AUGUST 2020
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Global trade management in the age of COVID-19 WITH INSIGHTS FROM:
ALSO INSIDE:
CREATING VALUE WITH PROCUREMENT OUTSOURCING
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FOREWORD
W
elcome to the August edition
pandemic. “The e-commerce trend is
of Supply Chain Digital!
driving faster, more efficient shipping,
This month’s cover feature sees us explore global trade management and
high inventory turnover and inventory staged in forward locations near
gather analysis from experts in the
consumers,” says Bruining.
industry to examine the state of today’s
Don’t miss our interview with Omer
supply chain post-COVID-19.
Abdullah, Co-Founder of The Smart
Elsewhere in the magazine, we gather
Cube, to explore how the future
insights from McKinsey, CIPS and The Hackett Group to discuss how
of procurement will be determined by humans and machines working
to create value from procurement
harmoniously.
outsourcing. Malcolm Harrison, CEO
We also have in-depth digital reports
of CIPS Group, comments: “The
with Bayer, McAlpine Hussman,
pandemic may have been the most
Canopy Growth and World Vision that
challenging of all but risk has always
you won’t want to miss.
been with us and trained professionals
Finally, this month’s Top 10 examines
understand resilience is key to keeping organisations afloat.” Further, we speak with Jaap Bruining, Head of Europe at Coyote Logistics, to discuss the business benefits of 3PL services and the industry’s transformation as a result of the
the leading P2P platforms worldwide. Would you like to be featured in the magazine? Get in touch at sean.galea-pace@bizclikmedia.com Enjoy the issue!
Sean Galea-Pace
www.supplychaindigital.com
03
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PUBLISHED BY
EDITOR-IN-CHIEF
Sean Galea–Pace DEPUTY EDITOR
Georgia Wilson EDITORAL DIRECTOR
Matt High CREATIVE TEAM
Oscar Hathaway Erin Hancox Sophie-Ann Pinnell Sophia Forte
PRODUCTION DIRECTORS
MEDIA SALES DIRECTOR
Georgia Allen Daniela Kianicková
James White
PRODUCTION MANAGER
Owen Martin
Justin Brand Caroline Whiteley
DIGITAL VIDEO PRODUCERS
DIGITAL MEDIA DIRECTOR
PROJECT DIRECTORS
Kieran Waite Sam Kemp
Jason Westgate
DIGITAL MARKETING MANAGER
Stacy Norman
Shirin Sadr CHIEF MARKETING OFFICER
Leigh Manning
CHIEF OPERATIONS OFFICER
PRESIDENT & CEO
Glen White
DIGITAL MARKETING EXECUTIVE
Jack Grimshaw www.supplychaindigital.com
10 Bayer
32 HOW TO CREATE VALUE THROUGH PROCUREMENT OUTSOURCING
58 44
54
Combining human and artificial intelligence in procurement
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How COVID-19 has transformed the logistics and 3PL industry
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102 Molson Coors
116 McAlpine Hussmann
134
Canopy Growth Corporation
150 World Vision
10
Creating the supply chain of tomorrow WRITTEN BY
WILLIAM GIRLING AND GEORGIA WILSON PRODUCED BY
CHARLOTTE CLARKE
AUGUST 2020
11
w w w. s up p l y c h ain digi t a l . c o m
B AY E R
Bayer’s Head of Supply Chain Management, Michele Palumbo, discusses the transformation of supply chain and how Bayer is driving innovation
W
ith over 20 years’ experience within the supply chain and logistics industry, Michele Palumbo is currently the Head of Supply
Chain Management at Bayer S.p.A. (Italy). Palumbo has worked at a number of companies during his career. Prior to joining Bayer in 2010, he worked 12
at SDA Bocconi School of Management, Hoechst Italia S.p.A., Gruppo COMIFAR and various pharmaceutical companies as a consultant in operations and supply chain management. Currently, Palumbo is a member of the Scientific Committee of Il Sole 24 ORE Formazione|Eventi and Adjunct Professor at Università Cattolica del Sacro Cuore in Milan. With his broad range of experience within the industry, Palumbo is well placed to discuss the evolution of supply chain and logistics, and the impact that Coronavirus (COVID-19) is having on the industry. He also has an acute understanding of the technologies – such as cloud computing, advanced radio-frequency identification (RFID), and more – that have both contributed to Bayer’s own digital transformation journey, and are driving the supply chain of the future. He joined us to discuss both areas. AUGUST 2020
“ It is possible to streamline processes and to project systems that are able to resist predictable events, not black swans” — Michele Palumbo, Head of Supply Chain Management Italy 13
w w w. s up p l y c h ain digi t a l . c o m
B AY E R
“ In the future, customers and all the actors involved in the supply chain processes will be interested in having full visibility on the distribution processes” — Michele Palumbo, Head of Supply Chain Management Italy
PRE-COVID-19: OLD PERSPECTIVES Palumbo describes the transformation of the industry as a Copernican revolution that we are in the middle of. However, he believes that the onset of the global pandemic is only accelerating the effects of this revolution. He says: “The impact on industries we are seeing today, I believe, were already rooted a long time ago in the first economical crisis back in the 1930s. Many have previously tried to explain and provide solutions for this revolution, from
14
economists and politicians, through to tycoons, ideologists and more, each one putting profit, capital, the workers or the environment at the centre of this economic universe. However, none had a comprehensive perspective. “Deming and Juran, for example, tried to put the customer at the centre of the system, but found an audience only in the post second world war Japan,” he reflects. “This disruptive culture reached its peak in the 1980s, with the development of new computing power and the emerging internet allowing the world to connect and forever diminishing the boundaries between countries. Companies that AUGUST 2020
E X E C U T I V E P R OF IL E :
Michele Palumbo Title: Head of Supply Chain Management Italy Location: Milano, Lombardy, Italy Palumbo has been Head of Supply Chain Management Italy in Bayer S.p.A. since 2017. He started working for Bayer in 2010 to source logistics and distributive services for the group in Italy, implementing important strategic and more operational projects in the ambit of the life science industry. Palumbo is a Summa graduate from Bocconi with a research empirical thesis on circular economy and majored at Polytechnics of Milan in industrial management. He joined the SDA Bocconi faculty where he designed and coordinated managerial logistics training for the technology and production department. After collaborating with some management consulting companies, he took on the role of innovation and logistics manager in the business services department of the pharma-chemical group, Hoechst, in Italy. Then he was responsible for central logistics services in one of the leading pharma wholesalers in Italy, Comifar-Phoenix Group. Palumbo is an Adjunct Professor in Operations and Supply Chain Management at the Catholic University of Milan and faculty member of Il Sole 24 Ore Business School. A serial innovator, as a manager and academic, he offers a multifaceted perspective and is able to create value in different contexts thanks to technologically advanced, sustainable and efficient solutions. Empathic and altruistic, intellectually curious and a visionary, he has a large family and is involved in caritative initiatives. He is a board member of the Italian Food Aid Foundation and of the Observatory on Transport Compliance Rating.
w w w. s up p l y c h ain digi t a l . c o m
15
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We care about the future. That’s why we use innovative technology and make eco-friendly choices, supporting companies that think the way we do. Because our own health is tied to our planet’s health. Proud Bayer business partner in RFID and green pallets projects. chiapparoli.it
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Bayer: Who We Are CLICK TO WATCH
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6:12
17
started to connect at that point began
reduced to certifications, audits and
to compete to gather the best core
procedures designed to mitigate the
competences.
main risks. The spirit of progressing
Palumbo explains that growing pres-
towards zero defects became the spirit
sure on margins as a result of global
of greater ‘resilience’. However, I believe
competition was problematic for the
it is possible to streamline processes
long-term sustainability of the entire
and to project systems that are able
system. As a result, the perspective
to resist predictable events, not ‘black
became increasingly short term and
swans’. And, we have to admit that the
short sighted, based around a quarterly
more over-structured the systems are,
ROI. “The new rules were fixed to com-
the more fragile they reveal to be.”
pete, survive and prosper,” he states.
Reflecting on this, he muses:
“But, at the end of 1990s, the concept
“Compare this financial short-sighted
of continuous improvement was mainly
perspective with the ones of Cristoforo w w w. s up p l y c h ain digi t a l . c o m
B AY E R
18
Colombo, Leonardo da Vinci, Galileo
exposed to natural threads struggles
Galilei, and many other visionaries who
to develop antibodies that become part
changed the world with their long-term
of its survival assets. Resilience stands
perspectives. Or, consider those who
to immunity like a snail to a seed – a
built cathedrals without knowing if
snail relies on his shell to cope with
they could have seen them completed
threads. A seed falls to the ground and
or not. In my experience, we have a
is immediately attacked by microor-
great opportunity today to change our
ganisms that try to eat it. But, in doing
perspective very easily. If we change
that they free the vital energy impris-
it to immunity, we can switch to a more
oned in the rind and life starts rooting
natural and sustainable concept:
and, as a paradox, eating the same
threads, after all, are opportunities.
microorganisms. Life takes advantage
We are meant for that, every organism
of threads.�
AUGUST 2020
account the concept of ‘Personal, Automate, Local (PAL)’, as described by transformation expert S.A. Culey. “Personalisation and customer centricity is increasingly important. Amazon calls it ‘customer obsession’, and it’s something that we have all experienced – it’s set the modern benchmark,” he explains. “Working in the pharmaceutical industry, where customers are often patients and drugs are called ethical products, it is not difficult to get the concept.” Automation, he notes, is driving collaboration and visibility. “It is the end of invisible supply chains where no news means good news,” he explains. “In the
PERSONAL, AUTOMATE, LOCAL
future, customers and all the actors
Reflecting on challenges and opportu-
involved in the supply chain processes
nities in more general terms, Palumbo
will be interested in having full visibility
considers the impact of the global
on the distribution processes.” Finally,
COVID-19 pandemic. It is, he says,
Plaumbo notes, the idea of Local is
“only the latest disruptive event that is
driven by the concept of density of
accelerating the evolution of supply
value. In terms of volumes, in the last
chains towards collaborative ecosys-
30 years the miniaturisation of elec-
tems able to cope with big challenges
tronic components has enabled both
and take advantage of them by improv-
a noticeable technological enrichment
ing their response capabilities.”
and a reduction in size or dimensions
Supply chains in the future, says Palumbo, will have to take into
of products. This would immediately drive a higher density of value, if it were w w w. s up p l y c h ain digi t a l . c o m
19
B AY E R
not for the more than proportional cost decrease of the technological developments. “The final result is counterintuitive, a general decrease of the density of value,” says Palumbo. “In logistics, this is one of the most basic but important elements to consider in the engineering of a distributive network: decreasing density of value allows higher stocks to be distributed and an increase of the service level possible for the customers. This is exactly what 20
we are experiencing with ecommerce during the current lockdown situation.”
THE IMPACT OF COVID-19 ON THE PHARMACEUTICAL SUPPLY CHAIN AND LOGISTICS INDUSTRY Considering the current state of supply chain and logistics amidst the COVID-19 pandemic, Palumbo is impressed by the response of the industry. “COVID19 emerged in late February with the first three cases of coronavirus in Lodi, where our LSP Silvano Chiapparoli Logistica principal warehouse is located. We immediately engaged the second warehouse, located in the center of the country, to switch roles in the AUGUST 2020
distributive network and minimise the impact of quarantined areas, where it was difficult to enter or get out. Special medical assistance was immediately settled, and a specific COVID-19 protocol was implemented to grant safety conditions for the active workers. Redundancy in the distributive network and distributed stock in two warehouses allowed an exceptional result. “It is impressive,” he continues. “I have to say how reactive the supply chain has been in particular to cope with this disease, certainly in relation to transporting the medical supplies that are required worldwide, as well as the level of collaboration between colleagues from all around the world. I would have never imagined having meetings in the middle of the night, 24-hours a day, seven days a week. That’s really impressive and something that we’ll never forget.” Palumbo, who believes that the future for supply chains will change as a result of the virus, explains that “the logistic system will become extremely local and decentralised as a result of COVID-19, which will be a huge challenge for the future for organisations w w w. s up p l y c h ain digi t a l . c o m
21
B AY E R
22
“ The logistic system will become extremely local and decentralised as a result of COVID-19, which will be a huge challenge for the future for organisations to compete with a completely different shift in approach” — Michele Palumbo, Head of Supply Chain Management Italy
AUGUST 2020
to compete with a completely different shift in approach. As I mentioned before, COVID-19 is accelerating the trends of the Personalised, Automated and Local approach. From my perspective, it’s very important that in the future there will be local abilities to serve the customers in an extremely agile, reactive and proactive approach. It will be a fundamental change.”
BAYER: DIGITAL TRANSFORMATION AND PREPAREDNESS Bayer has, for the past 156 years, used science and technology to provide a better life for all. Innovation, as a consequence, lies at the heart of the organisation. With that in mind, it should come as little surprise that Palumbo recounts a more than positive response to the COVID-19 crisis. To understand that response, and the wider ambition for technological innovation in the company, he explained in more detail Bayer’s transformation journey. “Today the competitive advantage has changed to competing as ‘systems’ rather than as companies. Technology provides the industry with the ability to escalate, therefore companies need to w w w. s up p l y c h ain digi t a l . c o m
23
B AY E R
24
be interconnected with their systems.
