NEW p.12 Logistics 10:FOOTWEAR NEW TEMPLAT 10 08 6/10/09 12:44 Page 12
Logistics
Embrace technology for better
4. Last/Mould Management
This is another area where footwear businesses
have an additional complication. It is often
the lack of availability of the required last or
working and shorter lead times
mould that can cause an order to be delayed.
As lasts/mould are often style/size/width
dependent, a shortage of the appropriate
last/mould can cause a delay to an order.
ith the increasingly competitive nature
Whilst superficially this problem can be
W
of the footwear industry, it is impera-
solved in the same way as materials planning, it
tive that businesses have accurate, up-
should be appreciated that as lasts/moulds are
to-date information concerning the
re-usable materials, they must be treated (and
status of their orders and their position in the
planned) differently.
supply chain. Speed to market and better effi-
ciency play a crucial role, more so today than
“As the requirements for planning in the
ever before, and now is the perfect time to look
footwear industry become even more complex,
at ways to ‘get ahead’ and embrace technology
existing planning mechanisms in place in most
for better working and shorter lead times.
businesses will not be able to cope. The control
When manufacturing was performed locally,
and co-ordination of the 4 key planning criteria
it was comparatively easy to determine order
are essential to survival.”
status. As businesses have become more
geographically spread and the time to respond
“AS BUSINESSES HAVE BECOME MORE GEOGRAPHICALLY SPREAD AND
has reduced, the need for good visibility,
coordination and communication is now
THE TIME TO RESPOND IN ANY GIVEN SITUATION HAS REDUCED, THE
essential for survival, maintains Andy Hinton,
NEED FOR GOOD VISIBILITY, COORDINATION AND COMMUNICATION IS NOW
Business Development Manager, Fast React
Systems Limited.
ESSENTIAL FOR SURVIVAL.”
FastReact software provides complete supply
chain visualization: including material require-
Andy Hinton, Business Development Director, Fast React Systems Limited .
ments planning, critical path management
and full supplier collaboration facilities. The 1. Critical Path Management
modular product range provides a high level of This is the effective management of the key ac-
CASE HISTORY
visibility, to manufacturers, buying offices and tivities required to get an order into production. Gina Shoes are specialists in luxurious, designer,
retailers alike. To make CPM effective, each activity should
handcrafted footwear that has earned a
Hinton explains: “Today, footwear businesses be the responsibility of a nominated individual
worldwide reputation for creative excellence and
face an increasing number of challenges; these in- and be due on a specific date (as driven by the
quality. With stores on Old Bond Street and Sloane
Street, Gina Shoes boasts one of the world’s most
clude having more products to manage, globali- required delivery date).
exclusive shoe collections. The route to market
sation of the supply chain, more frequent and As activities become due, this should be for Gina, however, has changed; 15 years ago the
smaller orders, changing customer/market re- immediately alerted allowing appropriate action
business was primarily UK based with only UK
quirements & continual pressure for better value” to be taken.
wholesale customers. Today, Gina Shoes still
“Most footwear businesses are typically reliant 2. Capacity Planning
have a UK wholesale customer base but this
is in addition to their own retail stores and many
on a variety of (usually unconnected) systems. This is the effective monitoring and utilisation
overseas customers.
These may include a business (ERP) system, of production capacity either in own factories or This shift has resulted in the demands on the
which handles transactional activities but typi- at supplier factories.
business changing more rapidly than ever before,
cally these systems are still supported by numer- The capabilities (and any constraints) of the
making it crucial that Gina Shoes are able to react
ous independent spreadsheets, each covering production facilities must be known and
as quickly as possible to changes in demand so
that they can maintain and grow their market
different elements of the supply chain.” Accord- monitored. This should include overall capacity
share. Through the implementation of FastReact,
ing to Hinton, in order for a Footwear business planning (e.g. 120 pairs per day), and also key they have been given visibility and control over
to be truly effective and ‘get ahead’ in today’s constraints (e.g. maximum of 80 pairs per day
the entire production process.
difficult trading environment, it is imperative of product type ‘X’).
Attila Kurdash, Managing Director at Gina Shoes
that the key planning criteria are fully under- 3. Materials Planning
comments, “FastReact has provided us with much
better visibility and enabled us to effectively plan
stood and effectively (and centrally) monitored: It is equally important that where materials
the production process. Also, because we now
• Critical Path Management are managed and controlled the material have forward visibility of material requirements,
• Capacity Planning requirements are known and effectively
we have been able to significantly reduce our
• Materials Planning planned. With the large number of sizes and size
material stockholding, whilst still being able to
• Last/Mould Management dependant materials that are required in the
meet planned deliveries.”
“We are now able to quickly plan (and re-plan)
A realistic plan will ensure that each of these key Footwear business, it is essential that the mate-
around all production constraints, material avail-
criteria is monitored and balanced. An effective rials planning process is as easy and transparent ability and lasting restrictions to obtain a realistic
planning system will ensure that visibility of as possible. Material requirements should be
and achievable plan, whilst being able to ensure
these key criteria is maintained in a simple and quickly and dynamically calculated. Potential
that we meet customer delivery expectations.”
visual manner with the planner/merchandiser shortages must be highlighted so that appropri-
www.fastreact.com
being alerted whenever a problem occurs. ate action can be taken.
12
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FOOTWEAR TODAY
•
OCTOBER 2009 www.footweartoday.co.uk
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