Carol Ptak – ex CEO de APICS – presentará Demand Driven MRP en Bilbao
19 noviembre, 2016
Demand Driven MRP
Demand Driven MRP en Logistics 2016
23 noviembre, 2016

La Implantación DBR en PRODUCTOS TUBULARES es reconocida con el Ptak Prize for Supply Chain Excellence 2016

El pasado 19 de julio, en el Navy Pier de Chicago, Manuel Castro (Socio Director de CMG) y Jon Bikandi (Jefe de Producción de Productos Tubulares), recibieron el galardón internacional “PTAK Prize” que reconoce a aquellas empresas que han logrado mejoras en su Supply Chain a través de la visión, reglas de negocio y tecnología.

Esta implantación logró, en menos de un trimestre, aumentar el nivel de servicio desde un 40% a un 85%, con reducciones de stock en curso del 50% y pudiendo recortar los plazos ofrecidos a los clientes en un 60%

Presentó el premio Richard C. Ling, padre de S&OP, y Carol Ptak, ex CEO de APICS.

Si deseas obtener la presentación en PDF, puedes descargarla registrándote en este link. Si por el contrario ya estás identificado puedes descargártela aquí.

A continuación, se recoge un extracto de la memoria del proyecto:

(…)
The implementation of DBR rules and tools has been the leverage point of PRODUCTOS TUBULARES competitive advantage from the first quarter of 2015.
The whole steel pipe industry found in 2009 how efficiency optimization did no longer guarantee good bottom line results. Actually, it originated the following opposite and negative effects:
  • Low Customer Service Levels
  • Long lead times
  • High levels of WIP inventory
Veering towards DBR Policies, eradicating old paradigms and believes, allowed PRODUCTOS TUBULARES to work in a demand driven environment where improving FLOW is core and the main input for all decisions is Customer´s Demand.
The shift from a PUSH System to a PULL System triggered results that could have appeared impossible before the implementation started:
  •  85%+ Customer Service Levels
  •  60% Lead time reduction
  •  30% Inventory reduction PRODUCTOS TUBULARES
Top Management was very concerned about the impact inventory reduction would have in the balance sheet. Since it is a Stock Exchange listed company and inventory reduction alone would have meant weaker end-of-quarter results.
However, from Q4 2014 to Q1 2015 numbers show that Turnover improved (+60%) with less Rolled Tons (-7%) and just a slight increase in Finished Tons (+8%). This means that the right Customer Orders were being manufactured on time to be shipped and invoiced, increasing Turnover to improve the balance sheet despite the inventory reduction.
The DBR Implementation Project begun on November 2014 and lasted 4 months, delivering results already by end of the first Quarter.