edi carr unilever

8/2/2019 Edi Carr Unilever

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"Carrefour and Unilever

deployment of a Global SupplyChain Strategy"


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Carrefour, a global presence in 26countries

n1 France

n1 Spain

n1 Belgium

n2 Italy

n1 Greece

n1 Brazil

n1 Argentina

n1 Taiwan

n1 Indonesia

561 hypermarkets 1324 supermarkets

2611 deep discounts stores

788 other store formats

More than 9000 stores under banner


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Unilever at a glance

We sell our Home & Personal Care and Foodsbrands in 150 countries

Overall 1999 turnover of US$ 45,790 million

43rd by turnover in the Fortune 500 list of largestcompanies (August 1999)

Recent major acquisitions: Amora Maille (F),Ben&Jerrys (USA), Slim Fast (USA), andBestfoods (USA)


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Carrefour objective

No out of stocks on the shelf

Lowest total inventories

Faster cycle times

Automation of all information flows

Lowest total delivered cost (supplier to

shelf)

The excellence of the supply chain:


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Carrefour supply chain vision

Cross-dockingplatform

Supplier Store

NoBackroo

minventory

Noinventory

Daily sales &inventory data

Daily sales

& inventory data

per store

Continuous replenishment (A to B delivery)

The target organization:


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One of Carrefours Key

Strategies

More sharing of information

Greater supplier involvement in the replenishmentprocess

Greater accountability:

Shared objectives

Inventory levels

Cycle times

Service rates, etc,

Performance indicators and score cards

Collaborative approach with our suppliers


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Carrefour and Unileverscope of operations

Commercial relationship in all Carrefour Countries

Involvement of 57Unilever Companies

Across all Unilever categories

Mutually important business partners

With a shared ambition for growth and operationalglobal excellence


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Carrefour & Unilever - A matureSupply Chain in Europe

EDI rolled out at 100% in all major countries

CMI with common tools and processes

Building experience with ABC costing and Product Availability & Traceability

Results

Improvements in Service levels Significant costs reduction

Robustness of operations

Better integration of work flows


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Definition of a Global CommonSupply Chain Strategy

Corporate commitment to promote processimprovements globally

Use a standard scorecard to monitor current situation

Implement Best Practices EDI

Co managed inventory

Global roll out plan for overseas regions (LatinAmerica and Asia)

Close cooperation on plan management


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Implementation of the strategyin Asia and Taiwan in particular

Asia is the fastest growing Carrefour region

Capabilities and openness on new technologies

Three priority countries: Taiwan

Korea

Thailand

Taiwan the biggest Asian country for Carrefour

An adapted infrastructure for a facilitated rollout


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Row

Nb

Fill

inIndicators

Indicator

unitN-1

Target

N

To date

resultJan. Feb. Mar. Apr. May. Jun. Jul. Aug. Sept. Oct. Nov. Dec.

1 - Logistic volumes

11 S Turnover M LC(*)

12 S Number of parcels x1000 parcels

13 S Number of orders

14 S Number of parcels per order parcels

2 - Sales competitiveness21 C Purchase price indicator

3 - Administrative performance31 S Billing accuracy %

32 S Number of operationnal EDI messages

4 - Logistic performance

4.1 Supplier

411 C Product availability %

412 S Delivery lead time Nb of days

413 C On time deliveries %

414 C Proposal orders modified (CMI) %

4.2 - Carrefour warehouse


422 C A to B store deliveries %

423 C Inventory level in days Nb of days

424 C Inventory level in value K LC(*)

425 C Inventory level in pallets Nb of pallets4.3 - Carrefour store

431 C Out of stock on the shelf %



5 - Logistic benefits

C 5.1 - Real operational savings

C 5.2 - Estimated operational saving

* LC : local currency

Supplier ECR Score Card

Carrefour - Unilever

Scorecard


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Scorecard

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4.1 Supplier


412 S Delivery lead time Nb of days413 C On time deliveries %

414 C Proposal orders modif ied (CMI) %


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inIndicators

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unitN-1

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Scorecard

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4.2 - Carrefour warehouse421 C Product availability %




425 C Inventory level in pallets Nb of pallets


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Scorecard

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Indicators Indicatorunit


4.3 - Carrefour store





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+

PHYSICAL STOCKS

MOVEMENTS

FORECASTS

CARREFOUR STOCK

CLIENT

CL

IEN

T

E.D.I.

ORDERSLEVER STOCK

Physical flow of products

Co-Managed Inventory (CMI)

STOCKS & WHAREHOUSE

MOVEMENTS

DELIVERY

ORDER

ORDERCONFIRMATION

ORDER

PROPOSAL


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Supply Chain optimization in Taiwanvery promising results

Improved service from Unilever to Carrefourswarehouse on time deliveries = +7%

product availability = +20%

Increased service from Carrefour s warehouse tostores product availability = +11%

WhileReducing stocks by 40%

Reducing delivery lead times by one day


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What is: ?

A stand-alone profit-oriented business : with its own management team

focused on delivering efficiency to : the retail community,

its suppliers through the use of internet based transaction and

collaboration tools.

A business whose services are available to all

retailers, regardless of equity participation.

It is not a central buying office .


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The equity members

Pinault PrintempsRedoute

A global purchase turnover > to US$ 200 billion

A members commitment to bring 70% of thispurchase amount on GNX


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The valuable services

Sourcing Suppliers

and Products

Collaborative

Product

DevelopmentWeb-Enabled,

Dynamic TradingCollaborative

Planning,

Forecasting and

Replenishment

(CPFR)

Additional Value

Added Services

Communication Tools

Catalogues

Applicat

ions

WorkflowApplications

U il f th h


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Unilever: one of the chosenpartners involved in GNX design

and implementation

Prove transaction capabilities on the Net

Set up a migration plan from existing EDI to GNX

Develop a standardized approach for the productcatalog with the other GNX partners

Build supply chain optimization capabilities (CPFR)


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Taiwan a GNX pilot country

Two pilot countries: France and Taiwan

Pilot objective: move EDI communication tointernet enabled transaction on GNX

Steps:

Prove end to end communication based on new internetprotocol

Migrate current EDI messages on GNX Parallel run to test robustness

Go live


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Potentially:

- Allcountries

- All suppliers

A view to the future of EDIcommunication

Unileverprivate network

Unilevergateway

Internet

Carrefourprivate network

Carrefourgateway

GNX

Supplier

EDIplatform

Supplier

Browser

access

WebEDI

WebEDI

Classic

EDI

Classic

EDIB2B Hub


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Expected benefits from GNX

Unify all current processes and tools

Reduce communication costs ( Internet Vs VANs)

Handle existing EDI flows

Promote the use of common worldwide standards

Use in the future an easily and universally

understandable language (XML)

Enable access to other GNX functionality


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GNX pilot next steps

Roll out of Unilever Carrefour learnings to allCarrefour countries

Pursue pilot developments Product catalogue

CPFR

Carrefour to extend process roll out to allsuppliers


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GNX a new tool for our GlobalSupply Chain Strategy

Global transactional capabilities

Definition and use of a global communicationstandard

Global data alignment and synchronization

Ability to deploy standard processes globally

Automation of all information flows with suppliers(including smaller ones)Web EDI

Advanced Supply Chain collaboration


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Conclusion

A successful and promising collaboration:

A common and consistent strategy

A global roll out

Key learning for further implementation (new partners,

new countries)

GNX, a tool to accelerate such initiatives

Most advanced technology

Wild range of functionality enabling implementation ofglobal best practices


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Thank you for your attention

edi carr unilever

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