Kuinka mukaan suuryrityksen arvoketjuihin. R&I Director Matti Kemppainen

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1 Kuinka mukaan suuryrityksen arvoketjuihin R&I Director

2 Sisältö Konecranes lyhyesti Arvoketju Odotukset 2

3 KONECRANES NUMEROINA LAITTEET TOIMINTOJA LÄHES 61 % TYÖNTEKIJÄÄ 626 TOIMIPISTETTÄ ERI PUOLILLA MAAILMAA 50 MAASSA LIIKEVAIHDOSTA KUNNOSSAPITO 39 % LIIKEVAIHDOSTA 1,73 MILJOONAA HUOLTOKÄYNTIÄ VUOSITTAIN YLI KUNNOSSAPIDON ETÄYHTEYTTÄ HUOLTOSOPIMUKSET KATTAVAT YLI ERI VALMISTAJIEN LAITETTA M LIIKEVAIHTO VUONNA

4 KONECRANES KARTALLA Konsernin pääkonttori EMEA-alueen pääkonttori Hyvinkää, Suomi Amerikan alueen pääkonttori Springfield, Ohio, Yhdysvallat APAC-alueen pääkonttori Shanghai, Kiina Keskeiset tehtaat Myynti- ja huoltopisteet 4

5 SUOMI HYVINKÄÄN TEHDAS Tuotteet: raskaan prosessiteollisuuden nostureiden ja satamanostureiden komponentit ja vaunut HÄMEENLINNA Tuotteet: teollisuusnostureiden nostimet ja komponentit 5

6 TARJONTA ASIAKKAILLE KONTTIENKÄSITTELY TELAKKATEOLLISUUS JÄTTEENKÄSITTELY PAPERI- JA SELLUTEOLLISUUS AUTOTEOLLISUUS ENERGIATEOLLISUUS TERÄSTEOLLISUUS KONEPAJATEOLLISUUS KAIVOSTEOLLISUUS PETROKEMIAN- TEOLLISUUS 6

7 TUOTTEET JA PALVELUT TYÖPISTE- NOSTOJÄRJESTELMÄT TEOLLISUUSNOSTURIT TUOTTEET TEOLLISUUSNOSTURIT RATKAISUT YDINVOIMALANOSTURIT KENTTÄNOSTURIT KONTTILUKIT SATAMANOSTURIT TELAKOIDEN PUKKINOSTURIT KONTTIKUROTTAJAT HAARUKKATRUKIT KATTAVA KUNNOSSAPITO 7

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9 MANUFACTURING LABOR RATES USD/Hour India China Russia Brazil USD/Hour Japan USA EU Source: Euromonitor, US Department of Labor. Note: India labor rates based on growth of 103% from 2006 to

10 LCC SOURCING PRICE DEVELOPMENT CASE Threat or opportunity? Current EU Supplier New LCC supplier introduced

11 KONECRANES STRATEGIC SOURCING ACTIONS Renew our supplier network collaboratively to provide cost efficiency, innovation, quality, punctuality and agility on demand changes Lifting People Lifting Customers Lifting Suppliers Key actions in Strategic Sourcing team: Make sure the operation is fully align with 1KC objectives Leverage KC purchase power thru volume bundling and supplier reduction corporate wide More regional approach on supply base to shorten delivery times, to improve agility on demand changes and to achieve best total cost Strategic supplier roadmaps aligned with BU strategies Simplify supply chain (tier 1-2-3) for lower total cost Capitalize on supplier knowledge via VA/VE workshops and supplier cost reduction ideas; Supplier innovation Award Contest Boost Early Supplier Involvement (ESI) in technology research and product development projects Optimize Service sourcing activities thru DC network and preferred/approved program Renew Indirect Sourcing focus/operation mode Open communication corporate wide without silos Continued development of people competencies 11

