In this excerpt from the upcoming webinar
, Dan Gilmore from SCDigest asks Kyle Hamm from Schneider Electric: What was the immediate driver or genesis of this project? Did someone say I think we can do better? Or were there some pain points?
Kyle Hamm: I think it was more: how can we take a disruptive step? This is not to say that we felt as if we had maximized everything we could do from our own techniques and previous approaches but we wanted to take a step in a new direction. So what we did was select a product family, a mature product, one that we could well define. This is our miniature circuit breaker line so that we were able to set the scope and the boundaries around it. Therefore, we were able to take a different approach by looking at the entire system with the hope of freeing up cash, improving service to our customers and repositioning inventory so that we were more flexible and able to respond to variations in demand or variations in our supply base.
Dan Gilmore: With many of these projects you end up modeling your supply chain, tell us about that.
Kyle Hamm: You do, I'll tell you it's a data intensive process, you have to pull a lot of information together. The product family we chose, again our minature circuit breaker line, has two primary manufacturing sites, serveral internal manufacturing sites, a handful of key suppliers, two distribution centers and out to a number of customers. We started the journey in the middle of last year and worked through the challenges of finding the right pieces of data so that we could begin to analyze the model and see what our opportunities really were.