The three activist organisations wish to collaborate in structuring a pragmatic commitment for efficient city logistics oriented towards the Smart City.
Better efficiency coupled with greater representativeness are the two ambitions of this collaboration. ASLOG, Club Déméter and the Institut du Commerce share the same observation: urban distribution represents a major challenge for both public authorities and economic players. There is an urgent need to structure participatory approaches that associate these two stakeholders in order to develop efficient models, both in terms of operations and environmental footprint, and in terms of economic reality. The three bodies are united around the same objective: a CSR urban logistics model.
This dynamic has been named EVOLUE, which stands for " Voluntary Commitment for Efficient Urban Logistics". A voluntary commitment which is therefore not set in stone and whose ambition is to merge the energies of the three organisations and to mobilise its members effectively. The objective is to build bridges with territories in order to deploy responsible solutions.
The EVOLUE approach will build on existing initiatives within the ASLOG, the Institut du Commerce or the Club Déméter which are already working on the subject. Bringing the work together and speaking with a single voice will also tend to make each future initiative more credible.
The 4 levers for the implementation of concrete solutions:
Data & Optimization
Supply chain organization
Operational and human resources
Delivery areas / infrastructure
The stages of implementation :
KNOW: to collect data in order to have a knowledge base on the studied territory as a priority.
ACT: suggest experiments and evaluate them on all known negative externalities: GHGs, pollutants, noise, accidents, congestion, etc.
UNDERSTAND:analysing data, identifying potential leads in relation to the territory (local authorities, local actors, etc.).
PERENNIZE: to structure a framework of commitment that allows the community to recognize the efforts undertaken by operators, principals and virtuous providers.
On October 17, the Intralogistics Commission organized, in partnership with Grand Paris Sud, a day of sharing best practices in intralogistics.
The morning was punctuated by lectures from various speakers:
Isabelle HAUTANT, Director and Pierre VEYER, Manager at Argon Consulting
Vincent RICCI, Business Development Director, Supply Chain France, XPO Logistics
Justine BAIN-THOUVEREZ, lawyer specialized in energy law for LLC Avocats & Associés
Franck LAMAS, R&D Director, Logistics Buildings, IDEC Group
The exchanges continued in the afternoon with two site visits: Sarenza and Private Showroom.
Automation, at the service of e-commerce
Intralogistics is at the heart of the development of e-commerce. Picking activities for individual orders are much more complex than for traditional pallet orders. Automation has a particular influence on performance.
The capital increase that accompanies automation projects leads to automate with discernment, selecting high-stakes activities without trying to automate everything. In particular, robotisation is appropriate for picking and order preparation activities in e-commerce, whereas traditional technologies are often appropriate for traditional B2B logistics (i.e. per pallet).
Sponsorship, realism, involvement of the different actors are all essential factors in complex projects: company project, aligned actors, shared convictions.
A mini-survey proposed to the participants highlighted the concerns usually encountered in investment projects:
What's stopping you today from starting a mécanisation project?
4 fundamentals for a good implantation
During his presentation, Vincent Ricci shared 4 fundamental principles to automate his warehouse:
Being obsessed with customer satisfaction
Finding time and money to access new technologies
Mastering data
Operating innovations
Customer Satisfaction
Many constraints weigh on the Supply Chain to meet customer needs, whether B2B or B2C:
New technologies
For a logistics company like XPO, the investment in technology solutions is $550 million/year - far less than the IT investments made by pure players.
The combination of transport management tools (TMS) and warehouse management tools (WMS) is a must.
Using data
Data has a central role in automation and resource optimization, such as capturing data via IoTs or through integration with various upstream systems, combining data to better predict demand and saturate capacities, facilitating interactions with (mobile) employees or robots to benefit from automation.
Innovations
The main innovations relate to areas such as Plant 4.0, order management software, environmental optimisation of packaging, warehouse automation, etc. It is also wise to use 3PLs that have the capacity to make and return on the necessary investments in technology.
These solutions include, for example, the re-internalization of textile activities with low MO content, which will allow small production to be carried out as closely as possible to optimize environmental issues.
