A Research Institute for the Study of Supply Chain Collaboration

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A Research Institute for the Study of Supply
Chain Collaboration
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A Research Institute for the Study of Supply
Chain CollaborationIntroduction
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Workshop Agenda Day One

• 900 am Introduction Peter Carr
• 930 am Orientation Stuart Penman
• 1030 am Break
• 1045 am Participant Objectives (In
  groups) All
• 1130 am Groups Report All
• 1215 am Lunch
• 100 pm Briefing on the project process Peter
  Carr
• 130 pm Determining the Research
  Question Groups
• 300 pm Break
• 330 pm Groups report back All
• 400 pm Determine common themes All
• 430 pm Bell Ringer Exercise Industry
  partners
• 530 pm Day One Wrap Up Peter Carr
• 630 pm Dinner (Petroleum Club)
•  

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Workshop Agenda Day Two

• 900 am Introduction Peter Carr
• 915 am Putting it all together Stuart
  Penman
• 930 am Defining the Question Groups
• 1000 am Reality check is it possible to do
  this? All
• 1030 am Break
• 1100 am Refine the Scope Groups
• 1200 Lunch
• 1245 pm Build the 50,000 ft. plan
  Stuart Penman
• 130 pm Design the Plan Groups
• 300 pm Break
• 315 pm Putting it together Stuart Penman
• 400 pm Resourcing the plan All
• 445 pm Wrap Up Peter Carr
• 515 pm Close of Work shop

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The Wonders of Supply Chain Technology

"It says, 'Reply hazy... try again later.'"
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Background

• Business competitive success depends on
  competition between supply chains

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Background

• Technology offers the opportunity to remove the
  barrier of distance

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Background

• Our use of ERP and collaborative technologies
  could be greatly improved

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Background
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Japanese automakers, U.S. Suppliers and
supply-chain superiority Mit Sloan Management
Review Cambridge Fall 2000 Jeffrey K Liker
Yen-Chun Yu
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Japanese automakers, U.S. Suppliers and
supply-chain superiority Mit Sloan Management
Review Cambridge Fall 2000 Jeffrey K Liker
Yen-Chun Yu
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Supply Chain Collaboration Issues

• The technology is limiting
• Electronic collaboration tools are new
• We have serious security concerns
• There is s need for a structured relationship
• Its not easy
• High benefits are possible

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Project Objective

• The online supply chain research laboratory
  will enable research to be conducted on the
  supply chain as it will exist in the future. The
  research infrastructure will be designed so that
  different possible research scenarios will be
  created. Its online nature will enable research
  volunteer participants from partner businesses to
  play roles within the laboratory from their own
  computers at home or work. The research team will
  work together online too.

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Research Questions

• How might collaborative and ERP technologies be
  jointly exploited to enable the supply chain to
  be more effectively managed?
• How might these technologies be appropriately
  configured to complement each other?
• How might the implementation process of this
  joint system proceed in order to enable the user
  companies to optimise their use of supply chain
  technologies?

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Research Questions

• 4. What are the security issues associated with
  sharing of information and what are the
  technological issues involved here? How might
  these be overcome?
• Which technologies are more valuable to enabling
  an effective supply chain synchronous/asynchrono
  us, text/audio/video? In what circumstances will
  these be best applied?
• What type of knowledge resources should be
  created for the supply chain? How might this be
  done?

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Funding Sources
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Project Researchers
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The Institute
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The Simulation Laboratory

• Working supply chain model
• Full integration
• Collaboration and ERP tools
• Scenario creation
• Online access for participants and researchers

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A Usable Tool
Simulation
Usable Tool
Research Institute
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The Business Partners

• Energy sector partners
• Simulation participants
• Real world scenario access
• Real world trial access

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The Research Partners

• Online collaboration
• Analytical tools linked to the laboratory
• Solid knowledge management
• Sale of research and training services
• Publication of findings
• Web visibility

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Simulation Services

• Contract research
• Contract use of the laboratory by academics and
  businesses
• Training of supply chain managers
• Training of MBA students
• New product development

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A Research Institute for the Study of Supply
Chain CollaborationOrientation
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Workshop Agenda Day One

• 900 am Introduction Peter Carr
• 930 am Orientation Stuart Penman
• 1030 am Break
• 1045 am Participant Objectives (In
  groups) All
• 1130 am Groups Report All
• 1215 am Lunch
• 100 pm Briefing on the project process Peter
  Carr
• 130 pm Determining the Research
  Question Groups
• 300 pm Break
•  330 pm Groups report back All
• 400 pm Determine common themes All
• 430 pm Bell Ringer Exercise Industry
  partners
• 530 pm Day One Wrap Up Peter Carr
• 730 pm Dinner (Petroleum Club)
•  

