SCM für Energie und Services

TXT SC&CM® for U&S Products and Services for Utilities & Services Business Scenario The U&S reference market Companies providing multi-services of maintenance, prompt intervention, booking, advice support, assistance, etc. in the energy, water, environment, telecommunications (health care and assistance) sectors Network operators Services Marketer 3 The evolution of the U&S .1 context Privatizations and liberalization of markets increase competition and the necessity of cost control Revenues will be tied to Authority parameters Profit growth will be linked to cost reduction Constraints imposed by the Authority require higher and higher management quality levels Service levels will be valuation parameters for the acquisition or the renewal of licences The non-respect of the Charter of Services implies a penalty (700%) Customers and users’ needs and expectations are growing The PA will be more and more aware of consumers and users’ satisfaction requirements Users will be insured by the Charter of Services and they will be able to choose 4 The evolution of the U&S .2 context The extension of the number and quality of relations ... Accounting/administration separation in the distribution enterprises Extension of the offer to multi-services, with the necessity for new alliances and suppliers in less common sectors Proliferation of the actors contributing to the business: marketers, suppliers, subcontractors, transporters ... Requires a greater capacity of cooperation Polarization of strategies and customer approach Control and coordination of (internal) planning and of (external) cooperation 5 The evolution of the U&S .3 context Market dynamism ... Of demand (linked to marketers and to free market competition) Of supply (due to acquisitions, exposure on multi-services, innovation) ... imposes a strong responsiveness to changes The technological progress generates opportunities ... New communication, cooperation and internal/external processes optimization tools ... but also competition and related risks 6 The planning demand The needs .1 Control of costs (human resources and materials) Dimensioning and saturation of resources Transfer cost minimization Execution time reduction Warehouses reduction Materials replenishment lead time reduction Improvement of service levels (quality and times) Respect of the SLA of the Charter of Services Respect of security and work quality constraints Ex. noise risk management, exposure < 90 dB(A) (read 277/91 and 626/94) 8 The needs .2 Development of internal communication tools ... Rapid distribution of information (orders) to the teams present on the area Recording of the progress and final balance hours and materials Dys-intermediation of the organization and reduction of the hierarchical levels ... and of external cooperation tools External resources availability management Cooperation with an increasing number of marketers of our own services “Shared services” between multi-services networks Sharing work and progress plans with third contractors 9 The needs .3 Responsiveness to market changes (of demand, of supply, of competition) Demand analysis and forecast Simulation of alternative scenarios Demand dynamism management Flexibility of internal and external planning (e re-planning) Choice of technologies and of technological partners, capable of guaranteeing : Specialised and advanced solutions Integrated into a global overview • with the existing organization and ERPs • with third parties’ tools (ERM, CRM) in a “best of bread” approach 10 The planning processes 1. Demand forecast (customer activity or emergency) 2. Long-term planning (periodic activity or extraordinary maintenance) 3. Resources and stock dimensioning, supply agreements planning 4. Booking customer appointments 5. Operational programming and scheduling 1. Optimization of operational sequences 2. Assignment of activities to teams 3. Reports 6. Dispatching and final balance to teams and enterprises 1. Sending orders and bills of materials to teams/enterprises 2. Recording of work in progress and final balance hours and materials 3. Sharing executive plans with services and materials suppliers 7. Supply of services on the field (“field services”) 11 An Integrated Solution Why an integrated solution The market offers several APS (Advanced Planning & Scheduling) tools in order to meet specific planning needs An integrated approach allows to optimize key decisions in the different phases of planning, maximizing cooperation and coordination over the whole Supply Chain between the multiple actors involved It is the tool to obtain the proper responsiveness to market changes, allowing to perceive and react to internal and external inputs 13 The reference scheme Forecasts Programmed orders Agents/Marketer Demand Planning 1 ERP Forecast PM/MM/HR/CO Demand Mgm Collaboration Frequency based 1 Order generation Programmed orders 1 Needs WEB Master Planning Order Promising 2-3 4 ERM, CRM counter, call center Needs Scheduling 5 Needs/Progress, Final NETWORK balance Field Services Supplier Mgm ENTERPRISES Dispatching MARKETERS 6-7 6-7 14 The TXT SC&CM® for U&S Suite: an integrated solution The product TXT SC&CM® for U&S is an integrated planning solution specifically designed for the Utilities & Services sector It originates from the experience developed with leading companies of the sector It answers effectively to the specific needs of the sector: • Forecast of demand and of the need for resources and materials • Optimized planning and scheduling of skills, operators, teams (internal and outsourced) and materials • Forecast and dating of appointments on-line by multiple marketers • Distribution of orders to teams and recording of progress and final balance (control operational constraints) • Management of cooperation with suppliers and subcontractors TXT SC&CM® for U&S is a verticalization of the suite used in multiple industrial sectors Products ? Activities Resources ? Human resources Plants ? Offices, Call Centers 16 Best references TXT SC&CM® U&S is successfully used by: ENEL Group AEM Italcogim Postel INAIL 17 Best references Utilities Services AEM Gas and Heat Postel • Scheduling of operational • Logistics planning: press teams for maintenance activities and electronic Enel Distribution envelopment • Planning of supply Inail agreements for materials • Information system and destined to yard production planning for Italcogim Group rehabilitation prostheses, appointments • Planning, booking and management and hospital scheduling integrated by activities scheduling multi-services for the gas distribution network 18 The planning processes 1. Demand forecast (customer activity or emergency) 2.