“It spends more than €5bn on R&D every
At Bayer we have implemented multiple
year, meaning that we can experiment
technologies to escalate our operations
freely and treat any failures as simply
over the years, including RFID trackers
the necessary steps towards success.”
across the supply chain to monitor the
This creatively fertile atmosphere has
flow of goods and Blockchain in the
allowed Palumbo to develop a range
near future to increase accessibility,
of different ideas and projects over
traceability and reliability.” he concludes.
the past 10 years. Serving over 17,000
Bayer is no stranger to frontier-
customers across Italy, Bayer S.p.A.
pushing innovation; its research team
maintains a complex flow of supply
discovered and later distributed
channels, yet the company is able to bal-
Prontosil, the world’s first prominent
ance the myriad elements within it with
antibiotic, which won the 1939 Nobel
transparency, traceability, efficiency and
Prize in Medicine and went on to save
flexibility. The origins of the system that
countless lives. The company’s pres-
make this possible, Palumbo says, can
ence in Italy consists of three divisions:
be traced back to 2010.
Bayer S.p.A. (human and animal), Bayer CropScience (botanical) and Bayer Healthcare Manufacturing (production, packaging and distribution). With a regional revenue of €1.02bn, three state-of-the-art production sites and approximately 2,000 local collaborators, the company is representative of the professionalism, dedication and transformational creativity that has defined Bayer for over a century. Palumbo tells us that it is this spirit that first drew him to the company. “Bayer is really pursuing research and development,” he explains. AUGUST 2020
BUILDING A COLLABORATIVE ECOSYSTEM
Palumbo. Doing so was no easy task,
At that time, Bayer had the vision for
as marrying old systems with new
a digital transformation that would
software proved to be highly challeng-
see the inception of a ‘collaborative
ing. However, he continues, pursuing
ecosystem’, combining TMS (transpor-
100% automation in these aspects
tation management systems), cloud
was a practical necessity, not just
and advanced analytics capabilities.
because it increased the efficiency
This was to be a ‘from the ground up’
of transport costs but also to ensure
journey, starting with system automa-
business continuity in an increasingly
tion via the integration of software
complex environment. “Bayer moved
with legacy technical structures and
to a cloud platform, a pilot project for
then progressing onto more qualita-
the company worldwide. We were the
tive developments. “Phase one was
first to move outside the boundaries
to move from the focus on processes,
of Bayer’s IT system and use a new,
such as pre invoicing, contract man-
unique platform in order to monitor and
agement and so on,” elaborates
track deliveries.”
w w w. s up p l y c h ain digi t a l . c o m
25
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“ We were the first to move outside the boundaries of Bayer’s IT system and use a new, unique platform in order to monitor and track deliveries” — Michele Palumbo, Head of Supply Chain Management Italy
company also required a way to leverage this new resource in a method that would allow the supply chain to continually adapt and stay ahead of trends. This is where data analytics and simulation software come in: “They are very important when re-engineering the distributive network in a country,” says Palumbo. “With this software, I have the ability to redesign it and find out the exact consequences of doing so. I can project; I can have a clear understanding of the effects on cost and service level of the new distributive asset.” Added to this is the usage of RFID (radio-frequency identification) in a way which Palumbo calls “unique within the pharmaceuticals industry”. RFID is a
TECHNOLOGY TRANSFORMATION
form of identification technology that can
A shift towards cloud computing edged
enable the unique identification of large
Bayer towards the overall goal for its
volumes of products, assets, people,
transformation: increased collabora-
animals and much more. For a relatively
tive capability. Now with a centralised
low cost, special RFID labels can be
platform from which to share and
added to items or logistics supports
store information, various elements
(e.g. cartons, pallets, etc,) which give
of the supply chain (warehouses, car-
off a readable signal. Each tag has an
riers, agents and customer service
extensive operational lifetime and emits
representatives) could pool strands of
a unique identifier that can be transmit-
information in a flexible manner. Even so,
ted over a long distance at a very fast
with new data streams now open, the
rate, enabling massive and simultaneous w w w. s up p l y c h ain digi t a l . c o m
27
B AY E R
28
readings that provide a huge increase
its diverse applicability, from Brand
in accuracy, speed and productivity
Protection to production control
compared to barcode readings.
and Industry 4.0 applications, asset
Using this relatively cheap method,
management, hospital processes
billions of items can be accurately
optimisation and many others. However,
tracked during all parts of the logistics
despite the fantastic opportunities that
process, thus granting customers
RFID technology presents to supply
peace of mind through enhanced trans-
chains, very few industries have been
parency which illustrates every step
proactive in integrating it; Palumbo
of their distributive journey throughout
notes that retail, airlines and conveni-
LSP warehouses, carriers’ hubs and
ence stores could all benefit from the
subsidiaries, up to destination.
cost-saving and enhanced stock
Moreover, RFID technology can provide value to companies thanks to AUGUST 2020
control implications, yet single-digit percentages of companies opt to do so.
“ We’ve collectively realised how fragile our supply chains are; as a result of coronavirus, it’s become clear how important it is to have reliable digital systems that show us the reality of the whole supply chain” — Michele Palumbo, Head of Supply Chain Management Italy
handling unit arrangement, shipping, receiving and inventory, with an average of 10 to 15 readings per box. All this data generates added value through real-time information and a dedicated BI web dashboard that provides full supply chain visibility, detailed and accurate traceability, perfect recall capability and operational KPI monitoring. “Increasing the level of service means a general improvement not only in operational efficiency,” Palumbo clarifies, “but also an improvement in turnover. The benefit that we expect from this project is an increase in our ability to review errors, customer complaints
In Bayer Italy’s deployment, every
and returns. Bayer will be able to have a
single box of product and every
real-time visibility throughout the entire
GreenPallet is uniquely identified by
supply chain.” This will go hand-in-hand
an RFID label and tracked individually
with a significantly increased rate of
throughout the whole supply chain,
productivity and logistical accuracy
starting from LSP facilities up to final
from a relatively small investment in
delivery to customers. More than 30
RFID technology. “In the future, all of
facilities of Bayer’s LSP and transporta-
this shipping information could be certi-
tion partners are equipped with RFID
fied by each and every single actor on a
readers and stations, managed by
shared blockchain,” he continues. “We
middleware that collects and sends all
will also be able to trace information like
data to a remote server. Products and
ambient temperature with embedded
GreenPallets are read during relevant
temperature sensors in order to get
processes such as picking, palletised
data from a cold-chain perspective.” w w w. s up p l y c h ain digi t a l . c o m
29
B AY E R
THE SUPPLY CHAIN OF THE FUTURE Bayer’s developments and vision for the supply chain’s future are truly futuristic and the company’s focus on solutions for contemporary problems doesn’t stop at RFID. Increasing the level of sustainability in the company’s operations has been over 20 years
1863
Year founded
$43mn+ Revenue in US dollars
in the making, starting with the 1997 ‘Ronchi Decree’, which redefined corporate waste as anything a company discards, intends or is required to throw away, and is consequently taxed 30
for. This has given way to ‘circular eco-
107,824 Number of employees
nomic’ thinking, wherein a company seeks to reduce production ‘inputs’ and reuse materials in a cost-effective
the waste. As a result we have saved,
and environmentally friendly manner.
more or less, €1mn per year.”
It was this restructuring of priorities
The effective evolution of Bayer’s
that resulted in Bayer’s ‘GreenPallet’.
supply chain is a model example
Realising that 75,000 new wooden pal-
of why innovative and bold thinking
lets were being produced every year,
aren’t just ornaments for successful
the company realised that it could save
companies, they are the reasons for
large amounts of money by manufac-
that success.
turing reusable pallets from (recycled)
Referring back to those challenges
plastic. “Instead of being wasted, the
outlined previously, Palumbo claims
pallets return to the warehouse,” says
that the company’s attitude towards
Palumbo. “This has allowed us to avoid
investment in R&D could be more
a huge amount of wasted wooden
valuable now than ever before.
packaging, as well as tax payments for
“We’ve collectively realised how fragile
AUGUST 2020
31
our supply chains are; as a result of
“As I have previously stated, threats
coronavirus, it’s become clear how
like coronavirus will make us stronger,
important it is to have reliable digital
because our supply chain will be able
systems that show us the reality of the
to meet the challenge,” Palumbo con-
whole supply chain. Imagine a world
cludes. “This is the story of the supply
where you can really trust in your
chain of tomorrow, where everything is
partners because of the tools that
interconnected, everything is feasible
you have enabled, which provide
and a digital ecosystem is able to cope
information in real time via different
with threats that we can’t predict today.”
platforms.” It is through these systems that a new standard of best-practice for customer service in the industry can be reached, and it is this that Bayer is working towards. w w w. s up p l y c h ain digi t a l . c o m
PROCUREMENT
32
HOW TO CREATE VALUE THROUGH PROCUREMENT OUTSOURCING WRITTEN BY
SEAN GALEA-PACE
AUGUST 2020
33
w w w.suppl yc ha i ndi gi ta l. com
PROCUREMENT
Outsourcing is an increasingly popular trend in procurement. But do the benefits outweigh the risks?
W
ith keeping up with the latest trends of a fast-paced and constantly evolving market both difficult and expensive, many
organisations are beginning to turn to outsourcing as a solution. This allows a company to spend more 34
time adapting their operations for long-term change, while the outsourcing partner handles the non-core activities.
THERE ARE CONSIDERABLE BENEFITS TO OUTSOURCING NON-CORE ACTIVITIES, INCLUDING: • Making more time for internal staff to focus on the business’s core activities. • Providing the ability to access expert, high quality services without the need for staff training and operating costs, investment in new technologies etc. • Allowing increased productivity and efficiency in outsourced activities. • Streamlining of operations. • Faster adaptation to change. • Decreased issues with team management. • Reduced overall operational costs. AUGUST 2020
35
“ Outsourcing of transactional procurement has become quite common and can render higher process efficiency and compliance through standardisation of processes, automation, and the availability of skilled workers” — Iliana Filyanova, Partner, McKinsey’s Manufacturing & Supply Chain practice
w w w.suppl yc ha i ndi gi ta l. com
You see a shipping terminal. We see the missing container that will shut down production. C3.ai transforms Manufacturing. Š 2020 C3.ai, Inc. All Rights Reserved. is a mark of C3.ai, Inc.
PROCUREMENT
In McKinsey’s article ‘Creating value through procurement outsourcing’, the evolution of outsourcing strategic procurement activities, such as supplier selection, contract negotiation or specification management, is shown to have become more widespread. To make strategic procurement outsourcing a success, McKinsey has highlighted three basic steps:
“ Outsourcing often involves a contract for provision of a complex service and to manage this effectively a resource should be retained which understands the complexities of this service” — Malcolm Harrison, CEO, CIPS Group
1. Outsource strategic buying only in
3. Choose outsourcing partners that
categories where doing so offers
have the capabilities to address those
clear value.
sources of value, then define and imple-
2. Have an exact understanding of the
ment agreements that maximise the
sources of that value and how to
chance of capturing potential savings.
unlock them. W H AT I S O U T SO U RCI N G?
Outsourcing is the process of finding an external third-party supplier to take on the management and provision of a service. It is generally used for non-core activities and used when a business may not have the skills or the expertise in-house for a product or service, which is often linked with a lack of critical scale, or an in-house investment is needed which can’t be prioritised or may need to get something to market quickly. Outsourcing allows for scaling up or scaling down according to need. Indirect outsourcing is goods and services a business needs to maintain and support its own operations. Direct outsourcing is for goods and services relating to the business product or service.
w w w.suppl yc ha i ndi gi ta l. com
37
PROCUREMENT
Source: McKinsey 38
clients, outsourcing providers can often negotiate better prices, particu-
WHAT IS THE VALUE?
larly in areas where the company’s own
After an organisation has created a
spend is too small or infrequent to give
shortlist of potential categories for out-
it a strong position in the market. To
sourcing, it should decide whether it is
capture the benefits of volume aggre-
neccessary. In order to decide, organi-
gation, however, companies must
sations must know exactly how
ensure their own specifications and
outsourcing can deliver value in a cer-
delivery requirements are sufficiently
tain category and pick the right
similar to those of the outsourcing pro-
provider and deal to harness that value.
vider’s other clients and that they are
According to McKinsey, the value
willing to accept the provider’s sourc-
levers available to strategic buyers -
ing decisions, such as transitioning to
whether in-house or outsourced - fall
lower cost suppliers.
into four core categories:
• EXPERTISE • VOLUME AGGREGATION
Their scale allows outsourcing provid-
By bundling demands from multiple
ers to offer deep expertise and
AUGUST 2020
How B2B online marketplaces could transform indirect procurement CLICK TO WATCH
|
0:44
39 real-time market insights across a
often delivering significant benefits in
broad range of categories. Access to
transactional sourcing activities, how-
leading expertise doesn’t only provide
ever, the nature of strategic buying can
direct benefits in categories where
limit the savings achieved.
organisations don’t have their own from the best and improve their own
• D EMAND AND SPECIFICATION MANAGEMENT
capabilities in other areas.