Integrate energy performance
According to Franck Lamas, energy performance is becoming more and more important in companies, particularly with the RT 2012-2020 regulation.
On the other hand, buildings will be required to consume more, under the constraint of automation, recharging of electric vehicles, improvement of staff comfort with more lit, more heated buildings...
The sustainable reduction of consumption therefore requires a change in energy policy. Efficient and sustainable solutions exist, and it is up to companies to put energy performance at the heart of their concerns.
In terms of renewable energy, photovoltaics is very suitable for cold storage, with a ROI even in regions with little sunlight. This technology is supported by new regulations that lead companies to equip their buildings with photovoltaic devices or green roofs. The obligation is already in force for new buildings larger than 1,000m².
Heating accounts for a growing share of the consumption of buildings, with technologies that have not progressed for many years. Geothermal energy is a very efficient solution for heating warehouses with an average 60% reduction in consumption.
In an increasingly complex world, AI can produce analyses and projections fine enough to support organizations in their quest for agility. Back to the basics of the technology and its benefits for the supply chain.
Sales forecasting, inventory management, planning, scheduling... How to anticipate the vital functions of the supply chain in an unstable environment and in the face of demand that is becoming volatile? The answers include artificial intelligence and its most well-known branches, machine learning and deep learning. But how do they work? What use cases can be identified? And which companies exist on the market to serve these needs? To answer these vast questions, four experts from the sector took turns on September 30 during a webinar organized jointly by the Lab Digital de France Supply Chain and Wavestone.
Demystifying artificial intelligence and understand the data
To demystify the subject, we must first understand it. So, what is AI? According to Ghislain de Pierrefeu, partner in charge of the Machine Learning Data Lab at Wavestone, it is the ability of a machine to perform complex intellectual tasks previously specific to humans. Machine learning, an application of AI, gives computer systems the ability to make decisions based on learned data. Deep learning, on the other hand, has the ability to imitate the functioning of the human brain in the processing of data and the creation of models. This trio is intertwined with the fields of data science and Big Data Analytics. For Ghislain de Pierrefeu, once these concepts have been integrated, the question must be asked: "Do I have data and how canI use it? »
Because the data can be of different types and AI algorithms too. The latter can be divided into two categories. The first, supervised learning, which consists of developing a predictive model based on input data and results. The second, non-supervised learning, is based on input data, divided into subgroups considered homogeneous: "The idea here is to use the data to build clusters and analyse the orientations found, using common human sense and understanding of the profession," explains Ghislain de Pierrefeu.
From exploration to exploitation of AI for the Supply Chain
From a practical point of view, these AI algorithms have a positive impact on supply chain management: on data, demand forecasts, sales strategy, but also on stock replenishment, supervision and forecasting. Ivan Baturone, Michelin's Supply Chain Innovation Manager, gave a concrete presentation on the development of SAAM (Stock Analysis & Alerting Machine), a tool that "deals with the tsunami of supply chain data for the distribution of our products from our factories to our commercial warehouses. We have developed machine learning algorithms to help us detect three weeks before an item is out of stock at a distribution point. Ultimately, the Holy Grail would be to achieve a self-analysing and self-regulating supply chain. Thus, over 2019, thanks to SAAM, Michelin has notably increased its "product" availability by 7 points.
A radar, a panorama and exchanges around AI applied to the Supply Chain
To reach this level of maturity, to understand AI and its benefits, many solutions are available on the market. The radar established by Wavestone and France Supply Chain was created to give an overview of these. At the same time, the France Supply Chain Digital Lab, the originator of this webinar, will very soon publish its panorama of digitalization 2020/2021.
There is still time to complete the survey on the association's website before the results are published on November 17 at the Supply Chain Event.
Two webinars will also be held, the first in November on RPA (Robotic Process Automation) with the participation of Michelin and the second in December, led by Daher on Supply Chain Innovation.
SAP Digital Supply Chain
& Industry 4.0
Experience weeks
October 9 to November 30
4 weeks of digital experience
Today more than ever, the industry is under stress. The companies that are best able to withstand the current crisis - and that will be best equipped to face the challenges ahead - are those that have been able to implement innovative technologies. From 9 October to 30 November, discover the opportunities offered by new solutions and smart technologies.
