This thesis project aims at describing the designing of a new Service Level Agreement that is currently being implemented in Rhiag, one of the international leaders in the distribution and selling of spare parts for passengers’ cars, commercial and industrial vehicles. Rhiag deals with lot of suppliers, and for the most important ones the company sets an agreement through which it measures their performances. This project has the peculiarity of describing an agreement made with one of Rhiag’s most important gaskets supplier managed through a Vendor Managed Inventory practice. A description of the context in which Rhiag operates was performed at the beginning: first of all, an overview of the aftermarket has been made through the analysis of the Italian car industry with the description of the different players and how they compete in the market. Moreover, the new trends have been highlighted: hybrid and electrical cars, the implementation of Internet of Thing devices and Shared Mobility are starting to catch on in the last few years. Thereafter, a literature review has been carried out. Different topics were under evaluation: at the beginning the Christopher model was used in order to understand which is the supply chain strategy that Rhiag should follow. After that, the thesis digs deeper in the bullwhip effect, which causes a distortion in the demand moving upstream in the chain: the different root causes and the possible solution have been studied. The VMI has been described subsequently: first, a wide description of the different typologies has been made, and then the possible challenges that a company may face while implementing such a complex solution. At the end of the theory chapter, the performance evaluation has been analysed through the description of the possible advantages and criticalities brought by implementing a monitoring system, and the possible Key Performance Indicators (KPIs) that can be used while evaluating a VMI supplier. Third chapter describes the customer of the VMI relationship – Rhiag. Its history and mission open the paragraph, and then its supply chain and the critical KPIs (i.e. Customer Service Level, Obsolescence Risk, Inventory Turnover Rate and Service Level) have been deepened. The following chapter instead introduces the supplier – Spesso – describing its history and its product range. Then the thesis moves towards the core of the project: the Service Level Agreement (SLA). Firstly, the relationship between Rhiag and Spesso has been deeply analysed, explaining how the two players work. At the beginning a big picture is given, describing the order frequency and the two flows – Kanban and Repackaging – that link Rhiag and Spesso, and then all the parameters (i.e. Reorder Point thresholds) that regulate the VMI are deepened. After that, the previous version of the agreement has been described, highlighting the different parameters and clauses included into the previous contract. Thereafter, the new SLA is under the spotlight: firstly it is explained the different steps of the project, and then all the parameters definition is highlighted. Once the new agreement has been defined, an analysis on the results has been performed. At the beginning the monitoring tool has been deeply described – a report made by four sections – highlighting the crucial aspect of a “countersign change” during the period under evaluation. Then a critical analysis has been made: the performance of the supplier have been highlighted, followed by a study on the impact that the new SLA has on the stock level, the Inventory Turnover Rate and the Item Fill Rate. To wrap up last chapter is dedicated to the conclusion and to the possible next steps aimed at facilitating the information and flow management, and improving the accuracy of the monitoring tool.
Questo progetto di tesi ha l'obiettivo di descrivere la redazione del nuovo Service Level Agreement che è attualmente implementato in Rhiag, una delle aziende leader nella distribuzione e nella vendita di ricambi per auto e veicoli industriali. Rhiag gestisce molti fornitori, e con i più importanti ha un accordo secondo cui vengono misurate le loro prestazioni. La particolarità di questo progetto è che il fornitore in oggetto - uno dei principali fornitori di guarnizioni - è gestito secondo la logica del Vendor Managed Inventory. Inizialmente è stata effettuata un'analisi del contesto in cui Rhiag opera: prima di tutto viene fornita una panoramica del mercato attraverso la presentazione della situazione del settore italiano e come i diversi players operano e competono; inoltre vengono descritti i nuovi trend che andranno a investire il settore automobilistico negli anni a venire. Successivamente viene svolta una revisione della letteratura toccando diversi punti di interesse: strategie utilizzate nelle supply chain del settore attraverso il modello di Christopher, il bullwhip effect - studiandone le cause e le possibili soluzioni - ed infine viene descritto approfonditamente il VMI - tipologie, criticità, vantaggi e svantaggi, possibili KPI utilizzabili. Terzo capitolo è volto alla descrizione della società Rhiag, presentando la sua storia e la sua mission, la composizione della supply chain e i KPI utilizzati, mentre il capitolo seguente descrive il fornitore Spesso. Successivamente la tesi entra nel cuore del progetto: il nuovo SLA, partendo dall'analisi dei flussi che legano i due attori per arrivare alla descrizione del nuovo accordo - parametri, logiche, differenze col precedente accordo. Successivamente vengono poi analizzati i risultati sia in termini di livello di servizio sia in termini di impatto del nuovo SLA sui KPI fondamentali per un'azienda come Rhiag - giacenze, indice di rotazione e soddisfazione del cliente finale.