In most successful purchasing organi-
expertise, it can also help them learn
sations, 40-50% of the total savings
• LABOUR ARBITRAGE
achieved come from changes in inter-
Outsourcing providers offer a combi-
nal factors, such as optimising
nation of scale, standardised
specifications to minimise total cost of
processes and low-cost locations
ownership or controlling demand.
designed to decrease the labor cost of
Such savings also tend to be the most
sourcing activities. With labor arbitrage
sustainable over the long-term. w w w.suppl yc ha i ndi gi ta l. com
PROCUREMENT
Capturing the benefits requires close
capabilities, and scale they may not
and ongoing collaboration between
have in-house. Transactional procure-
the purchasing function and other
ment includes routine
parts of the business, which could be
requisition-to-pay activities (R2P), such
harder for an outsourced provider.
as purchase order creation and man-
Iliana Filyanova, Partner for
40
agement, invoice payment, and vendor
McKinsey’s Manufacturing & Supply
management. Outsourcing of transac-
Chain practice believes procurement
tional procurement has become quite
outsourcing spans a range of activities,
common and can render higher pro-
from strategic to transactional.
cess efficiency and compliance
“Strategic procurement includes
through standardisation of processes,
Source-to-contract (S2C) activities
automation, and the availability of
from market analysis and category
skilled workers.” However, despite pro-
strategy development to strategic
curement outsourcing being seen as
sourcing and contracting,” explains
an appealing option to many organisa-
Filyanova. “Outsourcing of S2C can
tions, Filyanova is also mindful of the
give companies access to expertise,
risks involved. “If companies do not
“ T he pandemic may have been the most challenging of all but risk has always been with us and trained professionals understand resilience is key to keeping organisations afloat” — Malcolm Harrison, CEO, CIPS Group
appropriately define the scope and incentives of an outsourcing agreement, they risk losing value over the mid- and long term,” says Filyanova. “For example, if the provider focuses mainly on optimising commercial levers - from whom to source, at what prices - and does not address demand and specification levers, 40-50% of the value may be lost. To effectively influence demand management levers - what and how much to buy - a provider will need to be able to manage change
AUGUST 2020
41
within an organisation and have effec-
“It’s important to question whether
tive client relationships to influence
there is sufficient expertise in-house,
specifications and consumption deci-
or additional budget available to bring
sions. This often appears to be
in additional support or innovative
challenging for an outsider, resulting in
thinking in a new project. Another
quickly plateauing savings.”
challenge is ensuring that senior
Malcolm Harrison, CEO of CIPS
teams and the CEO are on board to
Group, understands some of the chal-
ensure the project team can work
lenges that come with procurement
cross-functionally with the out-
outsourcing. “Understanding the
sourced resource efficiently and
rationale behind what you’re trying to
effectively, including strong communi-
do is probably the most challenging
cation links.
part, but there’s plenty of other obsta-
“Once a contract for an outsourced
cles along the way,” explains Harrison.
supply has been established then this w w w.suppl yc ha i ndi gi ta l. com
PROCUREMENT
contract has to be managed.
With the worldwide disruption of
Outsourcing often involves a contract
COVID-19 impacting businesses across
for provision of a complex service and
the world, Nic Walden, Senior Director,
to manage this effectively a resource
Procurement Executive Advisory
should be retained which understands
Membership Programmes and Melani
the complexities of this service. Poor
Flores, Associate Principal at The
contract management as well as insuf-
Hackett Group reflects on the impact to
ficient resources and poor data are
procurement in the immediate aftermath
frequently cited as reasons for out-
of the pandemic. “It’s clear that across
sourcing contracts not delivering the
different industries the impact is differ-
anticipated value.”
ent, but the initial impact has been primarily operational,” explains Flores. “It’s been important to source new
42
goods, such as PPE, to ensure that factories can continue to operate in safe conditions. This is in addition to responding to changes in demand and working with suppliers to look for substitutes for products or services that have been affected by the pandemic.” Walden believes that the COVID-19 pandemic is very different to the financial crisis of 2008. “Although it’s been a terrible crisis for everyone involved, procurement has actually benefited from COVID-19 and has been elevated to a more strategic role,” explains Walden. “However, it’s too early to say how much of an effect the
Malcolm Harrison, CEO, CIPS Group AUGUST 2020
pandemic will have on procurement outsourcing in the near future.”
C I P S - H OW T O B U ILD SU P PLY CHAI N RESI LI EN CE
• P rioritise high risk sources and do a deep dive into the implications for your business. • A ny businesses single-sourcing from one country need to investigate whether this is the safest strategy. • I nterrogate your supply chains beyond the first few tiers with a particular focus on identifying critical suppliers who may no longer be financially viable.
•E valuate the benefits of investing in systems which provide better data not just to improve efficiency and take faster decisions but also to give greater transparency. •U se a mix of forecasting tools and develop relationships with suppliers ‘on the ground’. •L ook to form alliances even with competitors to reach a win-win situation for all.
• E nsure you have real transparency of what is going on in your supply chains.
•E nsure you have the necessary capabilities and train / develop your function to meet the increased business requirements.
With the future of the industry in
all, but risk has always been with us
mind, Harrison believes the supply
and trained professionals understand
chain must remain vigilant and build
resilience is key to keeping organisa-
resilience to guard against a potential
tions afloat,” affirms Harrison. “Any
second wave of the coronavirus or any
businesses single-sourcing from one
other pandemics over the coming
country should be one of the first steps
years. “Shocks to supply chains do
as so many were caught out when the
happen such as volcanoes and tsuna-
virus first hit China.”
mis, and skilled, up-to-date professionals know this. The pandemic may have been the most challenging of w w w.suppl yc ha i ndi gi ta l. com
43
GLOBAL TRADE MANAGEMENT
44
AUGUST 2020
Global trade management in the modern supply chain WRITTEN BY
SEAN GALEA-PACE
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45
GLOBAL TRADE MANAGEMENT
Experts from The Hackett Group, Gartner and McKinsey discuss global trade management in today’s supply chain post-COVID-19 46
T
hese days, having real-time visibility in the supply chain is essential. Due to the speed in which
Josh Nelson, Associate Principal, Strategy & Transformation at The Hackett Group, believes that any
technology is being adopted in the
organisation with a global supply base
industry, organisations without global
can benefit from global trade man-
trade management systems are few and
agement systems due to the number
far between. A company that utilises a
of permutations between the global
global trade management system can
supply chain and tariff laws. “Global
expect to cut costs, risks and delays
trade management provides an
associated with manual compliance and
organisation with consistency and is
tracking efforts. This includes the efforts
incredibly valuable,” explains Nelson.
that are generated by such a system
“For example, in the produce industry,
that can easily pass the audit of a gov-
produce is grown in one area and
ernment or external agency.
then shipped worldwide based on the
AUGUST 2020
What is global trade management? Global trade management is the practice of streamlining the entire lifecycle of global trade. This is across order, logistics, and settlement activities to significantly improve operating efficiencies and cash flow. This makes it easier to facilitate the flow of information, money and goods in global trade supply chains that include buyers, sellers and intermediaries, including customs agencies, banks and freight forwarders. Compared with domestic distribution management, global
seasonality. If mistakes in documenta-
trade management introduces the
tion begin to be made, the regulators
complexities of multiple languages,
start to slow down shipments and it
time zones, currencies and models
takes longer to get things through the
of transport.
border to the point where a company
Despite it now being a vital require-
that is successful at a cross border
ment, some companies still operate
and global trade management system
legacy systems which see employees
can fly through. If you want a fast supply chain that is efficient and consistent, having an error free process is vital. This is where a global trade management system really excels.� Due to the global disruption caused
manually analyse spreadsheets packed full of data. Due to the complex nature of the modern day supply chain, a lack of automation leaves room for human error and interpretation that could potentially mean severe consequences.
by COVID-19, speed is an increasingly w w w.suppl yc ha i ndi gi ta l. com
47
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S U P P LY C H A I N
“ Global trade management technology provides shippers with greater agility and reaction speed to find new suppliers” — Oscar Sanchez Duran, Senior Principal Research Analyst, Gartner Supply Chain Practice
key component in the supply chain.
have two or three supply points that
Nelson adds that the ability to trans-
creates more complexity in the supply
port goods across borders quickly and
chain and enables you to do business
efficiently and provide an edge over
with more than one country at a time
competition is vital. “Getting goods
to mitigate against unprecedented
from one place to another quickly and
situations occurring.” Oscar Sanchez
efficiently is a huge advantage, particu-
Duran, Senior Principal Research
larly in the current times,” he explains.
Analyst, Gartner Supply Chain Practice,
“In the new environment, with disrup-
believes that global trade management
tions across the entire supply chain,
is essential to help navigate the cur-
you end up having a lot of variations
rent ‘new normal’ climate. “We’ve seen
in sourcing. 10 years ago, you could
how countries in different regions
have had one point of supply in China
have closed their borders at different
that was consistent, however, now,
times, and now while some parts have
you can hedge against that disruption
relatively come back to normal oth-
from pandemics and other disasters
ers are still on that journey, affecting
that could be out there. It’s wise to
how shippers source products and w w w.suppl yc ha i ndi gi ta l. com
49
GLOBAL TRADE MANAGEMENT
raw materials from their suppliers or
check if it is compliant to trade with
how businesses transform their prod-
them, classify the products and doc-
ucts to supply increasing demand for
ument to meet all legal requirements
products like PPE, hand sanitisers,
for customs regulations or calculate
etc., or to simply capitalise on market
the landed costs of their products.”
instability,” he explains. “Global trade
Despite the clear benefits, Ashu-
management technology provides
tosh Dekhne, Partner in McKinsey’s
shippers with greater agility and
Operations Practice, highlights that
reaction speed to find new suppliers,
there are still challenges due to the
50
AUGUST 2020
Five key advantages of global trade management 1. Streamlined screening of export orders Firms without a global trade management software system must manually screen every sales order from an international customer to ensure that the customer and associated parties aren’t on the sanctioned party list published by various government agencies. Delays such as this can add days to an organisation’s order-to-cash cycle time, affect cash flow and impact revenue. Through a global trade management system, as soon as a sales order comes through, it instantly clears the sales order for shipment or flags it for export compliance issues. 2. Elimination of order processing delays Once the export order is ready to be shipped, the organisation must ensure that all export documentation is completed and that any filing, like Shipper’s Export Declaration, is done correctly. A global trade management system allows all activities to be done correctly, so all shipments can be delivered on time. 3. Visibility into landed costs Without a global trade management system, landed costs must be inputted manually. This means that actual costs, such as product pricing, rebates and discounts don’t always get factored into decision-making. Without that visibility, companies could be losing money on a product they think is profitable. 4. Reduction of inbound delays An import shipment that lacks accurate paperwork can be significantly delayed at customs. If a company experiences such delays frequently, it is forced to either carry excess inventory or incur more stock-outs. Delays in inbound shipments are particularly expensive for companies in industries where product life cycles are short. 5. Streamlining financial trade Letters of credit are vital to conducting business with an international customer. Delays from collecting cash from international shipments due to incorrect documentation can be expensive. Through a global trade management system, this streamlines the process for collecting and filing the documentation and ensuring the paperwork is correct.
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51
GLOBAL TRADE MANAGEMENT
52
“ Managing this complexity requires detailed knowledge of international trade policies, agreements, and tariffs” — Ashutosh Dekhne, Partner, McKinsey Operations Practice AUGUST 2020
quantity of steps required to create products and move them from their origin to their end consumer. “Managing this complexity requires detailed knowledge of international trade policies, agreements, and tariffs, along with the ability to effectively coordinate the physical distribution of products and the flow of information needed to track the delivery,” says Dekhne. “Most companies have fragmented systems and limited visibility into end-to-end flows, which can create challenges
Global Trade & Logistics What is Global Trade? CLICK TO WATCH
|
3:37
53
for managing supply chains effec-
trade management capabilities. It’s
tively and efficiently.” Nelson adds
becoming more core and integrated
there has been significant evolu-
with business planning processes
tion about the definition of global
and that ultimately improves visibility
trade management over the last
into the supply chain.”
few years. “It was traditionally a standalone capability. Companies would have an ERP system, a planning system and one of those full time capabilities was global trade management,” he explains. “However, now, we’re seeing integrated supply chain software companies harness more supply chain visibility and global w w w.suppl yc ha i ndi gi ta l. com
P R O C U R E M E N T/ T E C H N O L O G Y
54
Combining human and artificial intelligence in procurement WRITTEN BY
AUGUST 2020
WILL GIRLING
55
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P R O C U R E M E N T/ T E C H N O L O G Y
Omer Abdullah, Co-Founder of The Smart Cube, discusses how the future of procurement will be determined by humans and machines working harmoniously
56
A
s supply chains begin to adjust to the requirements of the post-lock-
down world, many companies will be exploring the best ways to streamline their procurement models. Those who had previously hesitated in developing a digital
transformation strategy will probably find themselves compelled to explore the technological advantages of blockchain, internet of things (IoT) assets, artificial intelligence (AI) software, cloud computing and more. However, whilst adopting these new technologies is the foundation for change, it is not the end of the road. Transforming procurement is an interconnected process involving both tech and the innovative utilisation of human talent. It is only by properly synthesising these two aspects that supply chains can be adequately reimagined. AUGUST 2020
57
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“It is only by properly synthesising technology and human talent that supply chains can be adequately reimagined�
The Smart Cube is a research and
industry-leading expertise to deliver
analytics organisation dedicated to
tailored solutions for clients across
helping companies navigate the com-
specific sectors. Currently working
plex world of modern business.
closely with almost one-third of the
Founded in 2003, the company com-
Fortune 100, The Smart Cube excels
bines cutting-edge tools, research
at helping others add value and gain a
methods and analysis with
competitive edge in the market 59
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P R O C U R E M E N T/ T E C H N O L O G Y
60
decision-making. When Omer
the supply chain broadly,” recalls
Abdullah, Managing Director, co-
Abdullah. “We realised that we could
founded the company in 2003 with
provide ongoing intelligence and ana-
Gautam Singh, CEO, and Sameer
lytics to organisations, but also pull
Walia, it was based on the joint-realisa-
everything together with high value
tion that leading companies still
thought leadership and insight devel-
required fundamental insights, advice
opment work.” Reflecting on the
and guidance when navigating the
journey The Smart Cube has under-
modern market. “What we saw was this
taken over 17 years, he states that he is
need for ongoing research and analyti-
proud of growing the company to over
cal support that organisations clearly
500 people and opening offices in
needed, especially in procurement and
India, Romania, the UK and the US.
