2 minute read
WINNING TOGETHER
Asia Pacific Supply Chain transformation
By Kirsty Van Oudtshoorn | Project Coordinator – Supply Chain | Asia Pacific
Supply Chain transformation vision
For Cummins to thrive in the future, our supply chain must be more integrated and efficient, shifting focus from individual segments to the entire product-customer lifecycle. We will strive for excellence in customer service, safety and quality. We will invest in our people and technology. We will focus on the big picture to create a supply chain that’s Winning Together.
Supply chain journey
We have all worked hard over the last several years on Winning at the Handoffs and building increased functional excellence. Those efforts have enabled our supply chain to build a strong foundation, produce annual cost savings and develop functional capabilities. Together, we’ve made significant progress developing supply chain functional excellence capabilities across our businesses, and we see significant opportunities to further integrate and leverage our supply chain, enabled by a more integrated operating model. We will continue to pursue increased capabilities and functional excellence through our global Supply Chain transformation.
What is changing?
Today our supply chain work is largely aligned to our business segments. In the future, we will move away from multiple segment-orientated supply chains, instead operating as One Cummins. The Supply Chain transformation will see us move toward a supply chain operating model that supports our business segments, customers and suppliers as an integrated supply chain. Our future state: Winning Together as One Cummins.
Operating as an integrated supply chain organisation means our supply chain functions will own and deliver the work to support our business segments, customers and suppliers. We will structure ourselves centrally, regionally and globally, as and where it makes sense.
The One Cummins approach also means we are Winning Together; no one is left behind, everyone is kept informed, and we’re approaching our work with an end-to-end lens. The term end-to-end essentially means we are designing a supply chain system where all supply chain functions and processes, like purchasing and supplier management, global planning and logistics, manufacturing, quality and HSE, all work with each other to deliver an effective and efficient supply chain.
Restructuring for a stronger regional team
Planning and DBU SC Leader (APAC)
APAC Supply & Planning Operations
Customer Order Management APAC Logistics & Trade Compliance SCS
The Asia Pacific Supply Chain Organisation would like to announce the new Regional Planning Team (RPT) organisational structure. Historically, the planning team has been segmented with a country-specific focus. The new structure will see a shift to a regional focus, integrating all arms of the Asia Pacific Planning Team. In the future, standard, repeatable transactional material planning and processing activities will move to our Supply Chain Services team. This will enable the RPT to focus on partnering with segments teams, providing governance across the region, continuous and sustainable improvement initiatives, and root cause analysis. The three primary verticals within the RPT are: • Asia Pacific Supply and Planning Operations • Customer Order Management, and • Asia Pacific Logistics and Trade Compliance.
Kris Vanderkolk
Fayrene Lee
Customer Order Management Leader | Asia Pacific
Sunila Mandavgane
Kirsty Van Oudtshoorn
Project Coordinator – Supply Chain | Asia Pacific
