Supply Chain Process Management in Vestas Presentation done by Roxana, Christel, Beathe John and Thomas Introduction The study Vestas SCPM Problems 7 objectives Evaluation Recommendation / conclusion Study question The study of Supply Chain Process Management application in Vestas WHY Vestas changed their strategy in 2006 to improve its market leader position in the global wind power industry Facing problems, especially in SC process management Supply Chain Process Man Suppliers Towers and Steel components Vestas Customers - Private owners - Wind turbine asso - Local power companies Company Information Vestas is the world’s leading producer of high-tech wind power systems Head office in Randers Denmark. 13000 employees. Production facilities in: Denmark, Germany, India, Italy, Scotland, England, Spain, Sweden, Norway, Australia and China. Strategy “Vestas’ strategy is to supply customized wind power solutions… that can generate electricity of the optimal quality at the most competitive price” Vision: Oil, Wind and Gas Mission: At Vestas failure is not an option Share price 1998 - 2007 Source: www.Euroinvestor.dk Supply chain Complex product (over 8000 parts) Deteriorating customer satisfaction The stability of supplies of key components is crucial to Vestas’ ability to fulfill orders SWOT Strenghts Weaknesses •Goodwill from capital markets Lack of production •Geographically spread (less risk) facilities in the US •R&D department with great Past production errors knowledge has resulted in •Employee development programs uncertainty •Market-leader position in all Backorders product segments Opportunities Green power is supported politically with subsidies, and preferred choice among consumers. Deregulation of power markets The production price per output (kWh) Economy of scale makes Large projects with large customers e.g. offshore wind parks Threats local community attitude towards turbines Larger customers lead to more competition and bargaining power Growth without the necessary capital for development Dependent on high-tech components from suppliers SCPM objectives Effective Efficient Adaptable Customer Friendly Supplier Friendly Environmentally Friendly Mistake proof Effective SCPM Until 2005: effectiveness internally: growth, R&D, market share, acquisitions Efficiency demanded by suppliers Mergerforced suppliers to lower prices Pricetag sourcing Lack of common SCP improvement Defects occurred after installation loss Source: Bang, 2005 Lack of common SC objectives Suppliers Vestas Customers Effectiveness Efficiency Efficiency Ideal situation Suppliers Vestas Customers Effectiveness Efficiency Difficult to balance effectiveness and efficiency but needed to survive in compettition Efficiency and effectiveness in SCPM after 2005 efficiency in Vestas effectiveness in suppliers Goals: short and long term profitability for all trading partners asset utilllization in SC Vestas’ Six Sigma consultants help suppliers for long term commitment alliances Increase prices to take advantage of capacity shortage and high demand Lesson learned: ”The fundamental challenge of integrated mangement is to redirect traditional emphasis on functionality in an effort to focus on process achievement” (Bowersox et al. 2006) Adaptable Adapt to changes in the environment 2005 New business structure Geographically distributed business units Closer to the customers (logistics) Local knowledge (culture) Improved relations with local suppliers ERP system (SAP) implemented in 2006-2009 (parallel integration) Full integration of the different BU’s Customer Friendly Study shows a decrease in customer satisfaction due to poor… Turbine performance Handling of customer wishes and enquires Handling and performance of service Information/knowledge sharing with customers Delivery of spare parts on time 2006: “Dialogue for development” Improving customer satisfaction Investing in testing facilities Policies for quick responses to customers Acting proactively, contacting customers regularly to get feedback (Use of Key accounts) Integrate customers in the ERP system, to improve knowledge sharing Extensive reporting Supplier Friendly Forecasting and Demand High Demand Pressure on suppliers High emphasis on Dialogue suppliers Estimate safety stock and inventory pre-build Good forcast can be made from statistical data Supply Demand Vestas Actual demand – Rates are the answer Suppliers’ and own inventory – Magnifies with the Supplier inventory over or under Replenishment rules Magnifies with the customers replenishment rules Supplier key suggestions Integrated product development is the key word with strategic suppliers Due to ERP they can intergrate supplier in the process Never be dependent on one supplier Why = To reduce reliability and vulnerability Recognizes the need for strategic suppliers, and give a fair margin on their products Why = satisfactory is more important in the long run Environmentally friendly processes “With quality and care we use the wind to create competitive environmentally friendly energy” Big issue: Environmental awareness is increasing throughout the world At Vestas consideration for environmental aspects is the foundation for the products and the basis for the business concept high priority to the environment– both globally and locally Increase in external environment issues and safety How are processes being made environmentally friendly? Certifiable management system ISO 14001 and OHSAS 18001 (77%) Communicating knowledge at all levels integrated enviromental policy Continuous environmental improvement Suplliers auditing abide by Vestas’ chemical and material blacklist Reporting system Group level environmental reporting Impact on the external environment Most significant environmental impact: CO2savings from Vestas’ turbines. Environmental pay back time: 7 months HOW: true LCA (Life Cycle Assesment) reports and Environmental Product Declarations Suggestion: Sponsor ”green” events to increase brand awareness and attention like theFIRST LEGO League (FLL) tournaments Occupational health & safety issues Top priority at Vestas: Safety Integration: ’Will to win’ culture = high safety culture Changing mission: ’Failure is not an option’= zero accidents Major challange: reducing injuries by improvement, information and training implementation Results: decrease with 22 % from last year but still major concern! Suggestions:- continuous improvement in in-house processes, training and education integrate different cultures together Mistake proof Failure in First Off Shore project Weakness was component quality performance Repair at sea not possible transport on shore for repair extremely costly Learning: failure is not an option also apllies to suppliers education of everyone in Vestas also suppliers: Vestas lends Six sigma consultants to its suppliers Stop selecting by pricetag New Mission: Failure is not an option Suggestions Focus on importance of supplier qualification and selection by: Implementing an efficient supplier selection process Contract administration Summary Emphasis should be put on some issues in particular Improving communication throughout the supply-chain Quality problems escalate throughout the SC An efficient supplier management is of central importance for successfull supply chain Questions …. Why does supplier management (or suppliers as trading partners) – play such an important role in SCPM? What possible risks and losses can an enterprise face due to lack of integration, collaboration to trading partners in the SCM?