Magnus Larsson, Alstom presenation at Spare Parts 2014

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Information about Magnus Larsson, Alstom presenation at Spare Parts 2014
Education

Published on September 22, 2014

Author: Copperberg

Source: slideshare.net

Description

"Train Life Services A Supply Chain Challenge", Magnus Larsson, Alstom presentation at Spare Parts Business Platform 2013. More information http://www.sparepartseurope.com/

Page 1 Train TTTrrraaaiiinnn LLLLiiiiffffeeee SSSSeeeerrrrvvvviiiicccceeeessss AAAA SSSSuuuuppppppppllllyyyy CCCChhhhaaaaiiiinnnn CCCChhhhaaaalllllllleeeennnnggggeeee

Train Life Services > 3 areas of expertize dedicated to performance: • Maintenance MMMaaaiiinnnttteeennnaaannnccceee sssseeeerrrrvvvviiiicccceeeessss:::: fleet maintenance and train performance optimization • PPPPaaaarrrrttttssss ssssuuuuppppppppllllyyyy sssseeeerrrrvvvviiiicccceeeessss:::: day to day support for operators in parts management, repairs and technical assistance • MMMMooooddddeeeerrrrnnnniiiizzzzaaaattttiiiioooonnnn ssssoooolllluuuuttttiiiioooonnnnssss: life time extension, improvement of performances, energy Page 2 consumption and comfort To address specific needs, Alstom can provide a full range of engineering services supported by new design and innovations. 6,000 EMPLOYEES IN 30 COUNTRIES 90 SITES 1B€ ANNUAL TURNOVER

ALSTOM TLS Footprint Page 3 6,000 EMPLOYEES 30 NATIONALITIES 25% OF OUR STAFF TRANSFERRED FROM OUR CUSTOMERS URBAN TRAINS MAINTENANCE PARTS SUPPLY MODERNIZATION INTERCITY/ MAINLINE HS/VHS TRAINS FREIGHT LOCO PARTS HUB REPAIR CENTERS MOD. PROJECTS MOD. CENTERS

Key figures 2010/2011 AT sales 5.8 b€ Rolling Stock & Other* * including Signalling & Systems Page 4 TLS 16% Parts 31% Modern 14% Maintenance 55% Parts 31% Main Line 26% Mass Transit 28% Freight 11% Regional 6% APAC 9% France 7% NAM 8% LAM 12% South Europe 22% North Europe 41% April 2010 to March 11: 900 M€ Sales ALSTOM Rolling Stock 20% ALSTOM Rolling Stock 80% > Breakdown of 2010-2011 AT and TLS Sales (%) > Breakdown of 2010-2011 TLS Sales per type of Rolling Stock & Region

Why reengineer WWWhhhyyy rrreeeeeennngggiiinnneeeeeerrr aaaa gggglllloooobbbbaaaallll SSSSCCCC mmmmooooddddeeeellll ???? Page 5

Services to Rolling Stock AAAA ggggrrrroooowwwwiiiinnnngggg mmmmaaaarrrrkkkkeeeetttt…………........ • Expected 3.3 % growth year on year • Maintenance outsourcing trends • Diversification of stakeholders Page 6 MMMMaaaaiiiinnnnttttaaaaiiiinnnneeeerrrrssss Maintenance costs Parts availability Obsolescence OOOOppppeeeerrrraaaattttoooorrrrssss Fleet Availability Operational Costs Increase Revenues FFFFlllleeeeeeeetttt OOOOwwwwnnnneeeerrrrssss Fleet Administration Fleet Residual Value Recycling … in a competitive environment • Low product captivity • Some protected markets

Variation in Customer needs. FFFFlllleeeeeeeetttt OOOOwwwwnnnneeeerrrrssss OOOOppppeeeerrrraaaattttoooorrrrssss MMMMaaaaiiiinnnnttttaaaaiiiinnnneeeerrrrssss New Regulations MMMMooooddddeeeerrrrnnnniiiizzzzaaaattttiiiioooonnnn Train Life Extension Performance increase ECM Entity in Charge of Maintenance Fleet Administration Configuration Page 7 Recycling Passenger Care Energy Management MMMMaaaaiiiinnnntttteeeennnnaaaannnncccceeee Franchise Technical Full Services Accident and Vandalism Obsolescence management Maintenance plan optimization Train Health Management PPPPaaaarrrrttttssss &&&& RRRReeeeppppaaaaiiiirrrrssss Material availability lead time