AUGUST 2020
T H E SMART CU BE
Omer Abdullah is the MD of The Smart Cube, which was co-founded with Gautam Singh, CEO, and Sameer Walia in 2003. Earning a BBA degree in Business Administration from the University of Macau and an MBA in Corporate Strategy and International Business from the University of Michigan (1993-1995), Abdullah began his career as a Principal at A.T. Kearney management consultancy (now called ‘Kearney’). Having gained almost a decade of experience, he decided to take a chance on a career change with The Smart Cube and hasn’t looked back since. Responsible for the deployment of the company’s supply chain and procurement solutions to companies in the CPG (consumer packaged goods), retail, industrial and life sciences sectors, Abdullah is an expert at unlocking value within supply chains.
“ Our most successful engagements are those relationships where we operate as a true extension of their team” — Omer Abdullah, Co-Founder/MD, The Smart Cube
Recognising that collaboration is vital when seeking new advantages in the market, Abdullah states that The Smart Cube operates in a way which facilitates a truly symbiotic relationship. “Our most successful engagements are those relationships where we operate as a true extension of their team,” he says. “We’re doing work that supports them from a strategy, category management and procurement perspective whilst simultaneously building understanding w w w.suppl yc ha i ndi gi ta l. com
61
P R O C U R E M E N T/ T E C H N O L O G Y
“ The idea behind Amplifi was to codify information and support clients to do higherorder, more intelligent work” — Omer Abdullah, Co-Founder/MD, The Smart Cube
62
in a way which positively benefits
credibility with internal stakeholders via
aspects such as sourcing execution.” In
a fact-based, database approach.”
practice, this helps The Smart Cube to
This highly informed method of oper-
elucidate the value of specific KPIs and
ating is likely to become ever-more
vendors; the burning question the com-
invaluable as supply chains continue to
pany wishes to ask its clients is not just
adjust to the new post-COVID-19 world.
‘what do you want to do?’ but rather
As market volatility makes formulating
‘why do you want to do it?’. It is only
a commodity forecast strategy difficult,
through truly understanding a client’s
The Smart Cube’s ability to provide
motives, Abdullah claims, that you can
insights into fixed and variable costs
deliver the added value they are looking
will be essential. “I think what’s been
for. “There’s a level of trust which makes
interesting over the course of the
our way of operating a true partnership.
COVID-19 crisis is how well we’ve been
Through that, we’ve delivered tens of
able to help customers respond to
millions of dollars in savings over the
these very immediate and pressing
years and that’s the quantitative benefit.
challenges,” says Abdullah. A natural
However, our qualitative impact derives
consequence of close collaboration
from deeper understanding and
and far-reaching industry expertise,
AUGUST 2020
knowledge with state-of-the-art tools and advanced analytical capabilities, Amplifi can be utilised proactively by staff to deliver value to clients or responsively to generate data and context. Remarking on the decades of industry know-how which drive Amplifi, Abdullah adds that one of the main benefits of The Smart Cube’s OIE is that it circumvents the need to ‘reinvent the wheel’ with every enquiry. Able to access a wealth of procurement intellithe company demonstrates that
gence and resources, companies can
greater levels of efficiency are a benefit
forecast the best route for weathering
to this way of working. Consequently,
supply chain disruption or fluctuation.
the pandemic has enabled a busy work
Originally only available to the compa-
period for the company and allowed its
ny’s clients but now, in the wake of
service level to shine. “Some of the
COVID-19-related disruptions, is now
best pieces of feedback I’ve received
available to the global procurement
were in recognition of our fast
community on a freemium basis with
response. When a client has a problem,
three levels (Essential, Professional and
they call The Smart Cube and a day or
Unlimited). “The idea behind Amplifi was
two later we’ll deliver a solution,
to codify information and support cli-
whether that’s cost-saving, moving a
ents to do higher-order, more intelligent
supplier base or even finding alterna-
work,” Abdullah states. “It’s fundamental
tive suppliers,” explains Abdullah.
information that gives you the lay of the
Sitting at the technological heart of
land: market size structure, growth
The Smart Cube is Amplifi PRO, the
rates, etc. We’re giving companies the
company’s organisation intelligence
opportunity to sign up and find this
engine (OIE). Combining deep
information themselves.” w w w.suppl yc ha i ndi gi ta l. com
63
P R O C U R E M E N T/ T E C H N O L O G Y
T HE SM ART CU BE
According to The Smart Cube’s website, Amplifi PRO “supports practitioners across the procurement function, including sourcing managers, category managers, category buyers, supplier risk managers, and Centre of Excellence teams.” Designed to provide a rich, fulfilling and enhanced user experience, the platform’s features include: • A resource centre specifically for COVID-19-related information. • Regularly added topical content on important issues. • Over 75 reports on sustainability and innovation. • Price and market data on more than 1,200 commodities. 64
• A selection of documents by membership events specialist CASME, including insights from other procurement companies. • Customisation features for individual users. In a press release, Gautam Singh said, “Amplifi PRO was designed to accelerate decision-making for our procurement clients. Now, we are offering this fantastic resource to the global procurement community, with enhanced category intelligence, practical tools and an intuitive user experience. In this time of major supply chain disruptions, more buyers and suppliers having access to essential procurement intelligence and being better-informed benefits everyone.”
AUGUST 2020
Amplifi PRO: On-demand digital procurement intelligence platform CLICK TO WATCH
|
3:20
65
“ The Smart Cube’s enhanced analysis will allow us to access deeper insights and do things that other people cannot do” — Omer Abdullah, Co-Founder/MD, The Smart Cube
The data-rich advantage of a solution like Amplifi is that it brings procurement firmly into the digital era, whereas before, Abdullah posits, it has often lagged behind because of more traditional operating methods. “What’s interesting on the digital side is that we see a huge spectrum in terms of progress. Even though you might think that Fortune 100 companies would be quite advanced in their digital transformation, for procurement this is often not the case.” Nevertheless, with companies able to generate large quantities of data across their supply chain via w w w.suppl yc ha i ndi gi ta l. com
P R O C U R E M E N T/ T E C H N O L O G Y
66
AUGUST 2020
However, this is only half the story and The Smart Cube’s success has and will continue to depend on the synergistic relationship between its technology and aforementioned work ethic. With primary and secondary research capabilities in multiple languages, financial research, quantum modelling, data analytics, predictive and prescriptive modelling work and even a patent research team, it is the integration of human and artificial intelligence (HI and AI) that Abdullah considers ‘the key’ to a transformative supply chain. “From a procurement executives’ perspective success is driven by being smart combinations of cloud, IoT and AI,
about which decisions are tackled
organisations like The Smart Cube will
and the reasoning behind decision-
be vital for classifying the value of data
making,” he concludes. “Ultimately, all
and how to use it. “Research and analyt-
of it comes down to being able to
ics have to go together,” he says. “We’re
make better decisions and not look-
no longer in an environment where you
ing for panaceas; to be successful,
can separate qualitative data from
you have to have the mindset that
quantitative data. The Smart Cube’s
says, ’look, I’m going to take the best
enhanced analysis will drive greater vol-
technology, but I also know that I
umes and allow us to work with data in
need the best human talent too’.”
much more productive ways. It’ll allow us to access deeper insights and do things that other people cannot do.” w w w.suppl yc ha i ndi gi ta l. com
67
LOGISTICS
How COVID-19 has transformed the logistics and 3PL industry 68
WRITTEN BY
AUGUST 2020
GEORGIA WIL SON
69
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LOGISTICS
Jaap Bruining, Head of Europe at Coyote Logistics, discusses the business benefits of 3PL services and the industry’s transformation due to COVID-19 “In Europe — and many places around the world — the term “3PL” (third-party logistics) can encompass a wide range of services and 70
shipping solutions,” says Jaap Bruining, Head of Europe at Coyote Logistics. These solutions include the likes of Less than truckload (LTL) and truckload brokerage, intermodal, transportation management, freight forwarding, value-added logistics, warehousing, reverse logistics and final-mile. “3PLs also service a wide range of businesses, both large and small. But, the main takeaways are that not all 3PLs provide all services, and for every facet of the supply chain, there are 3PLs that offer shipper and carrier solutions.” With this in mind, Bruining explains that the global freight market is large, complex, and fragmented. “The higher the complexity, the more attractive it is to outsource to a 3PL provider. Taking Coyote as an example: we ship AUGUST 2020
71
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10,000 loads per day and have a global
explain when 3PL services are beneficial
team of 200 IT staff to continuously
for both carriers and shippers:
improve processes and with that our
“For carriers, keeping their trucks
customer and carrier experience. It’s dif-
loaded and moving profitable freight
ficult to replicate that in-house. Another
is the number one priority. While many
example: if you’re a relatively small com-
work directly with shippers to source
pany with thousands of different
freight, it is extremely difficult to have
customer addresses across Europe, it
every driver loaded in every direction
will be labour intensive to cost effectively
all the time. This is especially true for
outsource this to dozens of different car-
smaller carriers, who do not have the
riers who will each have their own
sales resources or fleet size to build
geographical strengths. That is where
relationships with a huge network of
3PLs come in.” Bruining goes on to
shippers. By working with a 3PL 73
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LOGISTICS
74
provider, carriers gain access to thou-
direct relationships with carriers, they
sands of shippers (and their loads)
do not have the internal resources or
whenever and wherever they need
shipment density to procure 100% of
them. They also get a representative
the capacity they need. 3PLs help to
that manages the entire quoting,
fill in the gaps, as well as provide flex-
booking and tracking process. For
ibility. No matter where they need
shippers, working with a 3PL provider
their goods picked up and where they
gives them access to the carrier
need them delivered, a scaled 3PL
capacity they need. Similar to carriers,
can help quickly connect their ship-
while most shippers will develop
ment to a carrier looking to move a
AUGUST 2020
load in that lane. By handling this entire booking and shipping process, and offering support throughout, 3PL providers give shippers time back to focus on other parts of their business. Additionally, many 3PL providers offer multimodal solutions, which means they can connect shippers to several types of trucks, such as flatbed, lorry, refrigerated van and many others. This dramatically streamlines the procurement process, which lends to cost efficiencies.” When it comes to emerging trends within the industry Bruining contemplates that “it is difficult to separate “current trends” and “technological trends” within the standard and thirdparty logistics space. Even trends
“ While we are in the depths of one of the worst economic environments in modern history, we will recover, and we don’t believe it will be in the distant future” — Jaap Bruining, Head of Europe, Coyote Logistics
that are not centred on a tech product are often made possible through technological advances.” For example Bruining details the rise of ecommerce which has been a pervasive force throughout the global supply chain, but the level of service is only possible with the use of sophisticated operating , planning and inventory systems. “The e-commerce trend is driving faster, more w w w.suppl yc ha i ndi gi ta l. com
75
LOGISTICS
Coyote Logistics: Helping You Deliver on Your Promises CLICK TO WATCH
|
1:03
76 efficient shipping, high inventory turnover and inventory staged in forward locations near consumers. There has been a huge influx of 3PL providers to help support this incredibly complex supply chain, providing a wide range of service.” As a result, “ecommerce has amplified the importance of the supply chain function in almost every business that ships physical goods. Some companies are choosing to make tremendous investments to build out the function internally, while many others are looking to 3PLs to outsource the function.” AUGUST 2020
“As the world becomes increasingly
THE IMPACT OF COVID-19 AND HOW IT IS TRANSFORMING THE LOGISTICS AND 3PL INDUSTRY
globalised, and consumer demand for
With the effects of COVID-19, signifi-
fast and free shipping keeps climbing,
cantly impacting supply chains around
so does the demand for 3PL services.
the world, Bruining explains that “the
Not only does the industry continue
shock to international supply chains
to grow, but 3PLs share of shippers’
since the pandemic broke out has
routing guides continues to grow.
been unparalleled. In April, global air
3PLs are also expanding their scope
freight capacity was down 38.7% year-
of services, giving shippers access to
on-year as passenger flights were
more solutions without managing
taken out of commission, causing air
more relationships.”
freight rates to surge. ‘Almost all trade
Another trend that Bruining has seen emerge is the demand for flexibility.
