operations flexibility in process industries - Roland Berger Strategy ...

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4A large pharmaceutical producer uses external intermediatesbusiness as a buffer to cope with fluctuation of internal demandInterview example: Pharmaceutical companySITUATION/CHALLENGEVolatile internal capacitydemand …Internal demandTime… combined with extremelyflexible plantsManufacturing technologyPotential of plant equipmentProductsSOLUTIONExternalbusinessas capacityreserveFlexiblemanufacturingsystem• Company sells intermediates to external customers• If internal demand is increasing/decreasing, businesswith external customers is slashed/increased• Flexibility is secured by relatively l short-term t contractstwith external customers• Due to combination of internal and external demandeconomies of scale can be realized within the plants• Extensive use of multi-purpose-plants• Avoidance of continuous production processes• Standard shift models to vary personnel capacity• Flexible working models (working time, accounts,job rotation)• Manufacturing KPI system to measure performanceand flexibility• Sharing of warehouses with other pharmaceuticalcompaniesSource: Roland Berger interviews, 200834Airbusinterview
5A large consumer goods company facilitates its manufacturingnetwork and service providers to cover demand fluctuationsInterview example: Consumer goods companySITUATION/CHALLENGEDifferent demand patterns …DemandProduct 2Product 3Product 1Time… combined with increasingcomplexity in packagingNumber ofpackaging variantsTimeSOLUTIONManufac-turingnetworkUse ofserviceprovidersTechnology• Mostly local manufacturing for local demand, at leastfor commodity products• Worldwide sister plants use same raw materials (e.g.chemicals, packaging) and the same plant equipment• Shift of production capacity is institutionalized within ITsystems for the case of demand peaks, local rawmaterial shortages etc.• Contract manufacturing is used to cope with demandpeaks• Service providers have expert knowledge when itcomes to fast product/plant changes, oftenmanufacturing of products with small lot sizes isoutsourced• Benchmarking with the external service providershelps to increase speed of product/plant changes• Throughput optimization with machines focussed onone product type (e.g. shampoos), flexible automationof machine periphery to cope with packaging variantsSource: Roland Berger interviews, 200835Airbusinterview
Page 1: OPERATIONS FLEXIBILITYIN PROCESS IN
Page 4: The study covers three process indu
Page 7 and 8: Eight trends in the pharmaceutical
Page 9 and 10: Six trends in the consumer goods in
Page 11 and 12: Participants of this study confirm
Page 13 and 14: Different flexibility types exist:
Page 15 and 16: 1 DEMAND FLEXIBILITYPredicting year
Page 17 and 18: 3 NETWORK FLEXIBILITYFlexible produ
Page 19 and 20: 5 BUSINESS PORTFOLIO FLEXIBILITYM&A
Page 21 and 22: Choosing the most suitable flexibil
Page 23 and 24: 2DEDUCT OPERATIONS FLEXIBILITYBusin
Page 25 and 26: 4MEASURE IMPLEMENTATIONDecisions re
Page 27 and 28: DBest practice flexibility levers27
Page 29 and 30: M&A FLEXIBILITY LEVERSWith regard t
Page 31 and 32: 1A manufacturer of pharmaceutical p
Page 33: 3A consumer goods and a pharmaceuti
Page 37: 7The specialty chemicals company us

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