The 5 Key constraints for our service footprint 1. Contractual commitment to Customer on Rolling Stock and/or Material Page 8 availability 2. Technical know-how on world-wide installed fleet and access to legacy technical files on OEM sites 3. Supplier base and captivity 4. Supply Chain costs & lead time 5. Tax & Customs duties

TLS Supply Chain ModelS • Parts & Repairs on Quote Page 9 − Sales administration and distribution logistics • Material Availability Service Contracts − Inventory management and service exchange for repairs • Maintenance / Full Material Management long term contracts − Trains/Material availability on a price/mileage basis − Customized Supply Chain on Customer depots − Fleet and material planning for preventive, corrective, on condition • Modernization − Project driven re-engineering and modernized trainset or kit delivery

The Big Question? “Which Supply chain model to best execute ALSTOM Train Life Services current after-sales  synergies?  lead time reduction ?  anticipation of business growth ? Page 10 activities and support business growth successfully in green field zones?

Page 11 TTTThhhheeee SSSSCCCCOOOORRRREEEE PPPPrrrroooojjjjeeeecccctttt

SCORE Project SSSSCCCCOOOORRRREEEE : Supply Chain Organization for RRRREEEEactivity • Dedicated team : 1 Supply Chain developer + External assistance • 1 year project including extensive data crunching, interviews and self assessment questionnaire over 60 sites, workshops Page 12

SCORE Project challenges • 100 facilities 111000000 fffaaaccciiillliiitttiiieeesss ttttoooo bbbbeeee ccccoooonnnnssssiiiiddddeeeerrrreeeedddd :::: from very small to very large, with complex flows between entities and high diversity of contractual commitments. • 666600000000 000000000000 references and service specific typology to be taken into account : Page 13 − Demand pattern − Commercial : show stopper, passenger comfort.. − Maturity : In serial production, after sales, legacy, captivity − Valuation • EEEExxxxiiiissssttttiiiinnnngggg bbbbeeeelllliiiieeeeffffssss:::: − Centralization is cost efficient − Synergies are limited to stock

Page 14 TTTTLLLLSSSS wwwwoooorrrrllllddddwwwwiiiiddddeeee SSSSuuuuppppppppllllyyyy CCCChhhhaaaaiiiinnnn vvvviiiissssiiiioooonnnn

3 Steps towards TLS New SC model 1/ Definition ppppeeeerrrr bbbbuuuussssiiiinnnneeeessssssss ttttyyyyppppeeee (Maintenance, Parts, Modernization) of : Page 15 − SSSSttttaaaannnnddddaaaarrrrdddd pppprrrroooocccceeeesssssssseeeessss (Demand and Supply management, Planning, Logistics) − SSSSttttaaaannnnddddaaaarrrrdddd ssssiiiitttteeeessss ttttyyyyppppoooollllooooggggyyyy − SSSSttttaaaannnnddddaaaarrrrdddd kkkkeeeeyyyy ffffuuuunnnnccccttttiiiioooonnnnssss (mission, local/global, skills) 2/ Definition of standard « SSSSeeeerrrrvvvviiiicccceeee NNNNeeeettttwwwwoooorrrrkkkk OOOOrrrrggggaaaannnniiiizzzzaaaattttiiiioooonnnnssss » for a given contract or new geographic zone. 3/ Validation of ggggoooollllddddeeeennnn rrrruuuulllleeeessss by senior management to give − Simple and shared gggguuuuiiiiddddeeeelllliiiinnnneeeessss ffffoooorrrr aaaaddddddddrrrreeeessssssssiiiinnnngggg nnnneeeewwww bbbbuuuussssiiiinnnneeeessssssss. − Standard rrrroooolllleeeessss aaaannnndddd rrrreeeessssppppoooonnnnssssiiiibbbbiiiilllliiiittttiiiieeeessss − IIIInnnntttteeeerrrraaaaccccttttiiiioooonnnnssss between entities.

