Suppliers benchmarking for an improved supply base Appendixes
Appendixes ... - 1 - Appendix 1 KLM Cargo Procurement “organigram” ... I Appendix 2 Physical Cargo Flows ... II Appendix 3 Types of Cargo...III Appendix 4 Purchasing Process ... VII Appendix 5 Matrix for information judgement... IX Appendix 6 Information elements...X Appendix 7 Information elements relation with the selection process... XI Appendix 8 Manual data collecting... XII Appendix 9 Handleiding Kwaliteit KPI’s... XIII Appendix 10 External information collection manual ... XVII Appendix 11 Sources for information elements...XXI Appendix 12 Blueprint of the information flows ... XXII Appendix 13 Quality information dashboard... XXIII Appendix 14 Quantity flow trend ... XXIV Appendix 15 Dashboard design ... XXV Appendix 16 Implementation steps Information-system... XXVI Appendix 17 Benchmark sheet and Graphs... XXIX Appendix 18 Benchmark Steps per purchasing action ... XXX Appendix 19 PDCA-Cycle ... XXXIV Appendix 20 Process flow diagram... XXXV
Appendix 1 KLM Cargo Procurement “organigram” Controller
VP WW operations Director Procurement Contractmanagement Handling/interlining 2 FTE
Projectinkoop + Procurement Handling 1 FTEManager Inkoop Transport en Technische Middelen 1 FTE Administratie 1.8 FTEInkopers technische middelen 4 FTE
Inkoper Transport 1 FTE
Appendix 2 Physical Cargo Flows
Build up ULD Storage T-ULD
short / long notice
Transport to ramp area
collect Build up ULD
Check ULD
Weigh ULD Storage
loose freight s/l notice
Èxport acceptance (unkown)
Weigh / check Loose freight (AWB) Incoming
MIX-ULD (AWB’s) Incoming T-ULD
Check T-ULD
Build down MIX -ULD
Physical Flow Export Cargo
Transport ULD into warehouse From Ramp
Check ULD
Store for Transition
Break down / empty ULD
Loaded in truck Customer with
Docs OK
T-ULD loaded in truck Driver with
Docs OK
Physical Flow Import Cargo
port into ouse
Ramp Check /
Weigh ULD’s
Store T-ULD short / long notice
Store loose packages (AWB’s) MIX-ULD
Break down / empty
Built up ULD
Transport to ramp
Transport to Ramp
Storag eshort / long
Notice T-ULD loa
in truck Driver with
Docs OK
T-ULD loaded in truck Driver with
Docs OK ing
D Truck
Physical Flow Transit Cargo
Appendix 3 Types of Cargo
Cargo Types
The service which the supplier must do can be for different types of Cargo. These different types can have also different prices. These different prices are put in the contract. The reasons for the different prices exist because the cargo types means more or less work for the supplier. The volumes difference between the different cargo types is another reason. Other reasons for the difference in price are possible but are explained later in the research. The cargo types are:
Transit
Transit is the cargo in a warehouse which will in the warehouse transport from one airplane to another to leave the country to another one.
Export
Export is cargo which will come from another country and will not be distributed out of the country.
Import
Cargo is imported in the country and no more flown out of the country.
Loose cargo
These three cargo types can also being label as loose cargo for example Export loose. Loose cargo is cargo which is not placed on a pallet. In some cases the price for this cargo type is also specified.
Build Up Pallet
These pallets are build up in the beginning of the chain and will be broken down at the end of the chain. During that chain the BUP will com through stations. Because the work related to the BUP is relative low the BUP has a special rate.
Import Country border
Export Country border
= the final customer
= Handling company
= the cargo transportation flow Transit
Country border
Export cargo:
Before accepting the cargo as KLM Cargo shipment the procedures in the IATA Tact rules section 2.3.and 8.3 must be done this is:
Actual weight and volume and number of pieces have to be determined for each shipment. (The result must be identical to the data on the Air Waybill (AWB)).
Checking packing, markings and identification labels.
The cargo must be checked in order to make sure it does not contain any prohibit articles. A physical check contains check for open boxes check for deviating sealing, damaged packaging and clearly readable information.