Under the direction of Xavier DERYCKE, Supply Chain Europe Director of the REXEL Group, France Supply Chain by Aslog has built this guide in collaboration with numerous schools.
We present over the 68 pages of the guide :
49 generalist courses
56 specialised courses
44 schools referenced
A tool designed specifically for companies and recruiters:
Different entries to facilitate the search
by general or specialized Supply Chain training;
by supply chain function sought during recruitment;
Because the Supply Chain is changing, the ASLOG is changing and becoming France Supply Chain by Aslog. Simple words but accurately representing the mission that the association has been carrying for nearly 50 years now: representing the Supply Chain, the vital force of transformation, and those who make it.
From the top of the 19th floor of the SAP tower in Levallois-Perret (92), Fabrice Lundy, economic columnist, three members of the ASLOG management committee - Yann de Feraudy, its Chairman, Stéphanie Rott, Production and Supply Chain Director of the LVMH Group, and Pierre Martin Huet, Group Supply Chain Director of Michelin - are meeting for an unprecedented exchange: Supply Chain Day.
The date is September 10, 2020. The world has been experiencing an unprecedented crisis for several months. Having entered into a "VUCA world (Volatility, Uncertainty, Complexity and Ambiguity)", as Yann de Feraudy reminds us, companies are experiencing multiple uncertainties, at once geopolitical, strategic and climatic, pushing them to make fair and efficient decisions.
"The crisis acts as a revealer. The Supply Chain, by its transversal nature, interacts with all the other activities of the company and is therefore able to implement collaboration and alignment of objectives.Inthis sense, it is a lever for a sustainable world" demonstrates Stéphanie Rott.
Thus, in this new environment, the Supply Chain and those who make it have shown their importance. After several months of reflection and concrete actions, the time has come for transformation. A profound transformation on the part of the companies but also an intrinsic change for the association: a new name, symbolising its rise to prominence and the pursuit of its ambitions for the sector.
From ASLOG to France Supply Chain
"This name better says who we are, reminds us of our brand, this old lady who is well known, and wears our colours loud and clear", Yann de Feraudy proudly states. These new name and logo are intended to symbolize a meaningful evolution, described as "volcanic" by Pierre-Martin Huet, but which will not fundamentally change the organization of the association: "We will make new things out of old things, keep a winning team and continue our efforts in the same directions. The strength of France Supply Chain will remain the exchange of experience, best practices and the search for solutions", says Yann de Feraudy.
A work that the association carries out in particular through its various LABs. The first one is dedicated to digital, whose vocation is to "guide and clarify", as Jean-Marc Soulier, partner at Wavestone, explains. Use cases, methodologies, webinars, visits, white papers, but also a second Panorama of the digitalization of companies are planned in 2021.
Concerning the Intralogistics LAB, Laurent Sabatucci, associate director of EOL, talks about visits and theoretical work to keep an eye on all the technologies deployed in the warehouse. Finally, Pierre-Martin Huet, spokesperson for the Sustainable LAB "SupplyChain4Good" insists on the importance of "collective intelligence to implement a sustainable Supply Chain. For example, we bring several shippers and logistics service providers around the table with the idea of decarbonising a freight line all together. Another example, during the Covid-19 crisis, the decision was taken to put certain Supply Chains in difficulty, such as the Restos du cœur, back into motion... We are therefore in the real world, not in a pious hope," he emphasizes.
Developing, exchanging and raising awareness on sustainable supply chain issues
And it is precisely with a concern for practicality that France Supply Chain wished to reaffirm its missions and priorities for the years to come. There are three of them, and they are illustrated by a desire to raise awareness of the strategic and vital aspect of Supply Chain - "You have to be present on management committees and influence with trainers and public authorities", Yann de Feraudy explains; to make the sector progress but also to make its concepts evolve.