12 THE BEST-OF-BEST SUPPLIER CAN IMPROVE OUR VALUE PROPOSITION Own long-term strategic plan with a clear desire of position in the value chain Understand Konecranes customer and development needs Passionate attitude across supplier company to build and deliver customer satisfaction Strives for long-term business relationships Proactively delivering / suggesting business improvements and can challenge Konecranes Takes full accountability for own supply chain s development and performance Supplier s customer portfolio, <50 % with one customer. Risk management and low dependency 12

13 STRATEGY IDENTIFY MAIN ACTIVITIES PRIMARY SOURCING TOOLBOX X. CATEGORY Exploit Buying Power Create an Advantage Consolidate number of suppliers Pool volume/variants across units Redistribute volume among suppliers Combine volume from different commodity groups Compare total costs Model should-costs Renegotiate prices Unbundle pricing Expand geographic supply base Develop new suppliers Profit from global supply/demand imbalances V Volume Concentration B Best Price Evaluation Global Sourcing P Strategic Sourcing G Product Specification Improvement R Relationship Restructuring Joint Process Improvement Fill the square before those tools that you believe will be most important within your category (right mouse-click on field: fill & borders) J Conduct product value analysis and engineering Substitute materials Buy standard materials Optimize life cycle costs Reengineer joint processes Share productivity gains Integrate logistics Support supplier operations improvement Establish/develop key suppliers Employ strategic alliances/partnering Examine strategic makeversus-buy Develop integrated supply chain 13

14 EARLY SUPPLIER INVOLVEMENT ROLE Product Process Konecranes ESI Suppliers Product & Service lifecycle Product Development Konecranes Supplier Base Delivery Process Customer Deliveries & Service Advantages Shorter project development lead times Improved perceived product quality Savings in project costs Better manufacturability Shared knowledge and learning Improved R&D efficiency and effectiveness Accessibility to suppliers technical capabilities 14

15 SHIFTING FROM COMMODITY TO VALUE SOURCING PAST Commodity experts Components Multiple tactical suppliers Stable raw material markets Fragmented supply chains Supplier delivery Price driven Tactical people competencies TODAY-FUTURE Business relationship experts Modules / Systems More strategic suppliers Highly volatile markets Supply clusters Supplier value / ESI Total cost of ownership Increased focus on leadership and project management 15

16 Supplier Segmentation High Supplier dependency Bottle neck Single manufacturer for a specific product and transfer to another supplier is time consuming and/or remarkable R&D effort is needed Technology excellence or business strategy is the reasoning behind supplier selection Where possible we should minimize this number over time Routine Several suppliers on the market Relatively easy to replace Standard product Commercial importance relatively small, volume may be still high Supplier Management activity with them will be limited Strategic Only limited number of suppliers Strategy alignment with the KC Continuous supplier development They will be the main focus of Supplier Relationship Management at KC Performance Several suppliers on the market Easy to replace Business critical in sence of volume or performance supplier High spend Very important suppliers (identified by spending, some sole sources, technology, etc.) Low Importance to KC High 16

17 PK toimittajat Suomessa L12M (kpl) 25 % Huollon tarvitsemat korjaukset 4 % 13 % 9 % 10 % Isompien kokonaisuuksien toimittajat (ei massatavara) 1000+keur 3-4vk toimitusaika projektitoimitusosia keur keur keur Pienet voluumit, 10-50keur osatoimitus Suomessa tehtäville 5-10keur tuotteille 39 % Varaosia vanhoille tuotteille Tutkimusyhteistyö Tutkimusprojekteja tulevaisuuden tuotteille 17

18 YHTEENVETO KUINKA MUKAAN SUURYRITYKSEN ARVOKETJUIHIN Mukaan tutkimusprojekteihin Esim. SHOK -hankkeet Kehitysprojektit (ESI) Innovatiiviset omat tuotteet Kehittyminen omalla alueella 18

19 NOT JUST LIFTING THINGS, BUT ENTIRE BUSINESSES 19