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EPRC Berlin November 8-9, 2010 Swiss Federal Railways SBB-CFF-FFS John M Walker Chief Procurement + Supply Chain Officer Purchasing ¦ Supply Chain ¦ Production.

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Presentation on theme: "EPRC Berlin November 8-9, 2010 Swiss Federal Railways SBB-CFF-FFS John M Walker Chief Procurement + Supply Chain Officer Purchasing ¦ Supply Chain ¦ Production."— Presentation transcript:

1 EPRC Berlin November 8-9, 2010 Swiss Federal Railways SBB-CFF-FFS John M Walker Chief Procurement + Supply Chain Officer Purchasing ¦ Supply Chain ¦ Production © SBB Infrastruktur I-ESP Konzerneinkauf

2 45. Symposium Einkauf und Logistik Berlin November 10-12, 2010 Swiss Federal Railways SBB-CFF-FFS John M Walker Chief Procurement + Supply Chain Officer Purchasing ¦ Supply Chain ¦ Production 2© SBB Infrastruktur I-ESP Konzerneinkauf

3 PurchasingProductionSupply Chain An integrated approach... 3© SBB Infrastruktur I-ESP Konzerneinkauf

4 SBB Swiss Railways - Purchasing ¦ Supply Chain ¦ Production Organisation Supervisory Board CEO Andreas Meyer Finance Human Resources HSEQ IT Communication & Public Affairs Corporate Development Legal & Compliance Passenger Division Urs Schlegel Cargo Division Nicolas Perrin Infrastructure Division Philippe Gauderon Real Estate Division Laurent Staffelbach Purchasing, Supply Chain & Production 4© SBB Infrastruktur I-ESP Konzerneinkauf

5 Leiter Einkauf, Supply Chain + Produktion John M Walker Finanzen Sandro Michelotti Human Resources Bettina Filli Zeller Konzerneinkauf und Top Lieferanten Urs Matti Warengruppen- Management Adrian Zaugg Einkauf Infrastruktur Martin Koch Produktion Bahntechnik Jo Haller Logistik Rolf Kaufmann Kommunikation Gabriela Vrecko Konzernfunktion enthalten Stv. L I-ESP Risiko Sicherheit Qualität Umwelt Saskia Günther Projekte Leitung Beschaffung + SC Personenverkehr Dietmar Gessner Leitung Einkauf Cargo Urs Müller Leitung Einkauf Immobilien Alexis Leuthold Leitung Einkauf Konzern IT Jacqueline Klaiss Brons Führungs- Unterstütung Thomas Liechti SBB Swiss Railways - Purchasing ¦ Supply Chain ¦ Production Organisation © SBB Infrastruktur I-ESP Konzerneinkauf

6 xx  Firmly establish Role of Corporate Procurement Divisions Challenges: 2010 Purchasing ¦ Supply Chain ¦ Production  Integration of ‘new’ production facilities  Define and Test Make-or-Buy Process  Drastically reduce Working-Capital  Team Developmen + Succession Planning  Supplier Assessment System  Identify incremental Cost Reductions  Integration of ‘new’ employees  Harmonize SCM Processes  Optimize Warehousing Purchasing Supply Chain Production 6© SBB Infrastruktur I-ESP Konzerneinkauf

7 Material + Rolling Stock availability  Keep the trains running!  We don't want construction projects to be idle! before 2008 Portfolio Optimization  Do we really need 300 different kinds of cheese?  Phase II Supply Chain Optimization Project 100(+50)  Category Management to drive Cost Reductions  Cross-division Purchasing Cooperation Cross-Functional Teams  We can (and will) do more as a Team  Phase I Supply Chain Optimization 2010 SBB Supply Management Cooperation – internal and external – will intensify 7© SBB Infrastruktur I-ESP Konzerneinkauf

8 Our external spend (2009: ~3.6 BCHF) is heavily concentrated across 7 categories und 50 suppliers External Spend per Division (2009: MCHF) Supplier Breakdown Spend Categories Passenger Cargo Real Estate IT Infrastructure thousands 54% Top % Top 20 36% Others 4% IT 2% Signalling 4% Telco / Energy 5% Services 10% MRO 12% Rolling Stock 20% Construction + Track Projects 43% 8© SBB Infrastruktur I-ESP Konzerneinkauf