From a truck the freight will be transported into the warehouse. Or the packages will be conveyed by private persons / company at the warehouse.
Storage
If the freight is loose the freight get stored in a sector. Each sector does have an own destination (airport) to where the freight has to be transported. For example, al the freight packages that must be transported to Shanghai is stored in that sector where the freight will be palletised for Shanghai. The next step in the process is to build up the palled.
Build up
The pallet gets built up (how many persons) and plastic and a net get placed to keep the cargo dry and secure it. The pallet will be transported (with a car or a lift truck) to the ramp area (where is the border) at the right moment.
- Documentation
Documentation is a process
Air waybill, there is a standard IATA procedure for accepting an air waybill.
Air cargo manifest
Shippers security endorsement Non standard manifests
Build up and / or Storage activities Loose
Freight
Bulk Pallets AKE Airplane Truck /
Airplane
Warehouse handling
ULD TYPE
Storage activities BUP
Freight (ULD)
Airplane Truck /
Airplane
Warehouse handling
ULD
Import:
Documentation incoming manifests must be checked. And the incoming documents must be available for the consignee within two hours of arrival of the aircraft / truck.
Etc.
An aircraft arrives at the ramp area and the moment that the cargo is placed on the ground (I suppose) the handling company is responsible for the cargo handling. The cargo gets transported into a warehouse.
And in the warehouse the pallet can be “broken down” and the packages must sorted out. After that, there are several places to where the packages must be send.
Break down
• Offload bulk cargo from vehicles when applicable.
• Break down and or empty Unit Load Devices
• Check incoming cargo against air waybills, manifest, and if applicable, CMR
• Special cargo must be stored at a special way.
(This has to be done within 6 hours after arrival of the aircraft.)
Storage
1. The package are sent to disposal places and can collected by companies / private persons.
2. To package are sent to and placed in a sector in the warehouse for further air transport.
3. The full pallet with the freight is not broken down and is forwarded to a sector in the warehouse or get into a truck for further transport. This can be to sub-hubs spokes or door-to door.
Requirements for storage:
The handling company shall provide facilities for the handling of cargo, protecting cargo for extreme weather conditions and the appropriate action to prevent theft of, or damage of the cargo.
Transition:
Transit cargo is a matter of receiving cargo from a flight and a dispatching it on another flight or truck (KLM Cargo Handling Manual, 2004). The handling activities are rather simple. The ULD / pallet will not be built-up or broken-down but just stored in the warehouse and transported to the aircraft or the truck. Customer activities?
The ground handling activities in the warehouses are
• Cargo and mail handling – general
• Customs control
• Regulations handling
• Document handling
• Physical handling outbound
• Physical handling inbound
• Transfer / transit Cargo
Cargo chain
On the airports three types of ground handling services have to be done when an aeroplane is landed, passenger handling, ramp handling and cargo handling. The passenger’s luggage is handled in the passenger handling services.
The yellow blocks will be investigated in this research, because these are cargo-related services for which KLM cargo is responsible.
One of the services which KLM Cargo must purchase is the warehousing handling service the content of this service will be described in the next paragraph. At Schiphol does KLM the warehousing handling service by itself. Besides Schiphol there are around the 150 stations where KLM Cargo needs warehouse handling service for cargo handling. The total cost of the warehouse handling services that is purchased is around 56 Mln Euro. Around the 27 Mln Euro are cost that is paid to Swissport International (SPI). SPI is a so-called global player that is represented at a lot of stations mainly in Europe and North America.
Stations
The airports are called stations. Stations have different functions:
• Hub,
• Sub-Hub
• Spokes.
The hubs are main airports from which KLM fly to other main Hubs mostly located in another region.
The sub-hubs are stations at which the cargo is collected and if possible consolidated for further transport to the Hubs.
Spokes are stations from which the cargo is transported to the sub-hubs.
Depending on the station type (hub, sub-hub and spokes) there has to be done more or less warehouse activities at the station. For example at a Hub station the ratio of incoming BUP freight and loose freight is fifty-fifty.
