Longevidade do Redesenho de Malhas
Logísticas: Riscos e Oportunidades
Fábio Ishikawa, Supply Chain Manager, Sephora
Alexandre Oliveira, Partner, Cebralog
23/set/2015
Fabio Augusto Ishikawa is a Supply Chain executive with 19 years of experience in
Supply Chain operations, and an expert in retail for the luxury Market.
Fabio is a bachelor in Civil Engineering at Escola Politécnica da Universidade de São
Paulo and has a Specialization in Business Administration at Fundação Getúlio Vargas
(SP).
He began his career planning logistics operations for the financial market as Trainee at
Brinks, and then at Ryder Logistics for the industry, coordinating Milk Run for General
Motors (BRA & ARG) and warehousing operations for Unilever (GO), where he gained
experience in transportation network and distribution centers operations.
Since 2002, Fabio has been managing retail operations for luxury brands like Louis
Vuitton, Lacoste and L'Occitane. At Sephora since 2011, he implemented all the
logistics operation for the company, managing two distribution centers, transportation
network, reverse logistics, inventory management, procurement, importation and
regulatory affairs.
Fabio is participating in a new project implementing the RFID technology at Sephora.
br.linkedin.com/in/fabioishikawa
Sephora no Mundo
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1969 - fundada por Dominique Mandonnaud
1997 - adquirida pelo grupo LVMH
2015 – 31 países, 2.000 lojas no mundo
Focada em diversidade de marcas, inovação de produtos
e experiência de compra
Sephora Shanghai
Sephora no Brasil
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2010 - Entrada no país com a compra da Sacks (e-commerce)
2012 - Abertura da 1ª loja no Brasil
2015 – 17 lojas e 5 popup stores
2 Centros de Distribuição
Retail – Louveira SP
E-Commerce – Palmas TO
200 Marcas
30 Fornecedores
Sephora Eldorado-SP
Alexandre Oliveira is a founding-partner at CEBRALOG, a supply chain consultancy and training company
headquartered in Brazil since 2001. Alexandre has also been President of the Brazilian Institute of Supply Chain
Professionals (I.B.S.) since 2007. He offers courses for MBA programs at Business School Sao Paulo and is a
regular contributor to seminars, conferences and congresses.
Alexandre began his career at Procter and Gamble, where he gained executive experience in manufacturing, quality assurance,
and logistics in assignment in Brazil and in Europe, but for the past 15 years he has developed his career as consultant. Alexandre
has worked as a senior consultant, trainer, and expert advisor for companies such as GE, 3M, Sony, Bayer, Pepsico, Pernod
Ricard, Unilever, Avon, Adidas, John Deere, Eaton, Walmart, Motorola, and several others.
Alexandre holds a Bachelor of Arts degree in Chemical Engineering and a Master in Finance degree from the State University of
Campinas (Unicamp, Brazil) and a Master of Science (Honors) degree in Logistics and Supply Chain Management from
Cranfield’s University School of Management, United Kingdom.
Since 2001, Alexandre has actively influenced logistics thinking in several supply chain organizations. He chaired the Logistics
Committee at the American Chamber of Commerce (Amcham, Brazil, 2001–2004), chaired the Supply Chain Committee at the
British Chamber of Commerce (Britcham, Brazil, 2006–2007), and he was Regional Vice-President of former Brazilian Logistics
Association (2002–2003). He has lectured in MBA courses since 2004 in top regional universities such as State University of
Campinas (Unicamp) and State University of São Paulo (USP).
Alexandre is the author of a series of books on supply chain management published by Pearson/Financial Times, New York, USA:
(1) A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices, (2) A Customer Service
Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value, (3)
Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators, (4) Managing Supply Chain Networks:
Building Competitive Advantage in Fluid and Complex Environments and (5) Supply Chain Management Strategy: Using Scm to
Create Greater Corporate Efficiency and Profits.
Alexandre has published in the International Journal of Physical Distribution and Logistics Management (JPDLM) and for the
Supply Chain Practice (Cranfield School of Management). He also coordinates the Operations and Supply Chain Academic group
at LinkedIn since 2009, which currently has more than 24,000 members.
www.linkedin.com/in/alexoliveira
www.cebralog.com
www.amazon.com/Alexandre-Oliveira/e/B00KZQCFIE
5
O CEBRALOG É ESPECIALISTA EM
NÓS
F
A
Z
E
M
O
S
SUPPLY
CHAIN
LOGÍSTICA
MANUFATURA
CONSULTORIA
CURSOS
PRESENCIAIS
COMEX
TREINAMENTOS
IN-COMPANY
ADVISORY
TEXTOS CUSTOMIZADOS
QUEM CONTRATA O CEBRALOG ?