77
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LOGISTICS
ACTIO N S F O R S H I P P E R S T O TAK E I N P REPAR AT I O N FO R T HE B O U N C E BACK PO ST COVI D-19 • Develop a thorough return-to-work strategy - whether you are totally dormant right now, or just have some portion of your workforce operating remotely, you need to document your process and communicate it with your employees • Contact your strategic providers - whether it’s a supplier or a carrier, you need to know what will be available to you in the coming months, both in terms of inventory and how you’re going to move it • Add f lexibility - find out ways to simplify production. Pare back product lines and minimize SKU counts. Make the shift with a mind towards in-home consumption. Work with providers that are going to be able to help you pivot quickly 78
– Jaap Bruining, Head of Europe, Coyote Logistics
lanes across the world are seeing dou-
Bruining, who describes the phases
ble-digit air cargo capacity declines
Europe has experienced so far. “In
compared to last year,” says Philippe
Europe, we have seen two phases, the
Gilbert, President of Supply Chain
first phase was in March where not
Solutions at UPS (Coyote Logistics’s
only facilities closed but also borders
parent company).
got difficult to cross for trucks. During
“With transatlantic air cargo capacity
this phase there was a lot of confusion
down 44% from the United States into
and uncertainty and conditions from
Europe, and 58% in the reverse direc-
the people driving the trucks were very
tion. Charter rates are running four to
tough. We are now in the second
six times higher than normal, though
phase, most unclarities around border
we expect rates to come down as pas-
crossings have been resolved. That
senger air capacity recovers some
said, a lot of facilities are still closed,
ground in the coming months,” adds
with some industries hit significantly
AUGUST 2020
“ The higher the complexity, the more attractive it is to outsource to a 3PL provider” — Jaap Bruining, Head of Europe, Coyote Logistics
chances of emerging from the pandemic in good shape.” As a result of the pandemic, Bruining has seen the deployment of robotic process automation (RPA) and autonomous vehicles for moving and storing products accelerate further. “Although the trend lines were
harder than others, resulting in a sharp
already in place, the reality of managing
drop in demand, estimated to be
supply chains in the era of COVID-19 has
around 30% across Europe. Carriers
dramatically upended old ways of doing
have been struggling during this phase
things. Take physical distancing and
but as we see a gradual opening up of
stay-at-home orders, which are already
facilities, demand is slowly recovering.
having a deep impact on distribution and
As a result of all of this, there has been
logistics. Warehouses that use robots
a need for the industry to handle the
may not only be more efficient but might
situation dynamically.”
be less likely to shut down if workers get
Since the outbreak of COVID-19, Bruining states that the pandemic has certainly been testing the global supply chain, highlighting the importance of innovation. “From a desire for greater resilience to the accelerated adoption of warehouse automation and alternative transportation modes, the crisis is throwing open a new world of challenges and possibilities. But it’s not only about improving supply chain resilience, it’s also about driving innovation at the same time. Companies that double down on innovation now will maximise their w w w.suppl yc ha i ndi gi ta l. com
79
LOGISTICS
“ This has been the most difficult shipping environment for supply chain and logistics professionals in our observed history” — Jaap Bruining, Head of Europe, Coyote Logistics
80
online chatting, video conferencing and EDI/API integration. We have also seen customers finally accepting to move from paper to digital invoicing and PODs. As a company with a heavy foundation in technology is a big advantage to us.”
THE FUTURE OF 3PL LOGISTICS IN A POST COVID-19 WORLD
sick.” With supply chains being reconfig-
Without a doubt Bruining states that
ured in response to the pandemic,
“this has been the most difficult ship-
Bruining predicts many organisations will
ping environment for supply chain and
relocate their operations to regions
logistics professionals in our observed
where free trade agreements are in
history, but as an industry, we’re con-
place, particularly for companies now
tinuing to produce and deliver the
reviewing the finer detail of their supply
essential goods that we all need to sur-
chains. For similar reasons, an increased
vive. As tough as the previous quarter
appetite for shorter supply chains is
has been, and though we are far from a
expected to drive a rise in nearshoring.”
full recovery, we believe that we have
Undoubtedly, like many others Bruining has witnessed an acceleration
passed through the trough and have begun the climb upwards.”
in the digitalisation of processes, not just
With COVID-19 revealing for many
in terms of consumer behaviour but also
organisations that they have a lack of
within companies. “What we have been
visibility in the further reaches of their
seeing is that on the carrier side, carriers
supply chain, Bruining expects to see a
have become much more interested in
move toward improved visibility as the
engaging digital freight brokers like
pandemic unfolds. “Technology has a
Coyote Logistics. On the customer side,
key role to play here. Advanced data
we see people moving from telephone
analytics will prove pivotal in helping
communication and meeting in person to
firms gain more visibility into their
AUGUST 2020
81
supply chains and better mitigate
with alternative manufacturers, allow-
anticipated disruption. Strengthening
ing you to shift operations more quickly
communications with Tier 1 suppliers is
in response to disruption.�
another vital element of improved vis-
Other expectations that Bruining
ibility. When dealing with primary
sees for the future of supply chains
suppliers, it’s important to properly
and logistics is “a greater focus on
understand where they source from
inventory management, with lights-out
and any supply chain risks associated.
warehousing and redundant inventory
Being able to act on this information
becoming commonplace. The adop-
will ultimately increase the resilience of
tion of lights-out warehousing, where
your extended supply chain. This may
facilities depend increasingly on auto-
mean diversifying your supply chain by
mation and require few staff, alongside
proactively developing relationships
an emerging appetite for redundant w w w.suppl yc ha i ndi gi ta l. com
LOGISTICS
82
AUGUST 2020
ACTIO N S F O R S H I P P E R S T O TAK E I N PREPAR AT I O N FO R T HE B O U N C E B ACK PO ST COVI D-19 • Have a solid understanding of what money is owed to you - now more than ever, every pound counts, make sure the well-deserved revenue you earned is getting into your account • Re-examine your network needs - things have changed dramatically over the past few months, and the usual lanes you used to run may no longer be valid, make sure you have a clear understanding of what your network looks like today • Have a strategic call with your shippers - if you work with shippers, especially those that are not currently shipping, reach out to see what their forecasted needs are, go beyond a ‘what-can-I-get-this-week’ and try to get a realistic look into their supply chain needs for the remainder of the year – Jaap Bruining, Head of Europe, Coyote Logistics
“ From a desire for greater resilience to the accelerated adoption of warehouse automation and alternative transportation modes, the crisis is throwing open a new world of challenges and possibilities” — Jaap Bruining, Head of Europe, Coyote Logistics
inventory—or excess stock—mark what some suggest will be a swing away from an outright emphasis on efficiency to a more nuanced approach to supply chain health.” Bruining concludes that “while we are in the depths of one of the worst economic environments in modern history, we will recover, and we don’t believe it will be in the distant future.”
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83
T O P 10
P2P Platforms 84
Supply Chain Digital looks at 10 of the leading P2P platforms globally, in no particular order WRITTEN BY
SEAN GALEA-PACE
AUGUST 2020
85
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T O P 10
HQ
SWEDEN
350
NUMBER OF EMPLOYEES
86
10
Wax Digital PAUL ELLIS, MANAGING DIRECTOR
Wax Digital is a leading global provider of cloud-based spend management solutions. Wax Digital web3 Purchase to Pay brings automation to the entire procurement process, rapidly delivering cost and resource savings, while eliminating maverick spend, increasing spend visibility and decreasing manual process. The web-based purchase order system provides an intuitive consumer shopping experience to ensure that employees can quickly and easily meet their needs for products and services from the right suppliers at the right prices.
AUGUST 2020
HQ
FINLAND
1,349 NUMBER OF EMPLOYEES
87
09
Basware KLAUS ANDERSEN (CEO)
Basware delivers world-class financial supply chain solutions and its platform provides 100% spend visibility. Basware collects financial data across the entire operation in one single platform. The organisation helps companies save money, make growth a reality and propel business to the next level through its market-leading P2P solutions. Basware’s solution also featured as a ‘Leader’ in Gartner’s Procure to Pay Magic Quadrant 2019.
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T O P 10
HQ
CALIFORNIA, USA
1,300 NUMBER OF EMPLOYEES
89
08
Coupa ROB BERNSHTEYN (CEO)
Coupa’s cloud-based unified suite provides a Procure to Pay solution that connects an entire organisation’s spend - from sourcing and requisitions to invoicing and payments. Coupa’s process flow integrates with multiple ERPs, which allows for a single Procure to Pay across all suppliers, for every employee and business need. Through Coupa’s P2P system, it offers a range of benefits, including better spend optimisation, more savings and a higher ROI.
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T O P 10
HQ
NORTH CAROLINA, USA
1,100 NUMBER OF EMPLOYEES
90
07
JAGGAER JIM BUREAU (CEO)
JAGGAER provides a world-class P2P solution that allows companies to simplify processes, gain organisational efficiency and drive cost savings. Jaggaer’s JAGGAER ONE solution offers procurement leaders and suppliers full digital transformation across the entire procurement spectrum. Its modular solutions and unified digital platform integrates easily with ERP and accounting systems to help organisations build a fluid supply chain. The solution is focused around key procurement activities, such as the buying experience, superior workflow capabilities and other eprocurement features that harnesses innovation and forward-thinking. Having been named a ‘Leader’ in Gartner’s Procure to Pay Magic Quadrant 2019, JAGGAER delivers four primary capabilities: epurchasing functionality, access to catalog content, electronic invoicing and accounts payable invoice automation.
AUGUST 2020
HQ
CALIFORNIA, USA
2,500 NUMBER OF EMPLOYEES
91
06
Ivalua DAVID KHUAT-DUY (CEO)
Through Ivalua’s Procure to Pay solution, it empowers users, suppliers and procurement to achieve an efficient and effective process through a complete platform. Recognised as a ‘Leader’ in Gartner’s Procure to Pay Magic Quadrant 2019, Ivalua’s P2P solution is key to enabling and sustaining broader procurement value. Ivalua empowers its users through a digital buying experience and streamlining the full account’s payable process, while integrating seamlessly within an organisation’s ERP system.
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HQ
CALIFORNIA, USA
242,371 NUMBER OF EMPLOYEES
05
93
Infosys SALIL PAREKH (CEO)
Infosys is a global leader in next-generation digital services and consulting. The organisation helps clients in 46 countries navigate their digital transformation journeys. Its Procure to Pay outsourcing service spans the entire spectrum of accounts payable processes - from scanning to processing invoices, vendor queries, master data management and claims management, while ensuring on-time payment, minimising value leakages and enhancing vendor and employee satisfaction. Its Procure to Pay services deliver business value by reducing the cost of operations, helping attain world-class cost structures and introduce effective controls.
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T O P 10
HQ
CALIFORNIA, USA
136,000 NUMBER OF EMPLOYEES
94
04
Oracle LARRY ELLISON (CEO)
Oracle is a leading IT company that strives to deliver tomorrow’s emerging technologies today. Since 1977, Oracle has helped people to see data in new ways, discover insights and unlock endless possibilities. Oracle’s Procure to Pay is an integrated solution that links purchasing and payables to maximise return on invested capital. Through Oracle’s Procure to Pay platform, organisations can reduce cost to improve margin, streamline Procure to Pay processes to enhance working capital and drive compliance to optimise asset usage.
AUGUST 2020
HQ
NEW YORK
352,600 NUMBER OF EMPLOYEES (2018)
03
IBM
95
ARVIND KRISHNA (CEO)
IBM Procurement Services can help transform companies into a cognitive enterprise. Through accessing refined, real-time data, IBM can deliver a highly personalised user experience that can learn over time. IBM’s global spend category expertise can optimise spend savings for businesses through intelligent workflows. IBM can reduce business costs and meet the challenges of global enterprises through effective, data-driven Procure to Pay operations. This helps improve the user experience, increase compliance and gain insights through cognitive solutions. IBM strives to develop innovations that matter not only for its own growth, but for its clients and for the world. IBM’s procurement and strategic sourcing services, provide end-to-end solutions that have been digitally reinvented with technology, analytics, cognitive insights and IBM Design Thinking.
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E M E A | A P A C | | APAC N O R T H | A EMEA MERICA AMERICAS FIND OUT MORE
FIND OUT MORE
T O P 10
GEP SUBHASH MAKHIJA (CEO) GEP is the leader in unified procurement and supply chain solutions for direct and indirect spend. GEP’s unified approach to procurement and supply chain 98
solutions delivery - integrating strategy, software and managed services - helps clients achieve their strategic, operational and financial objectives. GEP’s Procure to Pay outsourcing services help drive greater efficiency across all P2P processes, from the point of order to the point of fulfillment and payment. GEP SMART unifies the order-to-invoice process with the source-to-contract process, effectively connecting every order to a contract, to a plan and to a target. It provides full procure-to-pay functionality - from item search to invoice matching and payment authorisation - with best-in-class user experience.
AUGUST 2020
HQ
NEW JERSEY, USA
2,000 NUMBER OF EMPLOYEES
99
We are GEP | Are you one of us? CLICK TO WATCH
|
3:04
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T O P 10
100
SAP Ariba Live at SAPPHIRE NOW Converge – The Procurement Channel CLICK TO WATCH
AUGUST 2020
|
0:16
SAP Ariba CHRIS HAYDON (PRESIDENT OF SAP PROCUREMENT SOLUTIONS) 101 SAP Ariba allows its customers to connect to the largest B2B network, creating dynamic, digital collaboration with millions of suppliers and trading partners worldwide. SAP Ariba Buying and Invoicing is an easy-to-use software solution that sets the standard for all other procurement software offerings. It is user
HQ
CALIFORNIA, USA
5,000 NUMBER OF EMPLOYEES
friendly, with streamlined catalog maintenance and a configurable interface. SAP Ariba’s P2P solution can allow organisations to become more agile by providing better control over global spend through flexible management and visibility tools. SAP Ariba Buying and Invoicing also helps to simplify commerce by consolidating and managing each phase of a company’s Procure to Pay process.