"France Supply Chain is a forum where we learn from each other. Our deep conviction lies in performance for a more sustainable world in an end-to-end logic, from our suppliers' suppliers to our customers' customers' customers. »
And this conviction infuses the heart of organizations and companies. As proof of this, Gerald Karsenti himself, president of SAP, came to announce the forthcoming entry of the publisher into the association. Because as Supply Chain is becoming more visible, the France Supply Chain network is growing, already federating 450 companies of all sizes (large groups, ETIs and SMEs) and from all sectors of activity. " For the future, we intend to maintain our energy, channel it through our LABs and continue to move forward on this Supply Chain route as a lever for transformation towards a more sustainable world", continues the Chairman of France Supply Chain. " Learning faster and together, this is the purpose of France Supply Chain", concludes Stéphanie Rott.
In an increasingly complex world, the Supply Chain players, brought together within ASLOG, intend to affirm the strategic role of the Supply Chain as a lever for a more sustainable world. To support these new ambitions, the ASLOG is changing its name to FRANCE SUPPLY CHAIN. Carbon footprint reduction, digitalization, skills... the association relies on the power of collective intelligence and its LABs to enable all Supply Chain players to meet the challenges of today and tomorrow.
THE SUPPLY CHAIN, THE COMPANY'S NERVOUS SYSTEM
Supply Chain is a real lever for business performance and today represents 60 to 90% of the cost price of products. It concerns both downstream and upstream of the product cycle: purchasing, supply, production and quality, customer experience. In addition to this, includes design functions (industrial strategy, flow design) and management functions (stocks and flows, in and out demand management). It captures information from all over the world to feed rapid and aligned decision-making. A veritable nervous system of the company, it goes well beyond logistics and the vast majority of Supply Chain managers are now part of the Comex of major groups.
THE SUPPLY CHAIN TO CHANGE THE WORLD
The Covid 19 pandemic and the resulting uncertainties have added to the permanent challenges facing companies: increasingly demanding consumers in terms of deadlines, prices and respect for the environment; the disrupted supply of natural resources due to climate change; the accelerated pace of technological innovations .
All the Supply Chain actors gathered within the association have thus defined a new common ambition: Supply Chain to change the world. It is based on five key convictions:
Customer: putting the customer experience at the heart of operations.
Resilience: knowing how to anticipate risks and manage crises.
Talents: better recruiting, improving attractiveness and skills.
Positive impact: having a positive societal and environmental impact.
Collaboration: vector of creation throughout the chain, with all stakeholders.
To be consistent with this ambition, which now forges the identity of the association, the members of the ASLOG logically decided to change its name to FRANCE SUPPLY CHAIN.
Yann de Feraudy, President of FRANCE SUPPLY CHAIN explains:
“FRANCE SUPPLY CHAIN and its members want to help transform businesses by building Supply Chains that are more resilient, more agile, more connected, more respectful of people and the planet. It is by committing ourselves in this way, together with the men and women of the Supply Chain, that we will respond to the urgent need to make our world more sustainable for the consumer and the new generations.“
ASSIST IN BUSINESS TRANSFORMATION
FRANCE SUPPLY CHAIN already federates 450 companies of all sizes (large groups, ETIs, SMEs) and from all sectors of activity, bringing together a total of 3,000 employees, and also welcomes service providers to cover all aspects of the Supply Chain. To support companies in their transformation, it uses its asset: the strength of the network and the power of collective intelligence. In concrete terms, FRANCE SUPPLY CHAIN notably enables its members to exchange best practices within its LABs, working groups dealing with major cross-functional themes, such as :
The Digital LAB (animated by François MARTIN-FESTA from Schneider Electric). This group works on 5 strong themes: Artificial Intelligence, Data Exchange, Robotisation Processes (RPA), Connected Objects (IOT) and Supply Chain Innovation. These topics are addressed during meetings, webinars or site visits with testimonials from one or two companies presenting use cases. At the same time, a Panorama of Digitalisation 2019-2020 has been drawn up following a survey of companies. It will be updated every year.
The HR LAB (led by Xavier DERYCKE, Supply Chain Director Europe of the REXEL Group and Philippe RAYNAUD). Aware that the attractiveness of professions, skills development and training are the HR priorities of companies (survey conducted in 2019-2020), the LAB RH offers many tools to enhance the value of the Supply Chain:
In 2019, the Panorama of Supply Chain players was published (produced in collaboration with professional associations and unions) to promote Supply Chain professions through examples and trade sheets.