INDICAÇÃO
35%
30%
35%
NOVOS
ATUAIS
montelo.com.br
Longevidade do Redesenho de Malhas
Logísticas: Riscos e Oportunidades
Fábio Ishikawa, Supply Chain Manager, Sephora
Alexandre Oliveira, Partner, Cebralog
23/set/2015
Modelos de gestão de supply chain
AMBIENTE DE INOVAÇÃO
SC RISK
MNGT
INNOVATIVE
ENVIRONMENT
SC
VISIBILITY
KNOWLEDGE
MANAGEMENT
PEOPLE
Source: BOOK: A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices.
Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.
11
O ciclo virtuoso
Pessoas
Network
Gestão de
conhecimento
Identificar
Desenvolver
Adquirir
Partilhar
Reter
Usar
Visibilidade
Decisão
Ação
Inovação
Source: BOOK: A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices.
Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.
Valor
Supply Chain Management
Adicionando valor ao negócio
1
Gerando
novas vendas
6
Ganhando
de market share
2
Reduzindo
custo de vendas
7
Melhorando
percepção de valor
3
Reduzindo
o ciclo de receita
8
Melhorando a gestão
de investimento
4
Reduzindo
o custo de servir
9
Nivelando com
marketing e vendas
5
Melhorando gestão
de ativos
10
Alavancando as
novas iniciativas
Source: BOOK: Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits.
Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.
13
Estudo de malhas
ENTENDIMENTO DA SITUAÇÃO
Inbound
Outbound
Estudo de malhas
ESTRUTURA “AS IS”
Industry Supply
Chain Director
Team
Supply Chain tradicional
ABORDABEM DE GERENCIAMENTO DE RISCO
Implementation of
mitigation plan
RISK
EXPOSURE
LEVEL
DEFINITION OF
MITIGATION
PLAN
DEFINITION OF
CONTINGENCY
PLAN
DISTANT
PAST
Time to
react
Risk
immediate
impact
Time to recover
Risk impact zone
Risk
event
Contingency plan ageing
RECENT
PAST
TODAY
(PRESENT)
Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments.
Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.
FUTURE
Supply Chain tradicional
CICLO DA ESTRATÉGIA E VALE DE RUPTURA
STRATEGY ADHERENCE TO BUSINESS ENVIRONMENT
LONG STRATEGY LYFECYCLE
Strategy Implemented
Strategy Implementation
Fine tuning
Strategy Implementation
Complete fundamentals
Disruption
valley
New Strategy
Strategy Obsolescence
Reduced performance
Strategy Obsolescence
Undesirable performance
Strategy Implementation
Building blocks
Strategy Definition
TME
Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments.
Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.
Transformação no ambiente de negócios
TRADITIONAL VALUE CHAIN
FLUID AND COMPLEX SUPPLY NETWORKS
Board of directors
Board committees
Chief executive officer
Executive committee
Management committee
Independent auditors
STRUCTURES
STRUCTURES
CORPORATE
GOVERNANCE
CORPORATE
GOVERNANCE
TRADITIONAL
VALUE CHAIN
SHAREHOLDER
INFLUENCE
STAKEHOLDER
INFLUENCE
SHAREHOLDER
INFLUENCE
INNOVATIVE
VALUE NETWORK
TRADITIONAL
Value CHAIN
Business
definition
INNOVATIVE
Value NETWORK
ENABLER
FEW PEOPLE /
EXPERT
MANY PEOPLE /
COMMUNITY
PRACTICE
ASSESS
KNOWLEDGE INVENTORY
MANAGE KNOWLEDGE
CONTINUOUSLY
STAKEHOLDER
INFLUENCE
1. Customers
2. Employees
3. Suppliers
4. Financiers
5. Government
6. Political groups
7. Competitors
8. Trade associations
9. Service providers
10. Trade unions
11. Other firms
Source: BOOK: Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments.
Alexandre Oliveira and Anne Gimeno. Pearson Financial Times, New York, 2014.
