06/11/

25 Suksess er teambasert 2013 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with 24

26 Takk for oppmerksomheten!! Kontakt: 2013 KPMG AS, a Norwegian member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International Cooperative (KPMG International). Svein-Egil Hoberg Direktør T: E: svein-egil.hoberg@kpmg.no