9 54% Top % Top 20 36% Top Supplier Management Goals:  Reduce costs by identifying efficiencies and leveraging synergies  Develop true partner-relationship for additional cooperation Key Initiatives  Supplier-suggested continuous improvements  Pooling of volumes  Transparent Raw Materials and Energy management  Productivity targets  Payment terms Our external spend (2009: ~3.6 BCHF) is heavily concentrated across 7 categories und 50 suppliers Supplier Breakdown thousands 9© SBB Infrastruktur I-ESP Konzerneinkauf

10 Category Management Goals:  Less reliance on bidding and instead promote development of transparent “should cost" models Key Initiatives  Bundling + Pooling of volumes  Promote more sourcing opportunities to international suppliers  Reduce complexity of portfolio  Risk mitigation  Simplify specifications Spend Categories Others 4% IT 2% Signalling 4% Telecom / Energie 5% Services 10% MRO 12% Rolling Stock 20% Constuction + Track Projects 43% Our external spend (2009: ~3.6 BCHF) is heavily concentrated across 7 categories und 50 suppliers 10© SBB Infrastruktur I-ESP Konzerneinkauf

11 Our Concept: 3 Basic Strategies + 10 Focus Activities Product Management Strategies (PM) Purchasing Strategy + Execution SCM Process Strategies (SCM)  What do I really need to buy?  Integrated Product Management: –functional specifications –Life Cycle Cost –Total Cost of Ownership  How do I purchase and take delivery?  Integrated Demand Planning –reduce internal waste (buffers) –Lean SCM –Project-specific actions  Leverage Procurement Competencies  Standardize KPIs –International sourcing –Frame agreements –Competitive Bidding –Volume Pooling –Post-Award Savings Incentives or © SBB Infrastruktur I-ESP Konzerneinkauf Plan Do Check Act low Potential high Potential 11 ?

12 A Product Group strategy is defined in iterative circles by cross- functional teams, and implemented after Board sign-off Executive Board Corporate Sourcing / Lead Buyers Cross Functional Teams (CFTs) PC Strategy Basics / Research & Analysis PC Strategy Plan Sign-off PC Strategy Deployment Define Implement PC = Product Categories TS = Top Supplier 12© SBB Infrastruktur I-ESP Konzerneinkauf

13 Complexity Reduction Example: turnout / switch manufacturing © SBB Infrastruktur I-ESP Konzerneinkauf

14 Complexity Reduction Example: tie / sleeper procurement  Example Sourcing Process (wooden sleepers ¦ ties) –Timber industry requirements are defined –Lumber is ordered from the Timber industry –Wood is cut, dried and placed in storage to dry (several weeks) –Cut wood is chemically treated –Treated wood must be stored –Mounting hardware requirements are determined –Hardware tender is placed –Assembly of complete ties –Transport to trackside –Material management on-site Top 20 Lieferanten 14© SBB Infrastruktur I-ESP Konzerneinkauf

15 Complexity Reduction Example: tie / sleeper procurement  Example Sourcing Process (wooden sleepers ¦ ties) –Timber industry requirements are defined –Lumber is ordered from the Timber industry –Wood is cut, dried and placed in storage to dry (several weeks) –Cut wood is chemically treated –Treated wood must be stored –Mounting hardware requirements are determined –Hardware tender is placed –Assembly of complete ties –Transport to trackside –Material management on-site Top 20 Lieferanten Top 20 Lieferanten  Advantages for SBB and Suppliers –Reduced complexity –Bundling effect –Logistics optimized –Warehousing optimized –Public-tendering regulations fulfilled  New Sourcing Process –fully-assembled components ordered from the supplier –supplier manages value-chain and transport to trackside 15© SBB Infrastruktur I-ESP Konzerneinkauf

16 Sourcing Processes within SBB --- how do we really compel supplier cooperation?  Since 2002 SBB has been obliged to adhere to public tender laws and regulations.  The laws were intended to create transparency and ensure a more competitive playing field.  All purchases of goods + services > KCHF 640 and construction > MCHF 2 must be publicly tendered.  International suppliers must also be allowed to bid – we may not give preference to Swiss suppliers Key Data Transparence + Demand Planning Category Management Porter’s 5-Forces Model Supplier Profile Kraljic Matrix Public tender BoeB / VoeB or RFx ¦ RFi Negotiation and Award Contracting  The impact of Public Tenders © SBB Infrastruktur I-ESP Konzerneinkauf