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102
MOLSON COORS: CREATING COMPETITIVE ADVANTAGES WRITTEN BY
WILL GIRLING PRODUCED BY
STUART IRVING
AUGUST 2020
103
www.suppl yc ha i ndi gi ta l. com
MOLSON COORS
WE SPEAK TOJEANNE CATE, HEAD OF US SUPPLY CHAIN STRATEGIC PARTNERSHIPS AT MOLSON COORS
C
urrently the fifth-largest brewing company in the world by volume, the history of the Molson Coors Beverage Company
reaches back to 1774 and brings together the pioneering stories of English Immigrant, John Molson, and German immigrants Adolph Coors 104
and Frederick J Miller. In 2005, Molson merged with Coors, followed by the integration of 100% ownership of MillerCoors in 2016 to create the multinational company as it exists today. Selling 92.1mn hectolitres of product in 2018 and providing employment to more than 18,000 people across regional offices in North America and Europe, Molson Coors is a success story of collaborative business based on a shared passion for making superior-quality beer. Joining the company in 2011, Jeanne Cate has been involved in the brewing industry for most of her career. Graduating from the University of Cape Town with a Bachelor of Science degree in chemical engineering, she secured a position with South African Breweries shortly after and was instantly won over by the genuine craft that making beer AUGUST 2020
105
www.suppl yc ha i ndi gi ta l. com
MOLSON COORS
“ IT’S TRULY A PRIVILEGE TO LOOK AFTER OUR ICONIC BEERS AS WE EXPAND INTO NEW MARKETS” 106
— Jeanne Cate, Head of US Supply Chain Strategic Partnerships, Molson Coors
requires, and the passion and energy of people in the business. “It was just so incredible to work in the brewery in my first position as a brewing engineer,” she says. “I instantly found an appreciation for the science of the brewing process and beer production.” Gaining experience in the industry and going on to become a master brewer, Cate eventually found herself drawn to the research and development (R&D) and innovation aspect of the business, leading this programme on behalf of Molson Coors International. She became a Senior Director of Supply Chain for the Asia Pacific and Africa region in 2018 (based in Australia). “It’s truly a privilege to look after our iconic beers as we expand across international markets.” Cate most recently stepped into a role leading US Supply Chain Strategic Partnerships: “As Molson Coors implements its revitalisation strategy, the US business is looking to achieve consistent top
AUGUST 2020
One Great Family CLICK TO WATCH
|
1:58
107 line growth that enables us to invest in
focused on the longer term objective,”
new opportunities.”
she explains. “Our environment is
Asked how her approach to the role
evolving too fast to be paralysed with
is described, Cate claims that her inno-
short-term incremental thinking or
vation background has been invaluable
be derailed by small upsets. We can’t
in shaping her vision of and approach
be resistant to change if we want to
to supply chain management. Indeed,
become and remain competitive. We
it has proved to be invaluable as
need to thrive in uncertainty and be
Molson Coors embarks on a rigorous
content to stay focused on executing
campaign of new market and category
against a clear strategy while flexing
expansion, as well as operational
around the setbacks.”
innovation. “My R&D experience really
Committed to redefining the art
taught me about taking smart risks and
of brewing as a truly 21st century
developing ideas and approaches in
process, the company is investing in
an agile, flexible way while remaining
new technology and always looking www.suppl yc ha i ndi gi ta l. com
MOLSON COORS
108
for ways to increase the efficiency and
special relationship is software solu-
sustainability of its operations. Molson
tions and consulting company enVista.
Coors’ pledges include making its
A leader in enabling manufacturing
packaging 100% recyclable, reusable
and distribution across supply chains,
or compostable by 2025, mitigating
enVista specialises in optimising
20% of CO2 emissions from its value
efficiencies, saving costs and driving
chain and collaborating as closely as
customer engagement. When the
possible with its partners and distribu-
company needed a collaborator to
tors to create innovative new solutions.
assist with its expansion journey in
“Building relationships and encourag-
the APAC region, it was certain that
ing strong teamwork with our partners
enVista could accelerate the transfor-
has helped to underpin our success,
mation. “We needed a company that is
I think,” Cate says. One such partner
straightforward to work with and has a
with whom the company enjoys a
flexible, customisable approach as our
AUGUST 2020
business grows. They’re truly a partner we can call on at any time.” The COVID-19 pandemic has made many companies reassess what an optimised supply chain looks like and how it operates. Cate says that Molson Coors is building the agile corporate culture necessary to tackle this challenge head-on. “Consumer buying patterns are changing at a very rapid pace and our whole supply chain management has needed to adapt. I think this whole experience will allow Molson Coors to develop
“ OUR ENVIRONMENT IS EVOLVING TOO FAST TO BE PARALYSED WITH SHORT TERM INCREMENTAL THINKING OR BE DERAILED BY SMALL UPSETS AND RESISTANCE TO CHANGE” — Jeanne Cate, Head of US Supply Chain Strategic Partnerships, Molson Coors
E X E C U T I V E P R O FILE :
Jeanne Cate Title: Head of US Supply Chain Strategic Partnerships Company: Molson Coors Industry: Beverages Location: Melbourne Jeanne is a commercially-minded food and beverage supply chain and R&D executive with over 20 years’ experience in international supply chain, endto-end innovation and R&D in product and packaging. She has a proven track record of leading a supply chain across developed and emerging markets through large, regional and diverse teams and multiple operating business models. Jeanne is a pioneering and innovation leader, accomplished in step-changing product, package and process development and the in commercialisation of innovations. www.suppl yc ha i ndi gi ta l. com
109
111 capacity in a volatile marketplace.”
from transactional activities, as well as
Cate explains that Molson Coors
empowering employees to leverage
Beverage Company is executing
data and insights to make decisions,
against a broad revitalisation plan to
evaluate outcomes and quickly adjust
streamline Molson Coors’ operations.
course to achieve continual improve-
“The company revitalisation plan is
ment against key performance
also going to involve improving digital
measures. “Data with the right insights
capabilities, expanding data resources,
help us reduce costs, make faster,
growing our innovation systems and
better decisions and create new prod-
increasing our capabilities in precision
ucts or services to meet customers’
marketing and ecommerce execu-
changing needs.” However, as with
tion.” Augmenting the company’s
all new ideas, approaches will also be
supply chain will include the increased
thoroughly researched, piloted and
utilisation of digital solutions that
tweaked before being fully integrated.
leverage new data and technology capabilities to repurpose effort away
Another core challenge being faced by larger brewing companies www.suppl yc ha i ndi gi ta l. com
MOLSON COORS
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“ CONSUMER BUYING PATTERNS ARE CHANGING AT A VERY RAPID PACE AT THE MOMENT AND OUR WHOLE SUPPLY CHAIN MANAGEMENT HAS NEEDED TO ADAPT” — Jeanne Cate, Head of US Supply Chain Strategic Partnerships, Molson Coors
is competition driven by consumer demand for craft beers which often have fuller flavour, greater variety and more of a local presence. Molson Coors has participated in the craft beer movement and has already achieved great success with its Blue Moon Belgian White brand. Using its superior industry breadth, Cate explains that “the company maintains its edge by really tapping into this opportunity for new growth.” It’s an approach that has paid off impressively in the US market, where Blue Moon is the best selling craft beer www.suppl yc ha i ndi gi ta l. com
MOLSON COORS
“ SUPPLY CHAINS ARE GOING TO BECOME MORE INTEGRATED, WHICH CREATES EXCITING OPPORTUNITIES AND SYNERGIES ACROSS LOGISTICS AND SOURCING” — Jeanne Cate, Head of US Supply Chain Strategic Partnerships, Molson Coors 114
AUGUST 2020
brand and one of the country’s top 10 favourites overall. Demonstrating that the craft market is a profitable investment, Molson Coors is continuing to expand its portfolio of products and has begun introducing them to international markets, having started with Blue Moon in Australia in 2013. Beyond this, committed to maintaining an interesting and diverse portfolio of products, the company has also announced new lines of canned spritzer wines and
is exploring the possibilities of CBD
opportunity will come from the differ-
beverages in the US.
ent mindset and approach that needs
Despite the company’s success
to be implemented: optimising costs,
and popularity, Cate emphasises that
increasing our market share, meeting
there is still a lot of work to be done
customer expectations and creating
and that the evolution of its supply
potential competitive advantages.”
chain will be critical as it continues to
Cate is convinced that, by clearly
adjust to rapidly changing consumer
defining the company’s vision for the
buying patterns. “Supply chains are
future and realising what capabilities a
going to become more integrated,
modern supply chain will necessitate,
which creates exciting opportunities
Molson Coors will be adopting a mind-
and synergies across logistics and
set rooted in growth and flexibility,
sourcing,” she states. “Our biggest
with an accommodating attitude that will allow it to stay relentlessly focused on its long-term goals. “Innovation isn’t just a single process applied to a specific area of the business,” Cate concludes. “It’s the result of capabilities existing within the company, which then enable ideas to be successfully developed and operationalised. Supply chain transformation is no different.”
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115
116
Inside McAlpine Hussmann’s supply chain transformation
AUGUST 2020
117
WRITTEN BY
HARRY MENEAR PRODUCED BY
STUART IRVING
www.supplychaindigital.com
MCALPINE HUSSMANN
Supply Chain Digital talks to Calum Laird, Supply Chain Transition Manager at McAlpine Hussmann, about the company’s bold supply chain evolution
T
he modern company is only as good as its supply chain. Once the province of a monthly meeting by the accounting
department - and otherwise left to the attention 118
of a warehouse manager or individual department heads – supply chain management has undergone a radical transformation over the past decade. Driven by a global rise in ecommerce demand, a heightened need for efficiency and the increased potential for technology like AI and cloud computing, the supply chain space has rapidly become a key differentiator between successful companies and those destined for obsolescence. Founded in the mid 1930s, New Zealand-based commercial refrigeration solutions provider McAlpine has been providing industry-leading services to the region for more than 85 years. Now a part of Hussmann Inc and owned by Panasonic, McAlpine Hussmann is undertaking a series of bold initiatives to digitally transform and radically modernise its supply chain. AUGUST 2020
119
1932
Year founded
$95mn Revenue in NZL dollars
300
Number of employees www.supplychaindigital.com
MCALPINE HUSSMANN
“Up until now, the company hasn’t had a dedicated supply chain focus,” says Calum Laird, who has been serving as the Supply Chain Transition Manager at McAlpine Hussmann since February of this year. A supply chain, logistics and warehousing veteran, Laird has been brought on board by McAlpine Hussmann to orchestrate a multi-faceted transformation of the company’s supply chain that involves tackling warehouse management, a significant software implementation, 120
McAlpine: Digital Transformation CLICK TO WATCH
AUGUST 2020
|
2:32
redesigning procurement process and driving a cultural shift in a company with a long-serving employee base. “There’s a lot of history here, and a lot of people in the business have been here for 20 to 30 years,” he explains. “From a supply chain specific perspective, I’m involving and engaging with everybody that I can, because I know that there’s nothing worse than having some random newbie come in and say ‘this is how we’re doing things now.’” We spoke with Laird to discuss the transition, and the ways in which
“ We want to make sure that every part of our business is connected, interlinked and using every part of the technology that’s available” — Calum Laird, Supply Chain Transition Manager, McAlpine Hussmann
harnessing the power of technology, procurement transformation and change management are poised to radically empower the McAlpine Hussmann supply chain to embrace the ideology of continuous improvement to further create value for its customers and clients. “There’s a four pillar workstream that I’m running with as part of this project,” Laird explains. “There’s procurement, warehousing, SAP and technology, and then people and culture.”
www.supplychaindigital.com
121
MCALPINE HUSSMANN
E X E C U T I V E P R OF IL E :
Calum Laird Title: Supply Chain Transition Manager Location: Auckland, New Zealand
122
My background is varied across a range of supply chain areas from backend retail procurement, inventory management through FMCG, construction sectors and service provider in specialized third party logistics. Over the past 20 years the desire for continuous improvement, business growth and development has built my foundations to ensure that where my career bases me sees the supply chain as an efficient enabler of sales. Right now that base is McAlpine Hussmann. Outside of the office I am a keen BMX rider that despite the occasional visit to hospital services, has been a lifelong passion. I speak some almost tolerable Portuguese at a basic conversation level, Portuglish to my wife and in-laws. I’m always keen to learn from and about people, over coffee or drinks in all sorts of environments, our stories and histories are all as interesting and unique as those they belong to. A spirit of supporting others features heavily in my life having consulted to non-profit organisations and getting involved in community based projects locally. Equally as comfortable in boots and oilskin fixing fences as I am in a boardroom there is a diverse range to the way I live. Chances are if we’ve worked hard together, I’ll offer you a cold beer and a laugh.
AUGUST 2020
WAREHOUSING AND PROCUREMENT
function. As companies scale, decen-
So far, McAlpine Hussmann’s procure-
tralised procurement strategies have
ment function has largely operated with
a tendency to create silos which can
a pre-Industry 4.0 methodology. “For
create major logistical pain points.
a long time, because they know their
“Right now one of our major pain points
product better than anybody, individual
concerns space constraints at our main
departments have been handling
warehouse in Auckland. Part of that
their own procurement,” says Laird. “It
stems from that decentralised procure-
makes sense to some degree, but it
ment function where we’ve got different
also means that the synergies aren’t
things happening in different divisions
really there to streamline that activity
at the same time, but without everybody
and make it the most efficient operation
knowing about it at the same time,” says
that it can be.” One of Laird’s main goals
Laird. “We’ve got things that have been
revolves around the process of cen-
scheduled arriving at the same times as
tralising the company’s procurement
things that are a surprise to us.”
