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Introduction
iCognitive organizes a public Supply Chain Benchmark study annually on behalf of Supply Chain Council:
Southeast Asia (last 11 years) China (last 6 years) Europe (last 6 years)
Study approach
The 2010 State of supply chain performance study in Semiconductor industry was conducted with 52 companies with annual turnover exceeding USD 400 million The study was conducted from September to November 2010 by iCognitive consultants The Study used the same standard online questionnaire in all countries In addition, telephone interviews were carried out for verification of online results and additional qualitative data
By industry segment
FRANCE, 4%
Foundry, 10%
SINGAPORE, 8%
USA, 50%
Fabless, 31%
IDM, 53%
Incl. SCM director, VP Supply Chain, Operations Director, Head of SCM department etc.
Paradoxically, while the introduction of new Develop collaboration within the supply chain partners Fasten product is supporting tremendous pressures for the lead operations with facing technology Reduce and optimize inventory levels time to become as short as possible, the growing Improve utilization rate outsourcingReduce logisticsthe semiconductor supply chain trend in costs Reduce manufacturing costs is considerably stretching the production and Improve distribution network logistics cycle times Reduce time to introduce new product
Reduce delivery leadtimes Increase delivery reliability Improve supplier performance
Engineer In this highly outsourced environment, the discipline to Make to order, stock, 10% of supply chain management has become complex 20% Warehousing, 40% yet critical to control costs and to reduce lead-times Manufacturing, 40% within a chain composed of many players: Fabs, Design, 20% tester /assemblers, distribution etc
We can see that the maturity level in this industry is Function oriented (LOGISTICS/PRODUCTION/PURCHASING) relatively high, especially regarding the collaboration aspect between supply chain partners. One of these Process oriented (PLAN/SOURCE/MAKE/DELIVER/RETURN/ENABLE) large scale initiatives Customers) Collaborative with End-to-End partners (Suppliers /was the RosettaNet project. Even thoughConsidered asthe expectations have not been most of a Profit center completely met, it shows the trend
Considered as a Cost center Demand driven Manufacturing driven
0% 20% 40% 60% 80% 100%
What is the frequency of the training for the supply chain staff?
Never
Mature with knowledge about advanced models such as SCOR and supply chain best pratices (S&OP, VMI, etc)
10%
20%
Below 5 times a year Between 5 to 10 times a year
50% 50%
Technology Enablers
The top 3 IT tools used by the respondents were mentioned:
Forecasting tools (86%) Supplier management portal (75%) Performance measurement (60%)
The 3 key components, ie. Investment, Innovation 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% and Information, are all critical but Information is Forecasting tool probably the most overlooked yet the most important S&OP tool Supplier management e-portal for collaboration and visibility along the supply chain
Performance measurement Transportation management Warehouse management e-invoicing CRM application SRM application Other
Which technology are you using to support your supply chain operations?
BIC
Median
Laggard
Note that level 1 SCOR metric total scm cost can be further broken down into six components: SCM IT related cost SCM Finance related cost SCM Planning related cost Inventory carrying cost Material acquisition cost Order management cost
Benchmark results on these 6 components were also available for the participants
Conclusions [1/2]
Managing the supply chain has become critical to maintaining a competitive edge in the semiconductor supply chain
Top Supply chain Concerns in Semiconductor industry
The top 3 concerns (Improving demand forecasting, Increasing delivery reliability, Reducing inventory levels) are all the direct consequences of the lack of visibility of the demand signal.
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Inaccurate forecasts generally lead to higher inventory levels and a significant decrease in the service level, due to the inability of the company to plan and align its resources accordingly.
Conclusions [2/2]
This Study shows that there is a substantial gap between best-in-class performers and median companies when it comes to supply chain management The Study provides practical insights that allows your company to compare itself with others in the industry and identify potential opportunities for improvement By drawing on the broad experience of the participants, the Study provides a perspective that can help your company strengthen its ability to use the supply chain as a key driver of high performance
Thank you
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