Académique Documents
Professionnel Documents
Culture Documents
& evaluation
Prof Mickey Howard
Professor of Supply Management
Agenda
Define the links between sustainable supply strategy,
policy, tools and implementation
Living planet and the circular economy
Describe the various types and purpose of supply chain
mapping
Evaluate the concept of Lean and Green
Evaluate the use of tools such as carbon footprinting &
Lifecycle Assessment (LCA)
Describe the challenges of introducing sustainable supply
strategy
Case study: Desso carpet tiles
Analyse trends in policy and implications for supply chains
The Living Planet Report (WWF 2010)
Communicate
Values and vision
Types of impact and priority
Validate Develop
Continuous training Environmental mgt systems
Continuous improvement Code of conduct
IMPLEMENTATION
Cross-functional teams Ethical practice
Build Specify
Supplier and customer Purchasing requirements
partnerships and alliances Contractual obligations
of suppliers
TOOLS
Process mapping Supply chain value analysis Carbon footprint
Lifecycle analysis Ethical supplier audits
Disposa
Manufacturer
l
Customer
The circular
Supplier economy
Consum
er
Re-manufacture
Raw materials
Used material
Return & recycle
Dj vu?
Reverse Engineering, Remanufacture, Design for disassembly
Recognised the wastefulness of linear input-output supply models
Reverse logistics thinking first emerged in the 1970s
Closed-loop thinking and cycles of supply
Biomimicry: mankind copying natures cycle of re-use
Supply chain value analysis & mapping
Can be useful as a means of gauging level of waste &
identifying carbon hotspots
Various types of map:
Process map
Showing general process-related detail within the firm or..
Across several firms: i.e. the lean enterprise
SAP should be
Finance controlling Paint &
Mould - but lack of
(SAP) confidence in data
Invoice posted T1 Accounts
to T1 Q/D
30-day
payments
BACS Paint plan
Excel
SAP
spreadsheet
Paint to stock
sto
ck loc
Goods In H
Q/D
Delivery:
ator
Daily Prod. plan
Weekly E.g. 25 tons of plastic Goods received
note (GRN) hand- Excel
Monthly granules delivered a spreadsheet
week keyed into MRP
(Manual)
Q/D
Back flush - scan barcode
Mould plan
Excel
spreadsheet
This is not
Kanban!
Moulding Painting Assembly SILS store Despatch
Silo feed to moulding
machine 700 a day
Av. 8 hour run Some manual C. 2 Reinforcing ribs Final assembly 2 hourly
prod. cycle
counting of stock Configuration
Min: 250 of foglamps
4 hours
Stock control
If 2 days or more: SAP
If less than 2: VCC -
smoothed average
15.1.04
P Paperwork
H Hand-keying & re-entry of data P 1
D Duplication (e.g. two systems - same function)
F/T Transmission of data by fax or telephone
B Batch processing or queuing Process waste Explanation Function, sub-unit, Information or Data or Inventory / Buffer Physical pull Customer
Q Poor quality data (inaccurate, inconsistent..) (Paperwork) or recommendation or system product-related process physical flow stock (days)
Origins of Lean: automotive
Concept developed by Toyota in post-war Japan
Taichi Ohno (1912-1990) - a Toyota engineer
Experimented with early kanban systems at Toyota in 1950s
www.3daycar.com
The system is out of balance
Inventory Profile of the Automotive Supply Chain
(UK 1999 Figures , Volume Car Stock Levels)
100
90 Max
Average Inbound OEM / Vehicle Outbound Market -
80 First Tier Supplier Logistics Place
Min Logistics Manufacturer
Days of Inventory
70
60
50
40
30
20
10
Production W IP
Assembly W IP
In-house built
Pre-Assembly
Components
On-site Part
Marketplace
Bought-out
Loading &
Customer
Outbound
Inbound Transit
Raw Material
Despatch
Transit
Finished
Parts
(VM)
Parts
Vehicle
W IP
Packaging
Reduce frequency
Sign for
delivery note
1 x 4 = 4hrs 1 x 4 = 4hrs
Effort = no. of people x hrs:
1 x 4 = 4hrs 2 x 16 = 32hrs 2 x 16 = 32hrs 1 x 80 = 80hrs 1 x 4 = 4hrs 160 total hrs
Total
Footprint
Key to symbols:
CMT*
XML confirmation?
Operational
Finance
planning
Local offices
Purchase
system Prompt
Individual
Sign
Staff member
Select
Budget preferred
supplier Request to
holder
purchase
Check
Check compliance
Budget
check
Delivery
Total
000 Carbon
Key to symbols: Indicator
Methodological issues
Process mapping: oversimplifying the problems?
Role of workshop facilitator key: bringing staff & management together
Issues of reflexivity
g es 23
ee pa
Prof Mickey Howard
S
Desso case overview
1. What does Dessos system of supply look like for carpet tile
production after adopting C2C?
Part
Two..
Prof Mickey Howard
Associate Professor in Purchasing & Supply Management
Question 1 The new supply system
Knowledge flow - not just material flow Potential for new economic models
of ownership e.g. leasing
US customers require a
Braungart & Customers
minimum of 30%
McDonough
et
Desso recycled material in
rp
ca
Cradle-to-cradle commercial carpet
Manufacturing
ed
e
rp
US consultancy
Us
plant,
Ca
Take
t
Netherlands Back
Installers scheme
Desso, Process
separation
Aquafil, Italy
Processor Polyolefine, PP, PA6
Remelting
Bitumen
Aquafil,
Caprolactam Slovenia Used Nylon
Material, product or service Processor / Construction
flow De- Old fishing
Knowledge
net industry
exchange polymerisation Imported
Material store E.g. Cement, road
from US
construction
Agent, plant or
process Source: Miemczyk, Howard & Johnsen (2015)
Question 2 Challenges
What factors or challenges must Desso consider in moving
forward with its C2C implementation?