On-Shelf Availability Optimization VUSION - SES-imagotag CLICK TO WATCH
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1:20
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MCALPINE HUSSMANN
“ One of the things that’s highly important within our partner ecosystem is valuing quality relationships” — Calum Laird, Supply Chain Transition Manager, McAlpine Hussmann
In a business like McAlpine Hussmann, this can be a particularly bitter pill, as the company operates by necessity on a project basis. “We obviously don’t just sit around with thousands of freezers waiting for someone to build a supermarket,” explains Laird. McAlpine Hussmann’s warehousing and procurement strategy relies on the company’s ability to receive product and then ship it out to be used in projects with a quick turnaround. “The actual stock we hold long
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SPECIALIST REFRIGERATION WHOLESALERS Refspecs is a specialist refrigeration and air conditioning wholesaler, selling spare parts and capital equipment to the trade both locally in New Zealand and exporting throughout the Pacific
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REFSPECS ARE PROUD TO BE A KEY SUPPLIER TO MCALPINE HUSSMANN SINCE 2010
McAlpine: Smart Storage Use CLICK TO WATCH
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1:44
125
term is predominantly spare parts.
The nature of this cargo can also
We’re talking about very small bits and
prove challenging, Laird notes. Earlier
pieces in storage and everything else
in his career, he was part of the pro-
is quite transitory,” he clarifies. “We
curement function of one of New
might have 20 refrigerated display
Zealand’s major beverage distributors.
cases today and those might be gone
“Slinging beer and wine, for example,
tomorrow. Then, the day after that
is easy because there’s standardised
we’ll have a bunch of trough freezers
sizing pretty much across the whole
on their way to a different supermar-
world. It’s usually 672 750ml bottles of
ket. The transformation I’m overseeing
wine to a palette, or twice as many if
right now is based around ensuring
you’re dealing with 375ml cans or bot-
that this facility is able to manage a
tles and if you buy and sell X-amount of
transient and ever-changing size and
wine, you know within a few millimeters
volume of cargo.”
how much space that’s going to take www.supplychaindigital.com
MCALPINE HUSSMANN
up,” he recalls. This contrasts massively to the variation across refrigeration or HVAC unit ranges, where the length, depth and height all vary more or less from unit to unit. “You’ve got everything from ice machines to serve-over cases and freezer troughs. The product range is monstrous,” he laughs. This diversity is further compounded by the fact that most of McAlpine Hussmann’s customers require customised products. “A particular supermarket might want to have a particular coloured bumper they 126
want to use on the front of a unit for trolley protection. All these things are handled on a case by case basis,” Laird explains. “It wouldn’t be feasible for a company like McAlpine Hussmann to be sitting around with a hundred thousand square metre warehouse stacked full of all these ludicrously expensive and specialised units. It just wouldn’t work.” Redistributing stock in a way that enables this fast turnover, highly transient style of warehouse operation is a key factor in successfully solving the company’s supply chain pain points. Laird notes that communication between business units and an amalgamation of procurement functions will go a long AUGUST 2020
way towards ameliorating this situation. However, in order to create the visibility and cross-company data integration to support positive change, McAlpine Hussmann’s technological capabilities will also need to be overhauled.
TECHNOLOGY TRANSFORMATION “While the space constraints and procurement transformation are very physical things we’re dealing with, we’re also rolling out a massive software and digital communications implementation as well,” says Laird. “We want to make sure that every part of our business is connected, interlinked and using every part of the technology that’s available.” At the heart of this implementation is McAlpine Hussmann’s adoption of SAP’s ERP, MRP, inventory management and warehouse management solutions. In turn these will be integrated with Salesforce’s CRM suite. “The transition to SAP is going to put us light years ahead of where we have been. It allows for real time transfer of all information,” comments Laird. “Our technicians who are out on the road - if they need a particular part to fix a breakdown that they’ve been called www.supplychaindigital.com
127
MCALPINE HUSSMANN
VI SI O N
128
“There’s amazing technology that’s getting invented every single day,” says Laird. As a digital transformation manager, Laird says that he sometimes encounters problems around the subject of artificial intelligence (AI). “People hear AI and immediately picture Jarvis from Iron Man: a heads-up display crossed with a robot butler that can literally do anything and has a mind of its own,” he says. “That’s obviously not how AI operates.” The power of AI to automate elements of jobs to assist human workers and drive efficiency is something McAlpine Hussmann is dedicated to bringing to its customers. VUSION is a large part of this initiative. “It’s part of this big push to help upskill our customers because, at the end of the day, the supermarket is the final mile of the supply chain for us,” says Laird.
AUGUST 2020
VUSION uses AI, along with magnetic and digital shelf labels that can be picked up and moved around. When combined with geolocating smart security cameras, the solution can automate processes “to the point that it can send a replenishment order to one of the store staff’s scanners in that department to let them know that a product needs restocking, and then take them along the most optimised route to carry out that task.”
“ At the end of my tenure, I want to be able to say that this business truly understands and embraces continuous improvement, the digital space and the potential of cloud software, AI and technology” — Calum Laird, Supply Chain Transition Manager, McAlpine Hussmann
a 24/7 repair and service model, which is a huge part of our business,” he explains. “We have technicians come into our warehouse at three in the morning who need a part. At the moment, they have to write down what they’ve taken on paper, and then someone comes in the next day and has to go enter that information into the system to make sure the stock is accurate. The flexibility and agility this gives our entire service team, as well as our back end supply chain and warehouse operators, is fantastic. We have all this added transparency in real time.” It’s an ambitious project. The full SAP
to deal with - can look up the part and
and Salesforce implementation has a
place an order directly from their phone,
go-live date in the first week of October
tablet or other device. They can then
this year. The integration means that
collect that from a local wholesaler, or
there’s still a great deal of data to be
our central warehouse in Auckland.”
cleansed, gathered, entered into the
The SAP integration means that
new system and double checked for
information about part availability,
accuracy. However, Laird is confident
stock levels and location can be
that the transformation will pay big
updated across the entire system
dividends for McAlpine Hussmann,
remotely. Laird expects this to be
and can’t wait to prove it to the team.
particularly useful in alleviating some
“We’re headed for a future where
of the pen and paper data entry that’s
there’s direct interfacing between our
currently generating inefficiencies in
customers, our suppliers and us, and
the Auckland warehouse. “We operate
working to make sure that the days of www.supplychaindigital.com
129
MCALPINE HUSSMANN
writing things down on bits of paper
partners, Laird firmly insists that
are a thing of the past,” he enthuses.
strong relationships are an essential
“All these integrations mean that we’re
part of doing business. “One of the
building a culture where we not only
things that’s highly important within
rely on, but fully utilise the technology
our partner ecosystem is valuing qual-
at our disposal to make sure we’re
ity relationships. That’s a value that
connected to our suppliers as well
McAlpine Hussmann was founded on
as our customers.”
and it continues to be vital today,” he says. Not only does the company work
130
PEOPLE, PARTNERS AND CULTURE
extensively with large-scale, global
Whether it’s within McAlpine
partners from within the Hussmann
Hussmann, across Panasonic’s global
and Panasonic umbrella, but it places
network, or throughout the company’s
equal importance on its relationships
network of trusted suppliers and
with small, local businesses.
AUGUST 2020
McAlpine: Supply Train Transformation CLICK TO WATCH
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1:44
131
For over 10 years, McAlpine Hussmann has been working alongside RefSpecs, which supplies them with refrigeration units for the company’s projects. “Companies like RefSpecs really are a huge asset to our business in terms of enabling us to do what we do for our customers. They’re not a huge global corporate; they’re a wonderful, home grown, locally owned and operated New Zealand business. They’re nearby, agile and have a quick response time,” says Laird. “They’re very supportive of our business, and www.supplychaindigital.com
MCALPINE HUSSMANN
we like to make sure we’re supportive of theirs – as we are for all our suppliers and vendors.” Looking inwards, Laird – like every digital transformation evangelist the world over – acknowledges that managing the cultural shift within the company is every bit as important to a successful transformation as software integrations, AI and cloud computing. To do this, he’s working to leverage the extensive industry knowledge of McAlpine Hussmann’s veteran team, 132
hoping to empower them to not only solve existing problems, but to develop a passion for tech-driven transformation. “If there’s anyone I need to learn from and leverage knowledge from, it’s these highly experienced and knowledgeable people. They know our products, customers and processes inside and out. By engaging their support, as well as highlighting the benefits of things like our move to SAP, we can benefit one another,” he explains. “Any level of automation and increased visibility throughout a business by way of software is a great thing for efficiency. I think that some of the people that we’re working with haven’t been exposed to AUGUST 2020
that kind of thing before, and that’s ok – it’s just a matter of making sure that they understand that no one’s trying to replace anyone with robots.”
GOING FORWARD Looking to the future, Laird is optimistic about the cultural changes that he hopes to effect at McAlpine Hussmann. “I would like to be able to instill a culture by way of proof. I need to show the business just how many benefits they’re going to start seeing to their supply chain when these implementations start coming to fruition,” he says. “It won’t all happen at once. I think that ERP, MRP, inventory management and WMS, plus CRM is probably enough implementation for one year. At the end of my tenure, I want to be able to say that this business truly understands and embraces continuous improvement, the digital space and the potential of cloud software, AI and technology.”
www.supplychaindigital.com
133
CANOPY GROWTH: WORLD’S LARGEST CANNABIS DISTRIBUTION NETWORK
134
WRITTEN BY
JOHN O’HANLON PRODUCED BY
ARRON RAMPLING
AUGUST 2020
135
w w w. s up p l y c h ain digi t a l . c o m
C A N O P Y G R O W T H C O R P O R AT I O N
CANOPY GROWTH CORPORATION’S LOGISTICS DIRECTOR MATTHEW SLY TALKS ABOUT THE POST-LEGALISATION CHALLENGE OF DISTRIBUTION IN A REGULATED ENVIRONMENT
C
anopy Growth Corporation (Canopy) was established in 2013 at Smiths Falls, Ontario as a grower, processor and
producer of medical cannabis. Cannabis originates from India and Asia, where it’s been used for many thousands of years and is so widely 136
used today that a history review is unnecessary. It’s only recently though that western medical science has started to accept the efficacy of cannabis in alleviating illnesses such as epilepsy, multiple sclerosis (MS) and muscular spasms as well as a host of other conditions, both physical and mental. Research and trialling will doubtless isolate and validate many new cannabinoidbased remedies. The debate about legalising cannabis has rumbled on for decades, those in favour pointing out that it is less addictive or physically harmful than either tobacco or alcohol, those against arguing that it is a gateway to hard drugs. However that argument is pretty much lost: legalisation in many countries has generally been welcomed
AUGUST 2020
“ THERE WAS NOBODY TO FOLLOW, NO REARVIEW MIRROR: WE WERE THE LEADERS!” — Matthew Sly, Logistics Director, Canopy Growth
137
w w w. s up p l y c h ain digi t a l . c o m
C A N O P Y G R O W T H C O R P O R AT I O N
“ THE RECREATIONAL MARKET IS WHERE THE MAJOR PART OF OUR BUSINESS NOW COMES FROM” — Matthew Sly, Logistics Director, Canopy Growth
by enforcement agencies because it decoupled pot from the illegal drug trade controlled by criminals. Cannabis for recreational use was legalised by the Canadian government in October 2018, opening a completely new market opportunity to the already well-established industry leader Canopy Growth and its subsidiaries, Tweed Inc (which grows the plants) and Spectrum Therapeutics (which supplies medical formulations). Today, Canopy is the world’s biggest
138
producer and distributor of cannabis and employs some 3,500 people. From growing sites all around Canada, some under glass producing up to five harvests a year, some in open fields yielding a single harvest, the bulk product is brought in armoured trailers to the processing and packing plant at Smiths Falls. It was in the run-up to legalisation that Matthew Sly was appointed Logistics Director of the company. At that point the company employed just 150 people, he recalls, and had no formal logistics department. Until then it had been comparatively simple as all operations were out of a single site at AUGUST 2020
Canopy Growth: Regional Distribution Center CLICK TO WATCH
|
2:19
139 Smiths Falls. But as acquisitions were
concentrates, had yet to be formulated
made in other provinces, licensing and
for a completely new market. One
moving the cannabis became more
big unknown was how large this new
complex and a supply chain profes-
retail market might become: Canopy
sional was needed.
increased production and growing
For him, the challenge facing Canopy
capacity at this time to meet expected
called to mind how the first settlers
demand but has since modified its
moving westward across Canada must
approach. It aims to maintain its posi-
have felt over a century ago. “There
tion as the world’s leading cannabis
was nobody to follow, no rear-view mir-
company but growth is being carefully
ror: we were the leaders!” Legalisation
matched to market demand as that
presented so many unknowns, and
becomes clearer.
though the core product was now
Recreational shipments outstrip
legal, today’s product portfolio, includ-
medical by a factor of around 10:1
ing edibles, vapes, beverages and
in units, says Sly. “That is where the w w w. s up p l y c h ain digi t a l . c o m
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The Great Clone Transfer: Moving over 120,000 cannabis plants from Smiths Falls to BC CLICK TO WATCH
|
4:51
142
major part of our business now comes
they provide, has made for a very
from.” And remember that this is a
successful partnership. We can have
high value, rigidly regulated product
goods to the value of anything from
requiring specialised handling. Brinks
CAD$5mn to CAD$20mn on a trailer,
is the global leader in security bulk
and this needs very specialised treat-
transfer of cash and securities for
ment because it not only has to be
banks. Within a month of legalisation,
secure but also in temperature con-
Canopy signed an ongoing agree-
trolled and pharma-grade transports.”