SP SH H H
General Cargo
Cargo handling
Export Import Transit
Special Cargo Passage handling
Ramp handling Combi
Freighters Non cargo
Appendix 4 Purchasing Process
4A Kamann [Anders inkopen als overlevingsstrategie 2000]
4B Van Weele [Inkoop in strategisch perspectief, 2001]
4C Monczka, Trent, Handfield [Purchasing and Supply Chain Management 2002]
4D KLM Cargo Purchasing process [Purchasing cargo handling services]
`Confidential`
Specification Vendor
selection Contracting Order process Control
Supplier selection Awareness &
Market scanning
Specification Tendering /
contracting
Registration
Order Expediting Payment Evaluation
Operational Purchasing Initial Purchasing
Specify Select Contract Order After care and
evaluation Control
Identify or anticipate material and service needs
Evaluate suppliers
Select suppliers
Release and receive purchase requirements
continuesly measurement and manage supplier performance Purchsing cycle
o
Recognize the need for
supplier selection
Identify key sourcing requirements
Identify potential supply sources Determine
sourcing strategy
limit suppliers in pool
Determine method of supplier evaluation and selection
select supplier
New product / service devlopment
Supplier switching
Detremine complexity and value of the required purchase
Discuss supplier performance areas
Determine the sourcing criterias
For a major purchase, the process can become more complex
buyer and seller conduct detailed negotiations.
Ranking the suppliers Evaluation from
supplier profided information Tool:
RFQ RFP
Supplier visits Tool cross- functional team
Use of Preferred Suppliers
External or third party information Financial Risk
Analysis
Evaluation of previous and current supplier performance Tool: centralized purchasing database
Evaluation of supplier-provided information Tool:
RFI (preliminary survey to suppliers) Determine:
number of suppliers Type of contract
Developing a close working relationship vs. Traditional purchasing outsource or not.
Will not be done in such a clear process.
There will be analyzed what the possibiliy is with Air France
Current suppliers
Sales representives
information database
Experience
Trade journals
Trade directories
Industrial trade shows
Second party or indirect information Internal sources Internet sources
Reason is known and value is known but isn't presentedand related to the reserach effort.
IATA standards and Standart Level Agreement is known.
But the historical data is not
"älways"directly compared with the market
Will not be done in such a clear process. There will be analyzed what the possibility is with air france.
Doing handling themselves instead of outsources isn't analysed
After anlyse and negotiations the best option will be adviced
Ranking supplier is not done KLM send a RFP.
Supplier visit is done by KLM
Historical information suppliers is not used A questionaire is take up in the RFP.
But not first a RFI.
The other steps are not done at a structural matter.
The blue collered actions will be done partly.
The buyer should now do this at a structural process
Part three IX
Appendix 5 Matrix for information judgement HighHigh lowlow lowHighlowMiddleHigh * IE's = Information Elements Able to findNot able to find HighHigh lowlow lowMiddleHighlowMiddleHigh Ease of availability
1, 6, 8, 9,10,16,17, 18,19,41, 45 ,43,46, 4
2, 42, 44, 3, 7 Ease of availability
5, 11, 12, 13, 14, 20 21, 22-40, Ease of availability Ease of availability
Im pac t on purc has in g p ow er
Im pa ct on pu rc has in g po we r Im
pac t on purc has in g p ow er
Imp act o n p urc ha sing p ow er
Beta-IE's* Alpha-IE's (Required) Delta-IE's (Don't bother)Gamma-IE's (Nice to have) 1, 6, 9, 16, 17, 18, 195,13,14,20,21, 22-408, 10, 41, 43, 45, 4611, 122, 42, 44 43, 7
Part three
X
Appendix 6 Information elements
Market and supplier
Nr. Information Element Unit Definition
1 Supplier total cargo Ton
Number of ton’s handled (Imp. Exp. Trans.) by the supplier at that particular station in one calendar year.
2 Supplier market share %
The number of handled cargo ton’s by the supplier as percentage of the total handled cargo tons at the station during a calendar year.
3 Supplier warehouse capacity m2 Total number of square meters of the warehouse of the supplier
4 KL's occupation ratio's %
Number of m2 that KLM needs as percentage of the total m2 of the handling company
5 Total handled cargo KL Ton
Number of cargo ton’s handled (Imp. Exp. Trans.) by KLM at that particular station in one calendar year
6 KL share of supplier %
The number of handled cargo ton’s by KLM as percentage of the total handled cargo tons by the supplier at the station during a calendar year.