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Workshop Agenda Day Two

• 900 am Introduction Peter Carr
• 915 am Putting it all together Stuart
  Penman
• 930 am Defining the Question Groups
• 1000 am Reality check is it possible to do
  this? All
• 1030 am Break
• 1100 am Refine the Scope Groups
• 1200 Lunch
• 1245 pm Build the 50,000 ft. plan
  Stuart Penman
• 130 pm Design the Plan Groups
• 300 pm Break
• 315 pm Putting it together Stuart Penman
• 400 pm Resourcing the plan All
•  445 pm Wrap Up Peter Carr
• 515 pm Close of Work shop

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The Perils of Dyslexic Facilitation
Go Ahead -
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Workshop Logistics

• Communication
• Message Center
• Phones/Faxes
• Work Stations
• Transportation
• Scuttle Bus
• Transport to Dinner
• Airport Transfer
• Care and Feeding
• Facilities layout
• Security
• Baggage Control

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Marketplace Changes are Altering Supply Chain
Requirements in Every Sector

• Business Environment Changes
• Channels are proliferating
• Products are commoditized more rapidly
• Customers are expecting more value for less money
• Service has become a major competitive factor
• Digital marketplaces are evolving quickly
• Technology and Process Innovations
• Supply chain visibility
• Capable to Promise
• Intense collaboration
• Real time communication
• Monitoring and alerting systems
• Massively distributed optimization

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Responding to These Changes is Not Optional

• By 2004, 90 of enterprises that fail to apply
  Supply Chain Management technology and processes
  to increase their agility will lose their status
  as preferred suppliers (.8 probability)
• Through 2002, enterprises that fail to model
  their supply chains accurately and to give the
  sales organization access to capable to promise
  information will lose 15 of potential profits
  from transactions because they will promise their
  customers too little or too much (.7 probability)
  
• Source Gartner Group

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The Winners Will Evolve to a Third Stage of
Supply Chain Excellence
Functional Execution
The Adaptive Supply Chain
Integrated Supply Chain
Integration Focus Organization
Focus Technology Focus Performance
Focus Time Focus
Over the Wall Departmental Point
Solution Cost Months/Weeks
Transactional Internal Command
Control ERP Cost Service Weeks/Days
Decision Collaborative Web
Connected Revenue Profit Real Time
Dimension
Source Cap Gemini Ernst Young
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Adaptive Supply Chains Focus on Dynamic and
Collaborative Solutions
High
Adaptive Supply Chain
Degree of Collaboration
Integrated Supply Chain
Functional Excellence
Low
Static
Dynamic
Supply Chain Responsiveness
Source Cap Gemini Ernst Young
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An Adaptive Supply Chain Allows Companies to
Influence Customer Demand Based on Supply Chain
Visibility
The Supply Chain
The End Customer
Demand Management Maximizes Revenue and Profit in
Real-time
Source Cap Gemini Ernst Young
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Our Workshop Is to Provide the Model for a Value
Chain Framework
Executive Dashboard
Revenue/ Profit Maximization
C U S T O M ERS
Standard Channel Sales
SUPPLIERS
Direct Fulfillment Providers
Customer Segment/ Service Level Strategy
Internet
Logistics Service Providers
B2B Marketplaces
Contract Manufacturers
B2B Marketplaces
Technical Panel
Source Cap Gemini Ernst Young
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Purpose of the Workshop

• Spend Government Money
• Keep Academics employed
• Drive Peter Carr crazy

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Purpose of the Workshop

• Bring stakeholder group together
• Define the research question
• Develop a high level (50k ft) plan

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Workshop Icebreaker

• Rules
• Each person has received a lock and key
• Note the key you have will not open the lock
• Find the person in the room with the key to open
  your lock
• Interact and find out about the person with your
  key (name, company and other fluffy stuff)
• Note cheating is encouraged
• Object(s) of the Game
• Start to build team work
• Networking
• Encourage lateral thinking
• Bonus
• Please keep the lock and key to add
• to your baggage security

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A Research Institute for the Study of Supply
Chain CollaborationParticipant Objectives
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Workshop Agenda Day One

• 900 am Introduction Peter Carr
• 930 am Orientation Stuart Penman
• 1030 am Break
• 1045 am Participant Objectives (In
  groups) All
• 1130 am Groups Report All
• 1215 am Lunch
• 100 pm Briefing on the project process Peter
  Carr
• 130 pm Determining the Research
  Question Groups
• 300 pm Break
•  330 pm Groups report back All
• 400 pm Determine common themes All
• 430 pm Bell Ringer Exercise Industry
  partners
• 530 pm Day One Wrap Up Peter Carr
• 730 pm Dinner (Petroleum Club)
•  