ment with Brinks Canada to provide
Brinks continues to be a key partner,
logistics for its domestic recreational
and it’s not hard to understand why.
distribution network. “We have a fleet
Its CEO Douglas Pertz was excited by
of armoured tractor trailers that we
the tie-in with Canopy, he estimates
use for all our deliveries. The value
the global cannabis industry to be
Brinks brings to us, and the network
worth around US$160bn. As finance
AUGUST 2020
is increasingly traded electronically, it’s not just producers like Canopy who will be the winners. The recreational product is confined to Canada, the medical distribution
E X E C U T I V E P R OF IL E :
Matthew Sly Title: Director of Logistics Location: Ottawa, Canada
is destined for Europe, Australia, and South America. Starting to export cannabis was quite challenging, Sly admits. “One of my first challenges was figuring out how to move cloned plants and cultures to other continents. Navigating the regulations around the movement of agricultural products is one thing, doing that with a controlled substance is another!” His first international shipment was to Germany to open up the Europe market. His second international shipment was to Australia, which required special temperature and humidity-controlled shippers that were custom designed to make sure the cloned seedlings and cultures would not flower or come to harm in up to 36 hours of transit. Part of Sly’s original brief was to set up a Canada-wide warehousing operation and he continues to help design all Canadian and global storage loca-
After a decade in the pharmaceutical and high-tech industries, Matthew turned his attention to logistics. During his 20 years in the field, he has managed one of the largest auto parts fulfillment centers in North America and has also managed Walmart’s Eastern Canada Distribution Center. Now as the Director of Logistics at Canopy Growth Corporation, Matthew oversees all logistics and worldwide distribution of medical and recreational cannabis out of the world’s largest cannabis distribution center in Smiths Falls, ON. In 2018, Matthew piloted the design of Canopy’s Regional Distribution Center and continues to improve efficiencies with state-of-the-art technologies and innovative solutions.
tions. Here the experience he’d had of running Walmart’s massive Canadian w w w. s up p l y c h ain digi t a l . c o m
143
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145 distribution facility equipped him for the daunting challenge. At the beginning of 2018 he was asked to plan and implement a recreational distribution network ready to capture a new and quite unknown demand. He had five months to buy a distribution center, set it up, work out the excise stamp requirements, and put contracts in place with carriers. This called for him to be very creative to cater for as yet unknown quantities, products and even destinations. Back at the Smiths Falls distribution center, Canada’s rigorous excise
2013
Year founded
$226mn Revenue in US dollars
3,500 Number of employees
stamp requirements were a further w w w. s up p l y c h ain digi t a l . c o m
C A N O P Y G R O W T H C O R P O R AT I O N
146
Canopy Growth: Corporation Culture CLICK TO WATCH
AUGUST 2020
|
5:33
challenge – and in this case an opportunity to implement the reliability, flexibility, speed and data capture that only automated packing can really ensure. As with tobacco, cannabis producers have to obtain a licence from the Canada Revenue Agency (CRA) permitting them to buy excise stamps – and each province and territory’s stamp is differently coloured “Every unit we ship out has to carry an excise stamp; and they come without adhesive. So I worked with a partner called Plan Automation LP to develop custom excise stamping equipment and high speed packaging lines that allow us to
“ THE VALUE BRINKS BRINGS TO US, AND THE NETWORK THEY PROVIDE, HAS MADE FOR A VERY SUCCESSFUL PARTNERSHIP” — Matthew Sly, Logistics Director, Canopy Growth
pick and place these stamps, at rates from 100-300 units per minute, with the flexibility to accommodate all our different product types.” There’s been a big automation programme at Canopy, he says, placing it ahead of its competitors in being able to respond to customer orders flexibly and fast. An order can be received, packaged, stamped with an excise stamp and dispatched within four hours for delivery anywhere in Canada by 8am the following morning. Digital transformation is not achieved in w w w. s up p l y c h ain digi t a l . c o m
147
C A N O P Y G R O W T H C O R P O R AT I O N
148
isolation of course. Brinks for example
to eliminate paperwork and transac-
has custom-designed its own systems
tional errors. We simply can’t have
so that Canopy can track exactly
errors because we are required by
where its trucks are, what orders are
Health Canada to account for every
on them and when they are delivered,
single gram. And we are introduc-
with proof of delivery (POD) instantly
ing more production automation, for
relayed to Canopy and triggering
example robotic picking and packing
an automated bill. “Because of the
of orders. The digital transformation
complicated regulatory environment
of our industry is the one key thing that
we work in we’ve had to automate a
will enable us to grow and be more
lot of our internal processes including
cost efficient.”
documentation controls and transfer processes, AUGUST 2020
Flexibility and agility are qualities Sly has learned from experience, he says.
149
He could have added a great deal of
reach their potential to deliver value
confidence, since many would have
for themselves and the organisation
fled from some of the challenges he
– it is, he says, a fun environment for
describes. With a CV verging on the
someone who thrives on change.
picaresque, he has worked with con-
“Logistics is the heart of the company;
struction equipment, high-tech PCB
if the heart is not pumping properly
manufacture, pharmaceutical products,
everything will shut down.”
English teaching, auto parts fulfillment (at a rate of 20,000 products a day) and large retail distribution. Now, he is truly working in a culture that suits his personality. Canopy, he notes, gives its people the autonomy they need to w w w. s up p l y c h ain digi t a l . c o m
150
AUGUST 2020
World Vision: digitalising operations to help the vulnerable WRITTEN BY
GEORGIA WILSON PRODUCED BY
CAITLYN COLE 151
www.supplychaindigital.com
WORLD VISION
Tim Covell, Supply Chain Director, World Vision on the organisation’s digital transformation, COVID-19 and its efforts to help the vulnerable
W
hen it comes to digital innovation at World Vision, Tim Covell, Supply Chain Director at the organisation explains that its strat-
egy is not necessarily ‘cutting edge’. “We’re probably more on the other end of the 152
spectrum where we are intentionally not cutting edge. Instead, we’re looking to be frugal, using technology that has the highest return on investment (ROI), as well as applications that provide the most effective impact,” so when it comes to digital transformation, World Vision is focusing its efforts on its demand planning, fulfilment and distribution. “In terms of demand planning, our stakeholders and program leaders from around the world are serving in various communities and they need to have a simple and common tool that we can pull from. Over time, we have developed a tool with a fairly simple input process, and then we aggregate all those answers into a global demand each year, and this process has continued to be refined year on year. When it comes to fulfilment and global
AUGUST 2020
153
www.supplychaindigital.com
WORLD VISION
“ We are probably more on the other end of the spectrum where we are intentionally not cutting edge. Instead we are looking to be frugal, using technology that has the highest return on investment (ROI), as well as applications that provide the most effective impact” — Tim Covell, Supply Chain Director, World Vision
He adds that, “Envista has been our partner for a little over four years and they have played an important role in allowing us to utilise our ERP
154
distribution, I would say that we are still
for nonprofit application. A lot of what
on a journey about how we can build
we do is non-standard, we are using
global solutions. Here in the US, we
an ERP built for profit in a nonprofit
had a big win several years ago when
organisation, so being able to manage
we introduced a common ERP system
that efficiently and effectively we are
for both managing donations as well
really thankful for Envista for provid-
as ministry executions for serving
ing the expertise.” Other technology
our communities. Now that we’re on
World Vision has adopted to digitally
a common platform, the ability to move
transform its operations include the
products around to maintain control
adoption of a new TMS system about
has really been bolstered,” adds Covell.
a year ago, “and so we are still going through the learning curves of the system and looking to be as effective as
AUGUST 2020
World Vision; supporting communities to fight COVID-19 around the world CLICK TO WATCH
|
2:17
155 we can with that tool which has a huge
make to our operations when it comes
opportunity to be much more impact-
to technology to enable this in the future.”
ful than the homegrown system that
When it comes to the importance
we were using prior to that.” Reflecting on the future of technol-
of technology, Covell believes that “having connectivity to all of our
ogy at World Vision, Covell notes that
stakeholders, donors, carriers and
one area his team has been looking
customers is critical. As a team – aside
into in the last year and will continue to
from the ones who are continuing to
do so in the future is having an impact
work in warehouses and distribution
assessment of donated Gifts in Kind
– we are able to work from home.
(GIK) to understand how to maximise
The team that’s interacting with our
the freight dollar spend and where
various stakeholders are able to work
the company can use it for the most
from home and not miss a beat and
significant impact. “As a result we are
that has been excellent. However,
looking into improvements that we can
in my personal opinion, this is not www.supplychaindigital.com
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going to be the new normal. I personally believe that being together as a team provides great value due to the connectedness of the team. Working from home creates challenges that you need to overcome on a day to day basis. So I don’t see this as the new normal, I think the days of the office aren’t numbered.” Since the outbreak of COVID-19, Covell explains that while its office based teams have faced minimal disruption, the operations of organisation have not been without challenges. “It’s interesting times for sure,” notes AUGUST 2020
GET A QUOTE
1950
Year founded
$2.75bn Revenue in US dollars
10,000+
Number of employees (Linkedin)
Covell, “here in the United States we
response as well as a local emer-
have had to deal with not being able
gency response, which putting all
to bring in our volunteers for our seven
these elements together makes a
sites in the US which we rely heavily
very challenging environment,” com-
on to make our operations work. So
ments Covell. He believes that “the
not having the volunteers has been
US team has done an excellent job
a significant disruption. In terms of
setting up distribution hubs at 12 dif-
distribution, we are still getting dona-
ferent sites around the country and
tions in from corporations which is
have been ramping up efforts to get
awesome, but the team has pivoted
food and essential supplies to each
to emergency response instead of
of those hubs on top of serving 17 of
normal distributions, so we are cur-
the most fragile countries impacted
rently serving a global emergency
by COVID-19.” 157
E X E C U T I V E P R OF IL E :
Tim Covell Title: Supply Chain Director Company: World Vision Industry: Non-profit Organization Management Tim has a BS in Operations Research/Systems Analysis from West Point Military Academy, and a MS in Engineering Management from Milwaukee School of Engineering. After some time serving in the Army and then leading operations in transportation services, he spent over 21 years at GE Healthcare in Milwaukee, WI. During that time, he had experience in a variety of roles from Mfg and Materials leadership to New Product Development and Advanced Manufacturing Engineering. He recently joined World Vision in Seattle, WA to lead the GIK Supply Chain operation and has been serving there for 3 ½ years. www.supplychaindigital.com
WORLD VISION
158
When it comes to the future of the
of poverty. So for me, COVID-19
industry, Covell details that “one of the
reinforces the criticality of our min-
dynamics of poverty is the inability to
istry and services for the future.”
deal with emergencies or crises as
Reflecting on the organisation,
they emerge and you’re living paycheck
Covell explains that “World Vision
to paycheck, day to day just to get
intends to provide a total business
by. Therefore, having an emergency
solution for corporations, offering a
like COVID-19 reinforces the need for
holistic approach with team activities,
organisations like World Vision and
kit builds, cash donations, and GIK.
many others to be engaged in caring
We have an excellent team that works
for and uplifting communities that
with these corporations in terms of
are struggling to break that cycle
developing relationships and working
AUGUST 2020
159
“ Now that we’re on a common platform, the ability to move products around to maintain control has really been bolstered” — Tim Covell, Supply Chain Director, World Vision
with them. Then, once a donation is made, my team then is the execution arm, so our focus is on providing a high level of service to the donor. In particular, we focus on having a short response time to get the product off of their dock – which is typically a priority for corporations – providing a reverse logistics solution, integrating with the donor’s operations. Finally, maintaining that ministry focus and making sure that we are a pull operation is key. www.supplychaindigital.com
WORLD VISION
160
“ Having an emergency like COVID-19 reinforces the need for organisations like World Vision and many others to be engaged in caring for and uplifting communities that are struggling to break that cycle of poverty” — Tim Covell, Supply Chain Director, World Vision
AUGUST 2020
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www.supplychaindigital.com
WORLD VISION
It’s important that we’re never taking a product from a corporation and then pushing it to a ministry site, instead we make sure at every turn that we’re responsive and sensitive to what is needed at the ministry site to care for people, making sure that the product we’re sending is providing value.” However, this mission isn’t done alone. Covell explains that World Vision is a small team which relies on its logistics partners significantly 162
internationally and domestically. “In terms of international logistics MX Shipping has been a core partner specialising in access to really challenging countries and last mile scenarios. On the domestic side, we have several core partners that we work with including C.H. Robinson
“ We make sure at every turn that we’re responsive and sensitive to what is needed at the ministry site to care for people, making sure that the product we’re sending is providing value” — Tim Covell, Supply Chain Director, World Vision AUGUST 2020
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and Radiant two key partners that
each category allows checks and bal-
we lean heavily on. My philosophy is
ances ensuring that we’re being cost
to have a few core relationships and
effective as we go forward.”
not to jump around every year to build strong relationships and grow together. However, on the flip side, I’m not a fan of being single sourced and not having options, so having a few partners in www.supplychaindigital.com
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