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Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

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Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH
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Page 1: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

Delos PartnershipDeutschland Organisation

PräsentationSpedition Schneider GmbH

Page 2: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

2© The Delos Partnership 2004

Stephan E. WilligensStephan E. WilligensWas sind meine Erfahrungen

• Ausbildung, im wesentlichen über den 2. Bildungsweg zum MBA für Business Management Industrie und Marketing Management Kaufmann (IHK) Change Management (Boston Consulting) ALQ zertifizierter Experte

• International Management Erfahrung in leitenden Funktionen (Geschäftsleitungsebene) im Bereich der Konsumgüter Industrie Dienstleistungsunternehmen Handel

• Tätigkeiten in verschiedenen Organisationen/Kulturen in Europa und dem mittleren Osten in den Bereichen,

Supply Chain / Logistik Vertrieb MarketingProject and Change experience (Mergers, De-mergers, set up of new

Organisations, Outsourcing, Re-organisations, Closing down of organisations• Erfolgreiche Etablierung eines Start – up Unternehmens

Page 3: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

3© The Delos Partnership 2004

Die Delos KonzeptionDie Delos Konzeption

“There are no problems just challenges” (Cicero)

1. Der Veränderungsprozess1. Ist Analyse2. Zukunftsprojektion

2. Managementprozess1. Integrierte Konzeption2. Führungsvorgaben

3. Erfolgskontrolle1. Projektmanagement2. Kennzahlen

Page 4: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

4© The Delos Partnership 2004

The Heart of the Business• Emotionen• End to End Ausblick und Blick in die Zukunft• Einfach zu verstehen und zu kommunizieren

The Head of the Business• Fakten• herausfordern und hinterfragen der Vision für die Zukunft• Offen, konstruktiv und zielorientiert

The Hand of the Business• Umsetzung • Erzielen der vereinbarten Ergebnisses im Zeit- und Erfüllungsrahmen• Fokussiert, organisiert und offen

Der Strategie – Zyklus Der Strategie – Zyklus der Unternehmender Unternehmen

Page 5: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

5© The Delos Partnership 2004

Der VeränderungsprozessDer VeränderungsprozessVon: The Art of Visioning, Michael DoyleVon: The Art of Visioning, Michael DoyleMichael Doyle Associates ©Michael Doyle Associates ©

AktullerStatus+ & -

Ursprungs-gedanke

Vergangen-heit

VisionStrategie

Hin

dern

isse

ZukünftigesUmfeld

Möglichkeiten& Gefahren

Action plan

Action planAction

planAction plan

Page 6: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

6© The Delos Partnership 2004

Die Delos KonzeptionDie Delos Konzeption

“There are no problems just challenges” (Cicero)

1. Der Veränderungsprozess1. Ist Analyse2. Zukunftsprojektion

2. Managementprozess1. Integrierte Konzeption2. Führungsvorgaben

3. Erfolgskontrolle1. Projektmanagement2. Kennzahlen

Page 7: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

7© The Delos Partnership 2004

Das Delos ModelDas Delos Modelfür Business Integration für Business Integration

VisionVision

StrategieStrategie

PriorisierungPriorisierung

InnovationInnovationKundenbedarfKundenbedarf

AdminAdmin

ErfüllungErfüllung

Page 8: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

8© The Delos Partnership 2004

Assessment BereicheAssessment Bereiche

• Vision

• Strategie

• Integrierter Führungsprozess

• Innovation/ Neueinführungsmanagement

• Kunden Management

• Erfüllungsmanagement

• Administrationsaktivitäten

• Performance Management

• Daten Management

• Optimierungsmanagement

• Mitarbeiter

Page 9: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

9© The Delos Partnership 2004

Assessment BeispielAssessment Beispiel

DETAILED EVALUATION GUIDE

VISION Every organization should have a clear vision, which is capable of being articulated by all of the people in the organization. A good example of this is “We will be making 24,000 trucks by the year 2050”. This company wanted people to recognize that they would be in the business for the long term, hence providing employees and their grandchildren with security of employment. The number 24,000 trucks was significant, as it showed growth from the current figure of 12,000 per annum, and was consistent with their long term business targets. All employees could see this as being a goal they could all aim at.We look at the vision of an organization in three ways:1.Does it exist? - Normally it would be displayed around the organization, and sometimes on cards which people carry2.How do people get to know about it, and do they understand it? – Thus if questioned than can articulate the vision and what it is trying to achieve.3.What is the scope of the vision for the organization is it narrow or is it all encompassing for the organization, and its place in the community?

