SUPPLY CHAIN MANAGEMENT

Anna Lynn Garcia

2011 OBJECTIVES
2011 Objective and what we have achieved
Savings
Earned +/- 5million in savings from Freight / Importation cost alone for consolidation of orders and choosing best-in-class freight forwarders and brokers Tapping Actuate as our Civil contractor has contributed a significant amount of savings: TRG 5% savings from budget Sitel 12% savings from budget

Improvement on Internal Business Process is evident on:

Less complaints and issues we have encountered for this year despite all rush deliveries that were made outside the SLA Minimal issues on delayed deliveries, managed client expectation by providing interim units Better control, management and compliance to IBP

Additional Manpower to complete the Organizational Chart Better Inventory Management

We have dedicated purchaser to handle each account, ASI and DTSII Additional support staff in logistics that helped us managed deliveries better

Cleaned the System Inventory at 90% accuracy (SAP), while Physical Inventory item count has decreased from 900 line items to 200 line items through disposal and depletion due to sales

KEY LEARNINGS OF 2011

Mediocre adherence to Internal Business Process. We made ourselves flexible to go out of the way to serve the internal and external customers more than what is due and expected. Doing what we can do when we can do it, even we have to do it beyond the SLA, after all we are doing it in the name of service delivery to customers While drafting the SCM policy for the due diligence audit we learned that setting a policy in place is a very good measure to educate our internal and external customers and business partners on what we do, how we do it and what they should expect from us Non-compliance to CRM process creates delay to services delivery, as well as causes issues on specs, price and quantity., i.e., ordering wrong specs, with over the budget price and wrong quantity with orders based on the request of advance order after the final BOM and P&L is released We have managed Just-In-Time delivery for items included in the forecast, experienced minor issues only compared to previous years. This constitutes materials for Card Access and CCTV, and some Avaya Phones. IF we do this to some brands and materials, we can create better service delivery as well. Keypoint here is Business Units accuracy to forecast and commitment to sell what they have forecasted. Adequate manpower is substantial to perform better as a group. We have set dedications to each account and manage each accounts expectations with better service deliveries and handled fewer issues on delays and non-deliveries. We have managed our groups IBP as well and implemented better control of the process.

2012 OBJECTIVES
Finalization and Dissemination of SCM Policy Include Project Monitoring Status Module in CRM Continuous Management of Forecast and Management of Stock Level to meet SLAs Improve Payment Terms with vendors but must be backed-up by outstanding management and update of their payable Additional Manpower to support the following: Strengthen control measures of receiving, monitoring and delivery of materials at site especially for local commissioning items Strengthen and smoothen returns management process Gearing towards making purchasing True Purchasing by handling and managing prices of goods/materials instead of Design Solutions Create process on improving Fit-Out Project costing control Additional delivery vehicles to better improve delivery schedules

2012 ORGANIZATIONAL CHART

SLAs

SLAs
1. Technology Brands Delivery to client 1.1 AVAYA PABX. 35 days IPO. 60 days DATA (NORTEL).. 60 days 1.2 VERINT/ALTITUDE 30 days 1.3 CISCO Switch... 35 days Router 50 days Firewall.. 65 days S+CC. 65 days 1.3 DELL .. 21 days 1.4 HUAWEI.. TBD I.T.S. Brands 2.1 TEPG Brands 25 days 2.2 AXIS/AEMITIS.. 17 days 2.3 Firetide .. 60 days 2.4 COMMSCOPE, PANDUIT Copper 25 days Fiber 40 days 2.5 Other Cabling Brands . 3 days 3. Fit-Out Services Delivery to Client 3.1 CIVIL 3.2 MECHANICAL 3.3 ELECTRICAL 3.4 PLUMBING 3.5 FIRE PROTECTION 3.6 STRUCTURED CABLING 3.7 CARD ACCESS/CCTV 25-30 days 3.8 FDAS 3.9 BMS/EMS 3.10 SYSTEMS FURNITURE /LOOSE FURNITURE Others 4.1 Jabra.. 3 days 4.2 Plantronics. 3 days 4.3 HP Procurve.................17 days 4.4 HP.. 21 days 4.5 Polycom 35 days 4.6 Wyse ................ 35 days 4.7 Licenses (Microsoft, McAffe, etc)... 15 days 4.8 Other Local Commissioning material . 3 days

4.

2.

Fit-Out Order Fulfillment Overview

Suppliers Civil
Mechanical

Actuate, RCW, RDTorres, Ragojos AECI, Temprite, Salemaire Powercircle, Netpac, Kinetic

Electrical

Plumbing Fire Protection Fire Detection And Sprinkler Card Access / CCTV Data Center/ Structured Cabling

Actuate PSEI, Bigleap, 8Interconect Bigleap, 8Interconnect, Yekyue DTSII

FIT-OUT TRADES

Commercial Management : In-charge of cost proposal to client, completion of BOM, P&L and specifications, based on approved design Supply Chain: In-charge of placing order to vendors and making sure they commence delivery and works on target dates, and order based on approved budget Project Management: In-charge of integrating all these trades during implementation in terms of timeline and order of works to be done

DTSII, Netpac, OneOpsis

BMS EMS
System and/or Loose Furniture

CWC, Icon, Offisynergy