17 ‚‚‚‚ ‚ Our category and supplier-management network is a fairly new concept, and requires significant effort and energy SBB Divisions ‚ ‚ IPGIMIT ‚ Top Suppliers Category Management Supplier Management ‚ ‚ ‚ Examples: -Hardware + Software -Telecom Services -IT support Categories ‚ Lead Category Buyer - Buyer Category Network ‚ ‚ Top Supplier Lead Buyer Network ‚ ‚ ‚ Example: -Temporary Employees -Engineering Support -Project Analysis -Product + System Testing -Other Services © SBB Infrastruktur I-ESP Konzerneinkauf

18  Vast majority of sites were not connected into our ERP-system Situation Then Storage and Reserves - Scattered and very often unstructured 18© SBB Infrastruktur I-ESP Konzerneinkauf

19 TBD Temporary Material Storage Facilities 85  5 Equipment + Machinery Assets 30  6 Production Centers 19  6 Large Warehouses 16  5 Logistics Centers Short- und Midterm-Plans:  Deploy regional asset optimization strategy  Radically reduce +78'000 part references  Ensure all facilities have ERP interconnection Situation Now Rationalization of Production, Warehousing and Logistics Centers © SBB Infrastruktur I-ESP Konzerneinkauf

20 20 Evolution of Inventory Levels – Infrastructure Division J SJD 217 N 221 O A M A M 215 F 216 J Stock [ Mio. CHF] Definition Stock Level  Gross amounts per month end  Rolling 3-months average © SBB Infrastruktur I-ESP Konzerneinkauf

21 21 1,55 1,50 1,45 1,40 1,35 1,30 1, , , ,38 9 1,35 8 1,54 1,35 7 1,52 1,31 6 1,49 1,28 5 1,46 1,30 4 1,29 3 1, ,61 1,60 1,65 Stock Turnover  Consumption / Stock  Total consumption  Rolling 12-months consumption  Impact of internal transfers neutralized Stock Turnover Definition Evolution of Inventory Turnover – Infrastructure Division © SBB Infrastruktur I-ESP Konzerneinkauf

22 Year after year the Sourcing Team and its Cross Functional Interface Partners develop distinctive know-how and learning Define strategy Lead Buyer & CFT Refine strategy Group Sourcing, Purchasing Board Sign-off strategy Executive Board Break down saving targets Purchasing Board Define sourcing saving targets Executive Board Define implementation measures Lead Buyer & CFT Implement measures Lead Buyer & CFT Quarterly review savings progress Corp. Sourcing  Lead Buyer Yearly review savings & strategy Purch. Board  Corp. Sourcing Quarterly review savings progress Purch. Board  Corp. Sourcing HY review savings progress Corp. Sourcing  Exec.Board Yearly review savings & strategy Corp. Sourcing  Lead Buyer Strategy & Goals Capabilities Processes Organization Systems & Methods CFT = Cross Functional Team Define Capture PC = Product Categories TS = Top Supplier 22© SBB Infrastruktur I-ESP Konzerneinkauf

23 Our category and supplier-management network is a fairly new concept, and requires significant effort and energy Supplier Negotiations “Which opportunities offers the market?” “Which TL- targets do we pursuit?” Product Categories Focus Strategies “Which PC- targets do we pursuit?” Supplier Management PC = Product Categories TS = Top Supplier SBBSupplier Top-Supplier ManagerLead Buyer Competitive arena / markets 23© SBB Infrastruktur I-ESP Konzerneinkauf

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25 Analysis of Savings by Year Preliminary Results © SBB Infrastruktur I-ESP Konzerneinkauf

26 Preliminary Results  The SBB anticipates 4.2 BCHF in average annual external sourcing volumes (at today's rates that's roughly 3.1 BCHF).  Between we plan to source more than 25 BCHF.  Challenge: identify "significant" savings potential by challenging the status quo – a long-term ( ) strategy is necessary.  About 3.6 BCHF is managed through our cross-division lead buyer network. Preliminary Project Team results: –150 MCHF identified through traditional procurement improvements (squeezing the lemon) –300 MCHF through further improvements within the supply chain (inventory reduction, waste elimination) –600 MCHF through cross-functional cooperation by asking very tough questions : "Do we really need a Rolls-Royce? Would a Skoda be good enough?" © SBB Infrastruktur I-ESP Konzerneinkauf


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