7 Number of employees at the supplier # Number of direct employees in the warehouse in a calendar year
8 Suppliers Productivity Ton/employee per year Total number of tons handled per (direct)employee at the supplier per calendar year
9 Suppliers Labor costs Euro per Hour The mean labour costs per (direct) employee in the warehouse at the supplier
Quality
Nr. Information Element Unit Definition
10 CAPS input (FWB DATA Capture) %
percenatge of FWB which is sent within a hour (+ 60 min) of departure of the physical cargo.
11 OP (Avargae on Operational Performance) % Avarege percentage of shipments without discounts on the four performance levels*
12 RCS (Visability) % Percentage of RCS message that is sent
13 DEP (Visability) % Percentage of DEP message that is sent
14 RCF (Visability) % Percentage of RCS message that is sent
15 NFD (Visability) % Percentage of RCS message that is sent
16 RCS (Performance) % Percentage of RCS message that is sent on time by the setted milestone
17 DEP (Performance) % Percentage of DEP message that is sent on time by the setted milestone
18 RCF (Performance) % Percentage of RCF message that is sent on time by the setted milestone
19 NFD (Performance) % Percentage of NFD message that is sent on time by the setted milestone
Quantity flows
Nr. Information Element Unit Definition
20 General cargo Kg Number of kilo's per three months (calender quarter) of the general cargo per station
21 Import Kg
Number of kilo's per three months (calender quarter) of the import (of the general cargo) per station
22 Export Kg
Number of kilo's per three months (calender quarter) of the exportof (the general cargo) per station
23 Transit Kg
Number of kilo's per three months (calender quarter) of the transit (the general cargo) per station
24 Special Cargo Kg Number of kilo's per three months (calender quarter) for the total Special cargo per station
25 BUP Kg Number of kilo's per three months (calender quarter) for BUP cargo (total cargo) per station
26 Loose Cargo Kg
Number of kilo's per three months (calender quarter) of the loose cargo (total cargo) per station
27 Trucked Cargo Kg
Number of kilo's per three months (calender quarter) of the trucked cargo (total cargo) per station
28 Flown Cargo Kg
Number of kilo's per three months (calender quarter) of the flown cargo (total cargo) per station
29 KL total Cargo Kg Number of kilo's per three months (calender quarter) of KL (total cargo) per station 30 AF total Cargo Kg Number of kilo's per three months (calender quarter) of AF (total cargo) per station
Product mix
Nr. Information Element Unit Definition
31 Equation Kg/AWB Number of kilo's /AWB per three months (calender quarter) of theequation per station 32 Dry ICE Kg/AWB Number of kilo's/AWB per three months (calender quarter) of the dry ice per station
33 Live Animals Kg/AWB Number of kilo's/AWB per three months (calender quarter) of the live animals per station
34 Save Kg/AWB Number of kilo's/AWB per three months (calender quarter) of the save per station
35 DGR Kg/AWB Number of kilo's/AWB per three months (calender quarter) of the DGR per station
36 General Cargo Kg Number of kilo's per three months (calender quarter) of the general cargo per station
37 Mail Kg Number of kilo's per three months (calender quarter) of mail per station
38 Automotive (wheels) Kg/AWB Number of kilo's/AWB per three months (calender quarter) of Automotive cargo per station
Part three
XI
Appendix 7 Information elements relation with the selection process
Information elements [Market and
supplier] Evaluate
current services
Evaluate current costs and volumes
Draft Annex B and SLA (requireme nts)
Desk study potential suppliers
Define scenario's
Draw Up and sent out RFP
Receive RFP and evaluate
complete schenarios in business case document
