Outsourcing Generates Supply Chain Efficiencies
公司规模
Large Corporate
地区
- America
- Asia
国家
- United States
- Vietnam
产品
- Navisphere
技术栈
- Electronic Data Interchange (EDI)
- Optimization Tool
- ERP System
实施规模
- Enterprise-wide Deployment
影响指标
- Cost Savings
- Customer Satisfaction
- Productivity Improvements
技术
- 功能应用 - 企业资源规划系统 (ERP)
- 分析与建模 - 预测分析
适用行业
- 运输
适用功能
- 物流运输
- 仓库和库存管理
用例
- 供应链可见性(SCV)
- 库存管理
- 预测性维护
服务
- 系统集成
- 云规划/设计/实施服务
- 培训
关于客户
Toshiba International Corporation’s Motor Business Unit (MBU) is a global leader in the design, manufacture, and sale of electric motors. With a production system extending from Japan to China and Vietnam to Texas, Toshiba’s MBU depends on flawless logistics processes to support their aggressive growth goals and maintain service and quality standards. In 2010, Toshiba moved some manufacturing for premium industrial motors from Houston to a factory strategically located near Ho Chi Minh City, Vietnam’s international port. The new Vietnam plant was planned to ship up to 1.2 million motors a year to the global market. Toshiba’s MBU in Houston sought to resolve cost and service failures with their incumbent logistics provider and needed a highly efficient, collaborative supply chain relationship to support their growth goals.
挑战
With a global footprint and production system extending from Japan to China and Vietnam to Texas, the Motor Business Unit (MBU) of Toshiba International Corporation’s (Toshiba’s) Industrial Division depends on flawless logistics processes. In 2010, Toshiba moved some manufacturing for premium industrial motors from Houston to a factory strategically located near Ho Chi Minh City, Vietnam’s international port. With plans for the new Vietnam plant to ship up to 1.2 million motors a year to the global market, Toshiba needed a highly efficient, collaborative supply chain relationship to support their aggressive growth goals and maintain service and quality standards.\n\nToshiba’s MBU in Houston searched for a solution to resolve cost and service failures with the incumbent logistics provider. With limited tracking and traceability, poorly defined and followed standard operating procedures (SOPs), a narrow focus on inbound transportation, and no visibility to freight costs, leadership felt the lack of internal supply chain expertise hindered their ability to grow. They needed creative solutions.
解决方案
C.H. Robinson, having successfully handled domestic truckload needs for Toshiba since 2007, was invited to bid for a portion of Toshiba’s international business transportation spend — both inbound and outbound. Toshiba looked for a truly collaborative outsource to reduce costs, add automation and visibility through technology, and improve processes. The solution included supply chain consulting and account management to identify, improve, and standardize global organizational processes, technology to automate orders for eight commodities to eliminate manual entries and quickly provide visibility to the order cycle, and a strategy to reduce transportation costs while improving customer service.\n\nThe transition team developed a detailed onboarding plan, including mapping process flows for the order cycle, gap analysis, testing, training, measurement, improvement, and constant communication. One of the first actions was to create a process for shipping from Vietnam to Houston, or anywhere in North America. The collaborative team documented the necessary shipping steps and created SOPs from the bonded warehouse to customer locations. C.H. Robinson also worked with inventory control in Houston for product dimensions; the information was then fed into an optimization tool to create container diagrams. The new container process yielded positive outcomes — shipment weights in legal limits and containers loaded based on specific diagrams to maximize space, minimize the number of containers, and reduce costs.
运营影响
数量效益
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