Dimension N° Bronze Silver Silver Gilt Gold Platinum

Existence 1.1 There is no formal vision for the organization, which describes the long term future of the organization, and its aspirations

A process to develop a long term vision has been started, and a initial vision has been communicated to the people.

A vision for the organization has been established. It is in existence and some people can point to where to find it. It is visible everywhere.

The vision of the organization is clearly displayed around the organization, and is simplicity itself. People understand what it really means.

The vision is clear everywhere, and linked to long-term goals for the organization. There is a formal process for review and renewal.

Communication 1.2 There is no formal process for communicating the vision, and – apart from the management team – no one knows what the vision is.

The management team helped develop the vision, and they are aware of the statements that have been produced. Below the management team, there is little awareness.

The vision statement has been communicated to all employees through a formal process. All new joiners go through a process, which includes learning the vision.Vision is shared with partners in the extended supply chain.

All employees have at some time been exposed to a detailed understanding of the vision from their managers, and they contribute to the building of the visionUpstream and downstream partners’ vision is communicated and positioned in business context.

Any employee can articulate the vision for the organization, and all employees feel closely aligned with the vision and mission of the organization

Scope 1.3 The vision does not have a clear scope – it is a “motherhood” statement.

The scope of the vision just covers customers, suppliers and employees

The scope of the vision covers customers, suppliers, employees, financial stakeholders

It also covers the company’s place in the local community, and its effect on the environment.

It covers corporate social responsibility, and its long term mission in all aspects of a business..

Page 10: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

10© The Delos Partnership 2004

Integrierter Führungsprozess Integrierter Führungsprozess Prozess-SchritteProzess-Schritte

AACCTTIIOONN

AACCTTIIOONN

Woche 1 Woche 2 Woche 3 Woche 4

InnovationInnovationReviewReview

InnovationInnovationReviewReview

KundenKundenBedarfsBedarfsReviewReview

KundenKundenBedarfsBedarfsReviewReview

ErfüllungsErfüllungsPlannungsPlannungs

ReviewReview

ErfüllungsErfüllungsPlannungsPlannungs

ReviewReview

PrioritätenPrioritätenReviewReview

PrioritätenPrioritätenReviewReview

Stage 1Stage 1

Stage 2Stage 2

Geschäfts-Geschäfts-leitungsleitungsReviewReview

Geschäfts-Geschäfts-leitungsleitungsReviewReview

Stage 5Stage 5

Stage 7Stage 7

Stage 3Stage 3

AdminAdminReviewReview

AdminAdminReviewReview

Stage 6Stage 6

Stage 4Stage 4

Page 11: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

11© The Delos Partnership 2004

Die Delos KonzeptionDie Delos Konzeption

“There are no problems just challenges” (Cicero)

1. Der Veränderungsprozess1. Ist Analyse2. Zukunftsprojektion

2. Managementprozess1. Integrierte Konzeption2. Führungsvorgaben

3. Erfolgskontrolle1. Projektmanagement2. Kennzahlen

Page 12: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

12© The Delos Partnership 2004

Leverage our Product P

and Product L assets

Protect and expand our

Product Family F

franchise

Grow our Product Family B business

Develop / acquire

innovative products and technologies

Achieve a profitable leadership position in

key countries

Derive 70% of company sales from top 10 markets by 2006

Maintain our leading position in S. America & France, Canada, UK, and Italy

Optimize public policy, regulatory, and communications to drive growth

Finalize Corea market strategy by 2003

Articulate a new Branding strategy

Meet timelines on bulk mfg. facility and packaging outsourcing for Bd

Acquire market knowledge in key countries

Develop/acquire Product Bk

Ensure launch of Bd Child by 2008

Develop ATO strategy

Develop Product P end-game strategy that maximizes Industrial utilisation

Accelerate the conversion from extP to intP

Consolidate and optimize ATO strategy to support Product P end-game and extP conversion

Slow competitor XX uptake in US

Develop comprehensive product delivery strategy

Institutionalize the Technology Visioning process

Ensure appropriate upstream / downstream balance

Ensure full alignment of Sales, Development, Legal Affairs and Marketing activities

Maximize existing assets for Product Fa and Fc

Ensure leadership in Family F delivery systems

Ensure optimal

capacity, quality and customer

satisfaction

Develop/ Upgrade Quality systems to ensure 50% yearly reduction in rejects and rebuild

Maximize utilization of existing capacity

Achieve Platinum level at all sites

Explore utility of Six Sigma

Defend, and then expand, our global XXX leadership position through sustainable profitable growth.