Advice Negotiation Contract Monitor Evaluate Develop
Supplier total cargo • • • • • • •
Supplier market share • • • • • • •
Supplier warehouse capacity • • • • • • •
KL's occupation ratio's • • • • • • •
Total handled cargo KL • • • • • • •
KL share of supplier • • • • • • •
• • •
Suppliers number of employees • • • • •
Suppliers Productivity • • • • •
Suppliers Labor costs • • • • •
• • •
CAPS input (FWB DATA Capture) • • • • • • • •
OP (Operational Performance) • • • • • • • •
• • •
RCS (Visability) • • • • • • • •
DEP (Visability) • • • • • • • •
RCF (Visability) • • • • • • • •
NFD (Visability) • • • • • • • •
• • •
RCS (Performance) • • • • • • • •
DEP (Performance) • • • • • • • •
RCF (Performance) • • • • • •
NFD (Performance) • • • • • •
• • •
General cargo • • • • • • • • • •
Import • • • • • • • • • •
Export • • • • • • • • • •
Transit • • • • • • • • • •
Special Cargo • • • • • • • • • •
BUP • • • • • • • • • •
Loose Cargo • • • • • • • • • •
Trucked Cargo • • • • • • • • • •
Flown Cargo • • • • • • • • • •
KL total Cargo • • • • • • • • • •
AF total Cargo • • • • • • • • • •
• • • • • • • • • •
Equation • • • • • • • • • •
Dry ICE • • • • • • • • • •
Live Animals • • • • • • • • • •
Save • • • • • • • • • •
DGR • • • • • • • • • •
General Cargo • • • • • • • • • •
Mail • • • • • • • • • •
Automotive (wheels) • • • • • • • • • •
Specify Select Contracting Contract Management
XII
Appendix 8 Manual data collecting
Handleiding ChicEuro02 Update juli 2005
Hoe informatie voor 1 station (Dit geval Barcelona) Start met
o Denk er aan dat overal show all of ALL moet zijn geselecteerd tenzij hieronder anders staat vermeld.
o De tabel is eerst leeg aan de linker kant (hier staat alleen totaal) doe dit door alles na boven te slepen
En het gaat om de KG’s niet om de AWB’s deze (AWB) kan ook uitgezet worden bij data.
1. Selecteer station en zet deze op BCN
2. Selecteer ProdGroup General cargo en lees aantal kilo’s af (1e info element)
3. Sleep nu EXTRIN na beneden en je ziet import export en transit (deze twee optellen) bij voor General Cargo (2e 3e en 4e informatie element)
4. Sleep EXTRIN weer omhoog
5. Nu sleep je ProdGroup naar beneden
6. Selecteer hierin alles en vink general cargo uit. Zodat deze niet meer in het rijtje staat.
7. Bij het totaal kun je nu Special cargo totaal aflezen (5e info. element) 8. Selecteer na aflezen van de waarde weer show all
9. Sleep de ProdGroup weer omhoog 10. Sleep nu SHC omlaag
11. En vink hier alleen BUP aan lees het totale bup gewicht af ( 6e info element) 12. Selecteer nu alles behalve BUP en lees Totaal af (7e info element)
13. Vink nu alles weer aan (show all) 14. Sleep SHC naar boven
15. Sleep nu Operation na beneden en lees af (8e en 9e info element) 16. Sleep nu Operation weer naar boven
17. In de tabel staat nu een totaal met verder niks lees dit af ( 10e info element)
18. 11e info element is nog niet verkrijgbaar.
XIII
Appendix 9 Handleiding Kwaliteit KPI’s
Er worden in deze handleiding drie KPI categorieën besproken CAPS, OP en CARGO 2000.
Voor deze drie categorieën wordt aangeven hoe nu de informatie verkregen kan worden. Tevens wordt vermeld wat de stappen moeten zijn om elke maand de informatie op te slaan in het consolidatieplatform.
CAPS (Full AWB Data Capture)
Definitie in het contract = Actual time of delivery Target Quality Level in een contract = + 60 min
Compliance Percentage /month = 95 procent (voldoen aan de target Quality level) Stappenplan
Uit het CAPS systeem moet elke maand CAPS worden gedownload. Deze werden in het verleden met een query gedownlowd en in Excel rapport afgeleverd zie figuur 1.
De huidige presentatie is niet bruikbaar zie figuur 2, daarom moet de oude presentatie weer terugkomen zodat de informatie weer gebruikt kan worden.