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Workshop Agenda Day Two

• 900 am Introduction Peter Carr
• 915 am Putting it all together Stuart
  Penman
• 930 am Defining the Question Groups
• 1000 am Reality check is it possible to do
  this? All
• 1030 am Break
• 1100 am Refine the Scope Groups
• 1200 Lunch
• 1245 pm Build the 50,000 ft. plan
  Stuart Penman
• 130 pm Design the Plan Groups
• 300 pm Break
• 315 pm Putting it together Stuart Penman
• 400 pm Resourcing the plan All
•  445 pm Wrap Up Peter Carr
• 515 pm Close of Work shop

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Participant Objectives
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Participant Objectives
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Participant Objectives
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Participant Objectives
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Participant Objectives
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Our Understanding of the Oil Patch Challenge
Straw Dog

• Increase shareholder value by
• Optimizing use of assets
• Reducing on hand inventories, and
• Increase speed to value.
• Maintain or improve service levels by
• Anticipating needs
• Exploiting supply chain savings, and
• Strategic partnerships.

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Possible Solution
Straw Dog

• Develop an oil sands industry solution made up
  of
• Existing ERP type solutions in place
• Advanced Planning System (APS)
• Powered by a e-commerce portal
• Hosted with Application Solution Provider (ASP),
  and
• Linked to a supply monitoring tool.

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What would this Solution look like?
Straw Dog
Participent ERP System
Advance Planning System
Private Exchange for Oil Patch Members
Aplication Service Provider Hosting of the
Advance Planning system
Supply Chain Monitoring Tool
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A Research Institute for the Study of Supply
Chain Collaboration Briefing on the Project
Process
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Workshop Agenda Day One

• 900 am Introduction Peter Carr
• 930 am Orientation Stuart Penman
• 1030 am Break
• 1045 am Participant Objectives (In
  groups) All
• 1130 am Groups Report All
• 1215 am Lunch
• 100 pm Briefing on the project process Peter
  Carr
• 130 pm Determining the Research
  Question Groups
• 300 pm Break
•  330 pm Groups report back All
• 400 pm Determine common themes All
• 430 pm Bell Ringer Exercise Industry
  partners
• 530 pm Day One Wrap Up Peter Carr
• 730 pm Dinner (Petroleum Club)
•  

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Workshop Agenda Day Two

• 900 am Introduction Peter Carr
• 915 am Putting it all together Stuart
  Penman
• 930 am Defining the Question Groups
• 1000 am Reality check is it possible to do
  this? All
• 1030 am Break
• 1100 am Refine the Scope Groups
• 1200 Lunch
• 1245 pm Build the 50,000 ft. plan
  Stuart Penman
• 130 pm Design the Plan Groups
• 300 pm Break
• 315 pm Putting it together Stuart Penman
• 400 pm Resourcing the plan All
•  445 pm Wrap Up Peter Carr
• 515 pm Close of Work shop

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Briefing on the Project Process
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A Research Institute for the Study of Supply
Chain Collaboration Determining the Research
Question
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Workshop Agenda Day One

• 900 am Introduction Peter Carr
• 930 am Orientation Stuart Penman
• 1030 am Break
• 1045 am Participant Objectives (In
  groups) All
• 1130 am Groups Report All
• 1215 am Lunch
• 100 pm Briefing on the project process Peter
  Carr
• 130 pm Determining the Research
  Question Groups
• 300 pm Break
•  330 pm Groups report back All
• 400 pm Determine common themes All
• 430 pm Bell Ringer Exercise Industry
  partners
• 530 pm Day One Wrap Up Peter Carr
• 730 pm Dinner (Petroleum Club)
•  

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Workshop Agenda Day Two

• 900 am Introduction Peter Carr
• 915 am Putting it all together Stuart
  Penman
• 930 am Defining the Question Groups
• 1000 am Reality check is it possible to do
  this? All
• 1030 am Break
• 1100 am Refine the Scope Groups
• 1200 Lunch
• 1245 pm Build the 50,000 ft. plan
  Stuart Penman
• 130 pm Design the Plan Groups
• 300 pm Break
• 315 pm Putting it together Stuart Penman
• 400 pm Resourcing the plan All
•  445 pm Wrap Up Peter Carr
• 515 pm Close of Work shop

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Determining the Research Question