20 Awards Energy, Utilities &Transport


winner ? BP


highly commended


? Nuovo Trasporto Viaggiatori (NTV) with Quintiq


shortlisted


? BP ? Centrica ? Nuovo TrasportoViaggiatori (NTV) with Quintiq


BP T


he Energy,Utilities&Transport category produced strong results and all three shortlisted companieswere close inthe


scoring,whichmadeit tough on the judges. However the two entries that came out on top


were BP andNTV withQuintiq. NTV is the first competitor in the newly liberalised


Italian railway market and the first operator in the world to use the new Alstom AGV train – the current holder of the high speed train record. The company run 25 high speed trains on Italy’s major routes. Since start-up in April 2012, the rail operator has


Picture: From left:Jim Cleary, founder ofTIPTrailer Rental in the UK and former chairman of the CILT;Andy Dovey,MMand IL lead at BP;Karen Diamond, track and trace lead at BP;David Kang, materials management specialist at BP;BlaineTookey, senior technical consultant at BP;and Rob Beckett.


made great strives to create a light and efficient structure, outsourcing non-core activities such as the preventive and corrective maintenance of the fleet, cleaning of the train fleet, and commercial refilling of the train sets, including all the logistics activities necessary to guarantee the availability of on-board commercial products, including food. The result is a business which is centrally managed and structured around an integrated system that offers end-to-end visibility of resources across the supply chain. The judges thought highly of thewayNTV collaborateswith its suppliers and howit has aligned its supply chain to the business strategy. For these reasons they highly commend NTVwithQuintiq. However, the judges felt therewas one better. BP clearly demonstrated their ability to apply innovative real-time tracking technology in a sector


leading initiative, giving global visibility and traceability of components to a $7bn build project. Theoil&gas companyisprocuringover$1bnof equipment from150 suppliers across Europe and transporting these assets to South Korea for the construction of two major production facilities destined for theNorth Sea. The judges say: “The application of the technology waswell thought out and balanced. They had consultedwith the aerospace sector to borrowideas and then apply them to the oil and gas industry.The savingswere significant and sowere the benefits – particularly in keeping the project on schedule.”The judges believe BPwere “truly excellent” and deserved to take home the trophy.


Healthcare & Pharmaceuticals


? GlaxoSmithKline winner


shortlisted


? AstraZeneca with Yusen Logistics


? GlaxoSmithKline ? NHS Supply Chain


GlaxoSmithKline T


his year those inHealthcare& Pharmaceuticalswere given their own category. Inprevious years, healthcare has


more often been grouped under Public Services.The scoreswere good for all three shortlisted companies, but the top two runnerswere AstraZeneca with Yusen Logistics andGlaxoSmithKline. The scope of the entry fromAstraZenecawith


Yusen Logistics covered the re-engineering of AstraZeneca’s complex global flows to optimise freightmodes by transport lane – critical to enabling the timely supply of vital drugs. Working together, lean principleswere used to


Picture: From left:Marsha Ledder, sourcing groupmanager at GlaxoSmithKline; Rhonda Griscti, director R&D procurement at GlaxoSmithKline; Chris Sturman, chief executive of the Food Storage and Distribution Federation;Ron Raby, global head, comparator strategy & planning at GlaxoSmithKline; and Rob Beckett.


transformthe company’s supply chain frompush to pull. Through minimising airfreight andmaximising oceanmovements costs have been reduced and by refining road operations, performance has been improved with reduced lead-times and lower costs, while achieving performance targets. The judges liked theway the collaboration worked, particularly thewayYusen Logistics’ pan-European pharmaceutical network has provided opportunities to consolidate AstraZeneca’s volumeswith those fromother pharmaceutical manufacturers. Judges thought itwas good, but therewas one better. The initial scope forGlaxoSmithKline’s


transformation project covered the needs and requirements of over 4,000 scientists based at a number of locations throughout Europe and the USA and covered over 1.2 million items, initially supplied by over 2,800 suppliers. By simplifying the product range, consolidating the supply chain and


creating an e-catalogue punch out tool, the company has enabled stakeholders to quickly search and locate their required item, leaving them more time to conduct research. This success has been recognised across thewider business and is nowbeing implemented in Latin America and Asia. By workingwith fewer partners the company has identified added value services that vendors can offer thatwere not visible when dealing with 2,800 suppliers. 18 initiatives have resulted in a major increase in service levels in delivery and quality, cycle time reductions,waste reduction from consolidation and data visibility, and greatly reduced risk. The judgeswere impressed by the clear alignment


betweenGlaxoSmithKline’s overall strategy and project objectives – for them, thiswas thewinner.


Supply Chain Standard December 2013


www.supplychainstandard.com


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