Daarna moet in Excel een bereiking gemaakt worden dat het percentage van “Before DEP”
opgeteld worden bij “<1 HRS” dan heb je het percentage dat voldoet aan de KPI.
Voorbeeld uit figuur 2 ANR = before dep 83.5 + (<1 HRS) 4.7 = 87.5 % dit is dus niet 95 % De data moet per maand in de database geplaatst worden (manual of downloaden met een link) Het rapport (dashboard) moet hier uit de informatie gehaald kunnen worden.
How does it work?
The handling company must send Electronic AWB to KLM. Within a agreed period after receiving the cargo.
KLM measures this in CAPS system.
Note1: This is not reliable enough to use it in discussion with the handling company.
Note2: If the forwarder sent a FWB to us and the handling knows that they do not necessary need to sent also a FWB. The handling company knows this and that is a reason that don’t sent us a the FWB.
This matter must being solved.
By commanding the handling company sending always a FWB if they have the equipment that make it possible.
In Cargo 2000 the FWB is also measured 185 min before departure If this can be used KLM must go further with this measuring tool.
Performance levels in the contract is a message compliance of 99%
This mean that 99 % percent must being sent this can also being measured.
XIV Conclusie
Definitie aanpassen tussen wat er gemeten kan worden operaties en contract manager en dit ook gaan meten. En de gebreken voor lief nemen en of gaan meten.
Figuur 1: Caps Result from Query of the former application controller. (excel)
`Confidential`
Figuur 2: CAPS from new application controller (dit soort bestand)
`Confidential`
KPI Moving avarage on operational performance
In het contract is deze KPI opgenomen.
Echter de definitie die operation hanteert en de verschillende soorten disremarks verschillen ten opzichte van de beleving van de contractmanagers.
De contractmanagers denken dat site uit de vier performance levels bestaat die in het contract zijn opgenomen.
1) missing AWB's detected at the next station 2) missing cargo detected at next station 3) Found AWB's detected at next station 4) Found cargo detected at next station
Voor deze vier heb ik een query laten draaien door de functie SPL/FT voor Madrid en Barcelona.
Aanbevelingen
o Mijn aanbeveling tot deze KPI is: maak deze actief voor ieder station middels de vier performance levels, opgenomen in het contract
o meet deze ook en het gemiddelde van deze vier dat resulteert dan in de KPI.
o Doe dit in over leg met operations.
o De query moet in gebruik genomen worden en de gegevens moeten worden verstuurd en opgeslagen.
Ook dit moet elke maand opgeslagen worden in een database door operations.
Stappenplan
1. Overleg tussen operatie en inkoop welke performance levels er in het contract komen die ook gemeten moeten worden.
2. Maak daar een query voor die elke maand de informatie genereert per station.
3. Bereken de performance levels
4. Bereken de avarage on operational performance
XV 5. zet deze per maand in een tabel in de database (handmatig of download
automatisch)
6. zorg dat het rapport dashboard hieruit de informatie kan onttrekken
Elke drie maand van de dashboard en de grafiek kunnen tonen.
`Confidential`
KPI’s Cargo2000
`Confidential`
Er kunnen twee rapporten gedownload worden per KPI namelijk:
Visibility = Is er een bericht gestuurd
Performance = is de status informatie en de inhoud gestuurd volgens de afgesproken tijden.
In dit systeem zijn diverse mogelijkheden o Benchmarken van stations o Grafieken
o Cijfers etc. CP gebruikt deze al en er worden al dashboards gemaakt met grafieken deze dashboards zouden per station gemaakt moeten worden en ook opgeslagen worden.
o Dit moet ook een geïmplementeerd kunnen worden in het consolidatie platform o Per maand / drie maanden etc.
Aanbevelingen zijn:
o Purchasing dient deze KPI in het contract te zetten zoals ze in cargo 2000 staan.
o De CP kunnen dan de grafieken en informatie bij houden en 1 keer in de drie maand presenteren in het dashboard en tevens dient de op het consolidatieplatform gepresenteerd te worden.