Estudo de malhas
ENTENDIMENTO DA SITUAÇÃO E DE ALTERNATIVAS
Industry Supply
Chain Director
Team
Supply Chain
Consultancy w/
Simulation
Industry
LSP
(TRA & WHS)
Estudo de malhas
IMPACTO TRIBUTÁRIOS
Industry Supply
Chain Director
Team
Supply Chain
Consultancy w/
Simulation
Industry
LSP
(TRA & WHS)
Industry
CFO Team
Estudo de malhas
IMPACTO TRIBUTÁRIOS
Industry Supply
Chain Director
Team
Supply Chain
Consultancy w/
Simulation
Industry
LSP
(TRA & WHS)
Industry
CFO Team
Law
Firm
Estudo de malhas
PROJEÇÃO DE CENÁRIOS DE MÉDIO E LONGO PRAZOS
Industry Supply
Chain Director
Team
Supply Chain
Consultancy w/
Simulation
Industry
CFO Team
Industry
LSP
(TRA & WHS)
Law
Firm
Industry
Marketing &
Sales
Industry
HQ
(Europe)
Estudo de malhas
TRADE-OFFS
Industry Supply
Chain Director
Team
Supply Chain
Consultancy
Industry
LSP
(TRA & WHS)
Industry
CFO Team
Law
Firm
Industry
Marketing &
Sales
Industry
HQ
(Europe)
Estudo de malhas
TRADE-OFFS
Industry Supply
Chain Director
Team
Supply Chain
Consultancy
Industry
LSP
(TRA & WHS)
Industry
CFO Team
Law
Firm
Industry
Marketing &
Sales
Industry
HQ
(Europe)
CICLO DA ESTRATÉGIA E VALE DE RUPTURA
LONG STRATEGY LIFECYCLE
STRATEGY ADHERENCE TO BUSINESS ENVIRONMENT
Strategy Implementation
Complete fundamentals
Strategy Obsolescence
Reduced performance
Strategy Obsolescence
Undesirable performance
Strategy Implementation
Building blocks
Strategy Definition
Small Oscillations
2nd strategy
Nth strategy
Early strategy
3rd strategy
SHORT
STRATEGY
LIFECYCLE
FLUID AND COMPLEX
VALUE NETWORK
Source: BOOK: Managing
Supply Chain Networks:
Building
Competitive
Advantage in Fluid and
Complex Environments.
Alexandre Oliveira and
Anne Gimeno. Pearson
Financial Times, New
York, 2014.
Strategy Implementation
Fine tuning
TRADITIONAL VALUE CHAIN
Strategy Implemented
Disruption
valley
Aplicação do conceito de gestão
de stakeholders em projetos
complexos de supply chain
Envolvimento de stakeholders
Bebidas
2014
Source: BOOK: Executing
the
Supply
Chain:
Modeling
Best-in-class
Processes
and
Performance Indicators.
Alexandre Oliveira and
Anne Gimeno. Pearson
Financial Times, New
York, 2014.
Reestruturação de centros
de distribuição
Serviços
2015
Estoques
Reestruturação de centros
de distribuição
Serviços
2015
Reestruturação de centros
de distribuição
Serviços
2015
Malha de distribuição
Varejo de autopeças
2009-2014
Projeção de savings (04 anos)
Gestão de conhecimento na supply chain
PROPOSTA
Reduce impact of
Strategy Disruption
Valeys
SC RISK
MNGT
ANTICIPATE
THE FUTURE
SC
VISIBILITY
Virtuous
Cycle
Change
+ Value
INNOVATIVE
ENVIRONMENT
KNOWLEDGE
MANAGEMENT
Shortcut = Risky Change
+ Unlikely Value
PEOPLE
Source: Alexandre Oliveira, 2015.
References
(PEARSON FINANCIAL TIMES, NEW YORK, 2014)
1. A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and Practices.
2. A Customer Service Supply Chain Management: Models for Achieving Customer Satisfaction, Supply Chain Performance, and Shareholder Value
3. Executing the Supply Chain: Modeling Best-in-class Processes and Performance Indicators
4. Managing Supply Chain Networks: Building Competitive Advantage in Fluid and Complex Environments
5. Supply Chain Management Strategy: Using SCM to Create Greater Corporate Efficiency and Profits.
Muito obrigado pela atenção!!
Até a próxima !!
br.linkedin.com/in/fabioishikawa
www.linkedin.com/in/alexoliveira