Supplier performance evaluation in a VMI relationship : the Rhiag-Spesso gaskets case
COLOMBO, GIANLUCA
2017/2018
Abstract
This thesis project aims at describing the designing of a new Service Level Agreement that is currently being implemented in Rhiag, one of the international leaders in the distribution and selling of spare parts for passengers’ cars, commercial and industrial vehicles. Rhiag deals with lot of suppliers, and for the most important ones the company sets an agreement through which it measures their performances. This project has the peculiarity of describing an agreement made with one of Rhiag’s most important gaskets supplier managed through a Vendor Managed Inventory practice. A description of the context in which Rhiag operates was performed at the beginning: first of all, an overview of the aftermarket has been made through the analysis of the Italian car industry with the description of the different players and how they compete in the market. Moreover, the new trends have been highlighted: hybrid and electrical cars, the implementation of Internet of Thing devices and Shared Mobility are starting to catch on in the last few years. Thereafter, a literature review has been carried out. Different topics were under evaluation: at the beginning the Christopher model was used in order to understand which is the supply chain strategy that Rhiag should follow. After that, the thesis digs deeper in the bullwhip effect, which causes a distortion in the demand moving upstream in the chain: the different root causes and the possible solution have been studied. The VMI has been described subsequently: first, a wide description of the different typologies has been made, and then the possible challenges that a company may face while implementing such a complex solution. At the end of the theory chapter, the performance evaluation has been analysed through the description of the possible advantages and criticalities brought by implementing a monitoring system, and the possible Key Performance Indicators (KPIs) that can be used while evaluating a VMI supplier. Third chapter describes the customer of the VMI relationship – Rhiag. Its history and mission open the paragraph, and then its supply chain and the critical KPIs (i.e. Customer Service Level, Obsolescence Risk, Inventory Turnover Rate and Service Level) have been deepened. The following chapter instead introduces the supplier – Spesso – describing its history and its product range. Then the thesis moves towards the core of the project: the Service Level Agreement (SLA). Firstly, the relationship between Rhiag and Spesso has been deeply analysed, explaining how the two players work. At the beginning a big picture is given, describing the order frequency and the two flows – Kanban and Repackaging – that link Rhiag and Spesso, and then all the parameters (i.e. Reorder Point thresholds) that regulate the VMI are deepened. After that, the previous version of the agreement has been described, highlighting the different parameters and clauses included into the previous contract. Thereafter, the new SLA is under the spotlight: firstly it is explained the different steps of the project, and then all the parameters definition is highlighted. Once the new agreement has been defined, an analysis on the results has been performed. At the beginning the monitoring tool has been deeply described – a report made by four sections – highlighting the crucial aspect of a “countersign change” during the period under evaluation. Then a critical analysis has been made: the performance of the supplier have been highlighted, followed by a study on the impact that the new SLA has on the stock level, the Inventory Turnover Rate and the Item Fill Rate. To wrap up last chapter is dedicated to the conclusion and to the possible next steps aimed at facilitating the information and flow management, and improving the accuracy of the monitoring tool.| File | Dimensione | Formato | |
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2019_04_Colombo.pdf
Open Access dal 07/04/2022
Descrizione: Testo della Tesi
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https://hdl.handle.net/10589/146694