Stappenplan
Als het mogelijk is elke maand de performance downloaden Aanbeveling voor introductie Quality KPI’s van Cargo 2000
o is dat JB inkoop en Contractmanagement rond de tafel gaat zitten en de KPI’s in het contract gaat aanpassen aan die KPI die ook daadwerkelijk gemeten kunnen worden hierbij denkend.
o Verder moet ook CAPS en OP verbeterd worden. Deze moeten middels een vaste procedure gemeten en gepresenteerd kunnen worden.
o Als dit gedaan wordt heeft KLM meer inzicht in de performance deze kunnen gelinkt worden aan de prijzen (prijs/kwaliteit) en kunnen de handling companies meer druk opleggen. Bij de contract opstelling begint dit als eerste. De KPI’s moeten in het contract komen.
o Er dient een procedure te komen dat eerste de CP actie ondernemen bij de handling companies blijkt dat dit niet werkt kan de contractmanager ingrijpen en of KPI’s aanpassen.
XVI o Op deze wijze houdt KLM de vinger aan de vinger aan de pols.
Grafieken die gepresenteerd kunnen worden in cargo 2000 per maand. De benchmark mogelijkheden zijn erg goed.
XVII
Appendix 10 External information collection manual
In order to collect the information needed for the market analyzes and for “the should-cost” model this manual is written.
[1] Total handled cargo by the supplier These data can be collected on three ways:
1. Searching at the Internet site of the supplier 2. Ask to KLM, JB / CK or CP
3. Asking in RFP or RFI
During the research was concluded is that option three (Questionnaire RFP or RFI) works the best. The reason for that is:
o Not every internet sides the information will not presented al the time.
o The KLM employees ( JB, CK, CP) doesn’t exactly know this information.
o In a RFI the definition can exactly given.
Source: The right source is asking this question in the questionnaire.
Total handled Cargo at the station
This information can be collect at three manners
1. Searching at the Internet side of the station / airport 2. Via the ACI organization, can order a annual statistics.
3. Total of all handled cargo of all the suppliers
Alternative 1 and 2 seem to be the best solution. Not every supplier is sent a questionnaire this mean that not a complete station volume will be known.
Sources:
Internet site of the airport
Internet site from Airports Council International Organization
http://www.aci.aero/cda/aci/display/main/aci_content.jsp?zn=aci&cp=1-5-54-190_9_2__
[2] Supplier market share
The following formula generates the market share in ton.
Market share suppliers K = * 100
[3] Supplier warehouse capacity
There are four ways at which the information can be collected:
1. Searching at the airports sites 2. Searching at the suppliers sites 3. Ask this information in a RFP
4. Ask and or check the information during visit at the supplier
Number of tons handled by the supplier K at station X
Number of tons handled at the station X
XVIII The change to find the information at the airports site is very small. Searching at the site of the supplier can deliver more information. But, certainly not all the suppliers put this information on the side. Therefore, the last two options are most realistic and efficient.
Sources: Questionaire RFP and Visit
[4] KL’s occupation ratio
This information element reveals the percentage of the supplier’s m2 of the KLM’s Cargo.
Therefore it is necessary to get information from the KLM own quantity flows.
This can be defied into different flows.
Such as cool storage o Import o Export o Transit
For which often different spaces in the warehouse are reserved.
Also the suppliers warehouse capacity must be known.
KL’s occupation ratio = * 100
Source: [3] [5] Kentallen voor aantal ton per m2 etc.
[5] Total handled cargo KL
This value can be distilled from information element 29. But in order to be input in information elment 4 it is handy to make distinction between the different flows.
Source: information element 29 dashboard
[6] KL Share of supplier
In order to known the share of KL of the total cargo of the supplier the following must be made.
KL share of suppliers = * 100
O = Number of tons handled at the station X by KLM P = Number of tons handled by the supplier at station X Source: information element [5] and [1].
[7] Number of employees at the supplier
Three alternatives where thought of to collect this kind of information.
KLM (AF) needed m2 at the station Supplier’s warehouses capacity (m2)
O
( P + O )
XIX 1. Annual reports
2. The internet side of the supplier
3. Ask the information in the questionnaire RFP
In the first place there should be defied which employees are meant. Therefore the goal of this information element must be known.
The goal is to use this information during the should-cost approach and as input for info element [8].