Mapping of the key network actors Page 16

Page 17 SSSSIIIITTTTEEEESSSS TTTTYYYYPPPPOOOOLLLLOOOOGGGGYYYY 3 Site Typologies

Fleet approach FFFllleeeeeettt aaapppppprrroooaaaccchhh ffffoooorrrr BBBBuuuussssiiiinnnneeeessssssss ggggrrrroooowwwwtttthhhh Page 18 IIIInnnnssssttttaaaalllllllleeeedddd FFFFlllleeeeeeeetttt kkkknnnnoooowwww-hhhhoooowwww IIIInnnnssssttttaaaalllllllleeeedddd BBBBaaaasssseeee MMMMaaaannnnaaaaggggeeeemmmmeeeennnntttt MMMMaaaasssstttteeeerrrr DDDDaaaattttaaaa MMMMaaaaiiiinnnntttteeeennnnaaaannnncccceeee BBBBiiiillllllll ooooffff MMMMaaaatttteeeerrrriiiiaaaallll MMMMaaaaiiiinnnntttteeeennnnaaaannnncccceeee EEEEnnnnggggiiiinnnneeeeeeeerrrriiiinnnngggg,,,, OOOObbbbssssoooolllleeeesssscccceeeennnncccceeee,,,, SSSSaaaaffffeeeettttyyyy TTTTeeeecccchhhhnnnniiiiccccaaaallll DDDDaaaattttaaaa MMMMaaaannnnaaaaggggeeeemmmmeeeennnntttt GGGGlllloooobbbbaaaallll SSSSoooouuuurrrrcccciiiinnnngggg &&&& IIIInnnnvvvveeeennnnttttoooorrrryyyy MMMMaaaannnnaaaaggggeeeemmmmeeeennnntttt ffffoooorrrr ccccoooommmmmmmmoooonnnn////ccccrrrriiiittttiiiiccccaaaallll PPPPaaaarrrrttttssss BBBBuuuussssiiiinnnneeeessssssss DDDDeeeevvvveeeellllooooppppmmmmeeeennnntttt PPPPllllaaaannnn

Service Network Organization Modeling tool FFFFUUUUNNNNCCCCTTTTIIIIOOOONNNNSSSS Fleet Planner Tender Team Page 19 AAAASSSSSSSSEEEETTTTSSSS SSSSIIIITTTTEEEE TTTTYYYYPPPPOOOOLLLLOOOOGGGGIIIIEEEESSSS RRRROOOOLLLLEEEESSSS Design and implementation of the standard Service Network Organization to best serve a given new service contract or emerging geographic zone Trading Unit Leading Unit Participative Unit SSSSiiiitttteeee 1111 Participative Unit SSSSiiiitttteeee 2222 Leading Unit Material Planner Procurement Repair Loop Controller Custom Clearance Maintenance Engineers Transport Sourcing Parts Technicians Demand Planner Parts Technicians Maintenance Engineers Warehousing/ Preparation Line Sourcing replenishment Operation planning DDDDeeeeppppooootttt FFFFCCCCooooEEEE RRRReeeeggggiiiioooonnnnaaaallll HHHHuuuubbbb LLLLooooccccaaaallll RRRReeeeppppaaaaiiiirrrr CCCCeeeennnntttteeeerrrr CCCCuuuussssttttoooommmmeeeerrrr HHHHuuuubbbb SSSSttttaaaannnndddd aaaalllloooonnnneeee ddddeeeeppppooootttt LLLLooooccccaaaallll SSSSttttoooorrrraaaaggggeeee Material Planner Maintenance Engineers Tender Team Procurement Demand Planner Parts Bid Team Sales force FFFFCCCCooooEEEE FFFFCCCCooooEEEE RRRReeeegggg.... HHHHuuuubbbb C U S T O M E R

Benefits Benefits of using ALSTOM TLS “Service Network SSSeeerrrvvviiiccceee NNNeeetttwwwooorrrkkk MMMMooooddddeeeelllliiiinnnngggg TTTToooooooollll “ • Demonstrate dedicated Service Network capabilities to prospects • Validate tender phase targeted Service Network • Align all functions on a clear road map ERP set-up and deployment, skills and staffing needs, stock allocation, freight request for quotations, depot hand over campaign, interfaces with maintenance operation, Sourcing, Engineering) • Maximize global management synergies while securing daily performance commitment Page 20

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