Tenova SPA, headquartered in Castellanza (VA), serves global steel corporations by providing machinery for iron melting and steel transformation. Given the complex nature of its products, the company owns a strong position in the after-sale market. This report describes the work of the Supply Chain Service (SCS) Team, founded in March 2023 to improve the Customer Service and Spare Parts Function. The author was hired as a member of the Team and was involved in three activities: redesigning the spare parts procurement process, analyzing Framework Agreements with suppliers and logistics partners, and promoting innovation through projects. During the process redesign, the author followed the Business Process Reengineering guidelines to map the as-is process, followed by an identification of the main criticalities and the drafting of actions for improvement. Additionally, a survey was drafted by the author to gain feedback on the to-be process, highlighting the overall satisfaction with the results achieved. The second section analyzed how changes in Framework Agreements can impact price and delivery lead times for items subject to said contracts. The results observed tend to confirm the hypothesis of improvement in performance if Framework Agreements with key suppliers are in place. The relationship with logistics partner BCube has been assessed as well, establishing practices to increase coordination. In particular, the author contributed to the development of a new procedure for ordering packaging material in advance to minimize idle time in the warehouse. The SCS Team embarked on two additional projects. The first aimed to create a cross-Business Unit warehouse for spare parts, but it was temporarily halted due to non-unique material codification in the Downstream Business Unit. The second project focused on redesigning Tenova's expediting tool, achieved by reducing the number of attributes displayed and organizing them into four views, accessible from Tenova's Supplier Portal. In conclusion, the SCS Team proved useful to instil an innovation-oriented mindset in the company and will soon be scaled up to cover some of Tenova's most important foreign locations
Tenova S.P.A, con sede a Castellanza (VA), fornisce macchinari per la fusione del ferro e la lavorazione dell'acciaio a società siderurgiche. Date le complesse caratteristiche dei suoi prodotti, l'azienda ha una posizione di rilievo nel mercato post-vendita. Questo report descrive l'attività del Team Supply Chain Service (Team SCS), fondato nel marzo 2023 per migliorare la funzione Customer Service. L'autore è stato assunto come membro del Team e ha partecipato a tre attività: ridefinizione dei processi di approvvigionamento ricambi, analisi dei Contratti Quadro con fornitori e partner logistici, e innovazione continua attraverso vari progetti. Durante la revisione dei processi, l'autore ha seguito le linee guida del Business Process Reengineering per mappare il processo as-is, identificando le principali criticità e sviluppando azioni correttive. Inoltre, ha redatto un sondaggio per raccogliere feedback sul nuovo processo, evidenziando una soddisfazione generale per i risultati ottenuti. La seconda sezione ha analizzato come le modifiche agli Accordi Quadro possano influire sui tempi di consegna e sui prezzi degli articoli soggetti a tali contratti. I risultati osservati confermano un miglioramento delle prestazioni in caso di accordi con fornitori chiave. È stata valutata anche la relazione con il partner logistico BCube, stabilendo pratiche per aumentare la coordinazione. L'autore ha contribuito allo sviluppo di una nuova procedura per ordinare materiali di imballaggio in anticipo al fine di ridurre al minimo i tempi morti nel magazzino. Il Team SCS ha avviato due progetti aggiuntivi. Il primo mira a creare un magazzino inter-divisionale per ricambi, al momento interrotto a causa della codifica materiale non univoca nella Business Unit Downstream. Il secondo progetto è relativo alla ridefinizione del tool per expediting di Tenova, ottenuta riducendo il numero di attributi visualizzati e organizzandoli in quattro finestre, accessibili dal Portale Fornitori. In conclusione, il SCS Team si è dimostrato utile per instillare una mentalità orientata all'innovazione nell'azienda e sarà presto ampliato per coprire alcune delle sedi estere più importanti di Tenova.
Impact of the Supply Chain Service Team: the Tenova case study
PACELLI, LORENZO
2022/2023
Abstract
Tenova SPA, headquartered in Castellanza (VA), serves global steel corporations by providing machinery for iron melting and steel transformation. Given the complex nature of its products, the company owns a strong position in the after-sale market. This report describes the work of the Supply Chain Service (SCS) Team, founded in March 2023 to improve the Customer Service and Spare Parts Function. The author was hired as a member of the Team and was involved in three activities: redesigning the spare parts procurement process, analyzing Framework Agreements with suppliers and logistics partners, and promoting innovation through projects. During the process redesign, the author followed the Business Process Reengineering guidelines to map the as-is process, followed by an identification of the main criticalities and the drafting of actions for improvement. Additionally, a survey was drafted by the author to gain feedback on the to-be process, highlighting the overall satisfaction with the results achieved. The second section analyzed how changes in Framework Agreements can impact price and delivery lead times for items subject to said contracts. The results observed tend to confirm the hypothesis of improvement in performance if Framework Agreements with key suppliers are in place. The relationship with logistics partner BCube has been assessed as well, establishing practices to increase coordination. In particular, the author contributed to the development of a new procedure for ordering packaging material in advance to minimize idle time in the warehouse. The SCS Team embarked on two additional projects. The first aimed to create a cross-Business Unit warehouse for spare parts, but it was temporarily halted due to non-unique material codification in the Downstream Business Unit. The second project focused on redesigning Tenova's expediting tool, achieved by reducing the number of attributes displayed and organizing them into four views, accessible from Tenova's Supplier Portal. In conclusion, the SCS Team proved useful to instil an innovation-oriented mindset in the company and will soon be scaled up to cover some of Tenova's most important foreign locations| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/214025