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Delivering Operational Excellence Africa Rail 2016 www.ciltinternational.org Paul Brooks, President, CILT 29 th June 2016, Johannesburg

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Page 1: Delivering Operational Excellence

Delivering Operational Excellence

Africa Rail 2016

www.ciltinternational.orgPaul Brooks, President, CILT 29th June 2016, Johannesburg

Page 2: Delivering Operational Excellence

Areas Covered

• Chartered Institute of Logistics and Transport• OE – How to get there and how to maintain it

– Capacity– Reliability– Contingency Planning– A sustainable plan– Role of technology

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OUR VISIONTo be recognised as the first choice professional body in supply chain logistics and transport

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CILT Pen Portrait

• Education Charity• Royal Charter – Founded in 1919• 33,000 professional members• 34 countries• Fastest Growth

– Women members– Young Professionals (under 35)

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CILT Values

• Global Leadership• Professionalism• Inclusivity• Diversity• Dynamism

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Result

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Areas Covered

• Chartered Institute of Logistics and Transport• OE – How to get there and how to maintain it

– Capacity– Reliability– Contingency Planning– A sustainable plan– Role of technology

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"The PDM process that UEP helped us develop has been critical to us having much greater alignment throughout our global operations, starting with us as a leadership team. More rewarding to me was to experience the significant improvement in the engagement of all our employees in the geography in which we first deployed the process. It’s a pleasure to work with experienced people who don’t teach you anything that they have not done themselves and can show you how it is working in their own organization”

Global Supply Chain & OE Director

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Capacity• People• Design• Engagement• Capability• Deployment

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Reliability• Quality Focus• Standard Work• Customer Focus• Process Test

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Global Pharmaceutical Change Programme

• 74 manufacturing centres• Joint deployment team of 8 individuals• Initial UK site• 22 sites over 18 months• 12-16 week engagements (2 individuals per site)• £8M p.a. savings target• £15M p.a. ‘non incurred’ cost target

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Contingency Planning

• Process capacities• Time sensitivities• Order visibility• Pull model

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Major Australian Retailer

• Engagement in supply chain operations• 15 DC’s (50% in house)• Prize of store service increases at reduced costs (inventory)• Wanted to create a sustainable model• Ambient and Fresh – time critical• Improve retention and reduce agency

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A Sustainable Plan• Embedded• Robust• Well lead

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Role of Technology• Measurement• Information• Visibility• Speed

Image from KBR

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Many Different Models• Challenge• Drivers for change • Leadership• Timeframes• Fit

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THANK YOUPaul Brooks

International PresidentThe Chartered Institute of Logistics and Transport

[email protected]+44 7769 671655