Launch Product N

and Product M in 2005; >50% of sales

from new products by

2012

Achieve all critical path milestones to ensure 2005 launches

Complete Product N and product M pre-launch activities

Upgrade sales and marketing competencies for adult markets

Develop trust and transparency between IO and R&D groups

implement programs to accelerate the product development process.

Maximize our key assets

Continue to develop and implement e-strategies to enhance the effectiveness of Company corporate strategy.

Align our capacity and capital investment with our strategy.

Rapidly upgrade our technical and

leadership competencies

Aggressively fill the competency and values gap

Become a truly global organization

Empower through broad spans of control in a flat organization

Differentiate rewards and career opportunities based on performance

Regain our leadership position Regain our leadership position in product development and in product development and

approval approval Reliably supply quality XXX Reliably supply quality XXX Foster a culture that Foster a culture that

demands excellence demands excellence Continue to lead in Continue to lead in

marketing and sales marketing and sales

Vision

Strategie

Unternehmens Leitgedanken

Umsetzung / Projekte

Hin

dern

isse

Page 13: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

13© The Delos Partnership 2004

Kunden Auftragserfüllung – “der Perfekte Auftrag”Forecast – ErfüllungDurchlaufzeitverkürzung / Erfüllungsgrad – Vertrieb, Logistik und LieferantenQualität, Right First Time – Logistik und LieferantenGeplanter Servicelevel – Logistik und LieferantenNeue Produkt-EinführungenUmschlagsgeschwindigkeiten – alle Aktivitäten und Funktionen

Operative Kennzahlen

Inventory turns

Added value per employee

Health, safety and environment

Customer Satisfaction Ratings

Working Capital as % of sales

Return on Sales

Return on Capital Employed

Financial/External Measures

Folu

ssie

run

g

hie

r

Erz

ielt E

rgeb

nis

se

hie

rDie Delos KernDie Delos Kern-Kennzahlen-Kennzahlen

Page 14: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

14© The Delos Partnership 2004

ReferReferenzen enzen abgeschlossene Projekteabgeschlossene Projekte

Pillsbury (UK-F-E)• Europäisches Cost to Serve Projekt• Europäischer Logistik Review

Diageo• Supply Chain Design und Realisierung• Einführung von Smirnoff Ice Mehrweg• Procurement Einzelteile Benchmark

Fiege• Europäische Konsumgüter Logistik• Zugangskontrollen Management Systme (LKW)• Deutchlandwieter Prozess und Organisatione Review

Licon Verband• RFID Simulationstool• Integrierte Auto-ID Knzept

Helly Hansen (Europe)•Projekt Management Support

Liverpool Ventures• Integrierte Supply Chain Lösung für Gebäude, Prozesse & Sicherheitssysteme requirements

Danone - Waters (D)•Organisation Review Logistik

Hagemeyer (NL-D)•Cost to Serve Einführung

Spar AG (CH)• Logistik und Supply Chain Review• System Unterstützung

Yes Logistic Group• Integriertes Kennzahlen Management System

Page 15: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

15© The Delos Partnership 2004

ReferenzenReferenzenlaufende Projektelaufende Projekte

• Boehringer Ingelheim Business Assesment der Supply Chain Organisationen in Frankreich und

Deutschland Business Prozess Excellence Projekt Lean Management Entwicklung der Prozesse

• Beiersdorf Prozess Review Mitarbeiterentwicklung

• Emirates Auto – ID Konzept für Hub Flughafen in Dubai

• Bacardi Internatioaler Supply Chain Review

• Eurocash (Metro Group) Mitarbeiter Entwicklungsprogramm

Page 16: Delos Partnership Deutschland Organisation Präsentation Spedition Schneider GmbH.

16© The Delos Partnership 2004

Anything else you like to know about me?Anything else you like to know about me?


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