In 2020, FRANCE SUPPLY CHAIN published the Guide to Supply Chain training courses in France , which includes 104 courses and around forty detailed sheets produced in close collaboration with the schools. By the end of 2020, a publication on remuneration is also planned with the firm Michael Page.
The Sustainable LAB "SupplyChain4Good" (led by Pierre-Martin Huet, Michelin's Supply Chain Group Director). At least 23% of greenhouse gas emissions are due to the transport of goods, a link at the heart of the Supply Chain. The sustainable impact of the Supply Chain is tangible. Social and societal aspects are important: hard work, social inclusion, congestion in cities... Economic and service performance is the key condition for success. To master this complex equation, FRANCE SUPPLY CHAIN has joined forces with the Movin'on Summit, the world mobility summit launched by Michelin, to create the SupplyChain4Good community. It brings together Supply Chain managers but also their suppliers (transporters, warehouses...), universities and researchers... SupplyChain4Good has already launched the SC4Good vs Covid19 project and other projects on urban freight, ports.... Experiments are under way as well as transversal cooperation, for example to collectively reduce carbon emissions on high traffic routes in Europe.
About France Supply Chain
In an increasingly complex world, making the Supply Chain a lever for a more sustainable world is an essential challenge for all companies. This is why France Supply Chain brings relevant solutions to all Supply Chain actors, thanks to its network of 450 affiliated companies and an approach based on collective intelligence.
The result of a collaboration between EOL, a specialist in commercial real estate and France Supply Chain by Aslog, the leading French network of Supply Chain professionals, the Intralogistics white paper is aimed at all professionals looking for mechanized, robotized and automated logistics solutions.
AN OVERVIEW OF MECHANIZED AND ROBOTIZED LOGISTICS SOLUTIONS IN LOGISTICS WAREHOUSES
This guide is based on 5 axes:
The state of the art in intralogistics;
The challenges and limits of mechanization and robotization;
Foresight in the field;
The key success factors for a successful intralogistics project;
The impact of intralogistics on warehouses.
"THE LEVELS OF COMPLEXITY OF LOGISTICS OPERATIONS, COMBINED WITH OMNICHANNEL SALES ORGANISATIONS, HAVE A VERY STRONG IMPACT ON THE PROFITABILITY OF COMPANIES, FORCING THEM TO RETHINK THEIR LOGISTICS ORGANISATIONS AND PROCESSES IN DEPTH. YANN DE FERAUDY, PRESIDENT OF FRANCE SUPPLY CHAIN.
THE INTRALOGISTICS GUIDE IS RESERVED FOR OUR MEMBERS ONLY.
Still too few, in two years, the number of women in supply chain management positions has increased by 100%.
GWSCL 2020is the first global event to highlight the dedication, passion and incredible success stories of women in the supply chain - in every field and around the world.
You will perform a self-assessment of your Supply Chain maturity.
This self-diagnosis, created by the LAB ETI/PME of France Supply Chain from a selection of 22 questions of the Reference frame of Excellence of France Supply Chain, has for only objective to provide an evaluation of the degree of maturity of the fundamentals of your Supply Chain and to position you compared to the best practices of the field.
The data provided are for the exclusive use of France Supply Chain to feed a database allowing each respondent company to compare itself against anonymized averages.
In order to allow you to make this comparison, the filling of this diagnosis requires the collection of your contact information.
You will perform a self-assessment of your Supply Chain maturity.
This self-diagnosis, created by the LAB ETI/PME of France Supply Chain from a selection of 22 questions of the Reference frame of Excellence of France Supply Chain, has for only objective to provide an evaluation of the degree of maturity of the fundamentals of your Supply Chain and to position you compared to the best practices of the field.
The data provided are for the exclusive use of France Supply Chain to feed a database allowing each respondent company to compare itself against anonymized averages.
In order to allow you to make this comparison, the filling of this diagnosis requires the collection of your contact information.
