This blog is part of a video interview series. Check out the video below as well as links to other supply chain practitioner and Kinaxis executive interviews.
To successfully work with cross-functional groups around the world, you must be able to share data of every description, says David G. Thomas, director of global capacity planning for Ford Motor Co. In a general sense, customers worldwide want many of the same things in the cars and other vehicles they buy. The differences, however, are great enough that meeting their requirements is a highly complex undertaking, Thomas says. Customer centricity necessitates having factories in every part of the globe and a supply base that caters to individual needs and quantities. The downside is an inaccurate forecast. Getting the demand side wrong drives cost throughout the system. “My role is to help make certain that we have the most efficient supply chain, and the lowest possible inventories to enable us to sell the maximum possible number of units. It’s minimizing holding costs and maximizing revenue. That is becoming more and more critical as a competitive differentiator. It’s simply too expensive to have vehicles sitting in inventories, whether at factories, at dealers, at ports, or anywhere in the supply chain, because that’s dead money. You have to eliminate as much of that as possible,” Thomas says.
Every manufacturer in the automotive vertical has some kind of supply chain management software, Thomas says. The question is, what SCM software tool do they have to make that supply chain as accurate and as lean as possible? Recognizing that it needed something to consolidate data about company performance both regionally and globally, Ford initially engineered its own tool. Its objective was to analyze data from all functions from each internal organization. Though it saved Ford quite a bit of money, Thomas says, the company needed something more powerful. “We needed something to better see the problems,” Thomas says. “Regional issues can cause global problems, and global solutions have regional implications. Unless you can see both sides of the business, close to the ground to see what’s happening regionally, yet be able to step back and see the global picture, with global product coming out of global factories with global suppliers, you just can’t manage efficiently.” After 18 months of vetting a number of software vendors, Ford partnered with Kinaxis, and is implementing RapidResponse to enable and enhance its comprehensive supply chain processes. Building its own system taught Ford executives what they needed to do, but Thomas says it was never intended to be a long-term solution. “We’ve kind of plateaued the capability of that tool. We needed to go to the next step.” Vehicle manufacturers like Ford look out 18 to 24 months, and plans take time to work through. At the moment, SUVs and trucks are “king” in the U.S. market, but Ford has to keep its eye on such game-changing trends as autonomous vehicles. RapidResponse will enable Ford’s sales and operations planning in that effort, Thomas says. “S&OP is the beating heart of a company,” he says. “Unless you get the S&OP right, the longer term is always in question. You can have a view of the longer term, but you still have to get there.” Check out the other video interviews in this series:
- [Video] Xilinx: Fight the urge to be precise – How supply chain technology is helping Xilinx
- [Video] Keysight Technologies: Improving production planning efficiency
- [Video] Kinaxis – Revolutionizing supply chain planning
- [Video] Long-term supply chain planning system vision and strategy
- [Video] Sanofi Genzyme trends in pharmaceutical supply chains
- [Video] Adapting supply chains to the digital phase of business
- [Video] TE Connectivity – A continuous sales and operations planning process
- [Video] Supply chain centers of excellence and customer success
- [Video] Roland DG: Transforming its sales and operations planning process
- [Video] Digital Technology and Strategies for Effective Knowledge Sharing