Sources: questionnaire RFP / RFI
The definition for employees taken in account here is:
The employees who directly related to the cargo handling process in the warehouse for physical cargo and documentations handling.
In the should cost
[8] Suppliers productivity
Can be computed by the following formula
Supplier productivity
[Tons / Employee per year] =
(andere optie Aantal pallers per uur ) Sources:
Handled tons from information elements [1]
Number of employees at the supplier from information element [7]
[9] Suppliers Labor Cost
This is the average labor costs that the employers must pay (defined in information elements [7]) Two sides at the internet provide such information the first one is
Laborsta internet http://laborsta.ilo.org/
The problem with this site are:
o not all the countries are given o the currencies are not the same o the years are not the same
o the number of hours per month are not the same o Cost are given in weeks or month
The second is:
US department of labor
http://www.dol.gov/dol/topic/statistics/business.htm
ftp://ftp.bls.gov/pub/special.requests/ForeignLabor/ichccsuppt01.txt
Indexes of hourly compensation costs in U.S. dollars for production workers
Number handled ton a year by the supplier Number of employees at the supplier
XX in manufacturing, 31 countries or areas and selected economic groups, 1975-2003
This information can be put in a table and used for benchmark countries which each other.
Besides these two options there is third one and that’s:
Questionnaire in RFP
The labor costs which now will be ontvangen will be related to the direct.
Not able to find with the reasons
Labor costs
For the labour cost was it difficult to find the right information. For all the countries at which KLM flies the labour cost could not be found on a same way.
The rental cost of buildings:
It is difficult to get the building costs at the a different airports. I have tried to get that information but the effort will not compensate the yields.
XXI
Appendix 11 Sources for information elements
Market and supplier
Nr. Information Element Sources
1 Supplier total cargo See manual Externa I.E.
2 Supplier market share See manual Externa I.E.
3 Supplier warehouse capacity See manual Externa I.E.
4 KL's occupation ratio's See manual Externa I.E.
5 Total handled cargo KL See manual Externa I.E.
6 KL share of supplier See manual Externa I.E.
7 Number of employees at the supplier See manual Externa I.E.
8 Suppliers Productivity See manual Externa I.E.
9 Suppliers Labor costs See manual Externa I.E.
Quality
Nr. Information Element Sources First layer Second layer Third Layer 10 CAPS input (FWB DATA Capture) CAPS
11 OP (Avargae on Operational Performance) STEPS SAS CARGOAL
12 RCS (Visability) Cargo 2000
13 DEP (Visability) Cargo 2000
14 RCF (Visability) Cargo 2000
15 NFD (Visability) Cargo 2000
16 RCS (Performance) Cargo 2000
17 DEP (Performance) Cargo 2000
18 RCF (Performance) Cargo 2000
19 NFD (Performance) Cargo 2000
Quantity flows
Nr. Information Element Sources Second layer Third Layer
20 General cargo Chic2Euro Fridas
21 Import Chic2Euro Fridas
22 Export Chic2Euro Fridas
23 Transit Chic2Euro Fridas
24 Special Cargo Chic2Euro Fridas
25 BUP Chic2Euro Fridas
26 Loose Cargo Chic2Euro Fridas
27 Trucked Cargo Chic2Euro Fridas
28 Flown Cargo Chic2Euro Fridas
29 KL total Cargo Chic2Euro Fridas
30 AF total Cargo Chic2Euro Fridas
Product mix
Nr. Information Element Sources Second layer Third Layer
31 Equation Chic2Euro Fridas
32 Dry ICE Chic2Euro Fridas
33 Live Animals Chic2Euro Fridas
34 Save Chic2Euro Fridas
35 DGR Chic2Euro Fridas
36 General Cargo Chic2Euro Fridas
37 Mail Chic2Euro Fridas
38 Automotive (wheels) Chic2Euro Fridas
XXII
Appendix 12Blueprint of the information flows Dashboards
Data consolidation and storage for the I.E. Monitoring Quality Mix evaluation and flow trends Contractmanagement
Benchmar k
Supplier evaluation and selection phase Data Consolidation Benchmark
Dashboards Business case documents
Market and supplier information Quality Mix evaluation and flow trends
Internal Data External Data
