Michelin 米其林轮胎

Michelin has been a Blue Yonder customer since 2003. However in 2014 Michelin decided to deploy Blue Yonder’s agile implementation approach, which includes a sequence of three-week sprints of designing, constructing, testing and validating the solution. This rapid prototyping methodology enabled the team to learn and mature quickly in their use of the solution while achieving results through each phase of the project, ensuring adoption by the business. A key enabler of this approach was the use of Blue Yonder cloud launch to support rapid deployment and performance testing.

除组织和技术推广外，Michelin 还对其 S&OP 流程及其在 S&OP 成熟度曲线中的位置进行了差距分析。团队发现了流程漏洞和数据一致性问题，并制定了行动计划以弥合这些差距。该行动计划随后被转化为月度目标，并进行每月状态审查，以加强组织内的问责制。该公司还引入了 Blue Yonder 的 S&OP 特别兴趣小组，以便学习其他客户的经验和最佳实践。

Michelin 寻求 Blue Yonder 的支持，以开展变革性的 S&OP 项目，该项目涵盖流程、组织和技术变革，旨在改进其供应链计划决策和跨职能协调能力。

Blue Yonder 的销售和运营规划功能使 Michelin 能够更高效地在业务部门执行团队内部共享共同的需求、销售和生产计划，并管理优先事项。它还允许企业在 12-18 个月的时间跨度内平衡需求与产能，这一过程通常被称为“战术平衡”或“粗略产能规划”。

2017 年初，Michelin 启动了重组研究，对其业务结构进行深入调整。Blue Yonder S&OP 的协作功能发挥了至关重要的作用，它使多个实体（如制造、地区和业务线）能够协同制定共同的战术销售、生产和库存计划，还能作为支持旧组织快速过渡到新组织的主要杠杆。

自 2018 年 1 月以来，Michelin 在全球范围内的主要业务活动都由 Blue Yonder 的 S&OP 功能和工具部署路线图驱动。该解决方案支持统一流程和网络，分享最佳实践，为工厂和销售组织提供了新的协作工具。它还能进行本地模拟，以支持各地区的需求管理以及工厂的产能管理工作，所有操作都使用同一组数据以确保一致性。

Moving to an end-to-end supply chain solution, globally 

Having used Blue Yonder and a number of legacy applications for many years, in 2019 Michelin decided to deploy one set of Blue Yonder solutions across the entire organization (across all business lines in all regions), supported by new standardized business processes. Deploying Blue Yonder technology as its backbone solution became mandatory for each business line to ensure uniform decision-making and faster monthly consolidations.

Since migrating from a regionally based supply chain supported by fragmented legacy systems to the new Blue Yonder-based global solution it has seen significant improvements. Focused solely on fulfilment, Michelin estimates it has saved about 2 days of inventory by improving daily planning. 

“Having used the Blue Yonder applications for many years, we have a huge understanding of their capabilities and all the many options for parameterization. So, we know that in the Blue Yonder solutions, there are a lot of options to help us fine-tune the processes to address each market segment.” 

Transportation Management Solution reduces CO2 emissions

Another example of success is around the Blue Yonder transport management system (TMS). Michelin has increased the correct loading of trucks by 2%, resulting in significant logistics cost savings and a reduction in CO2 emissions. 

A new segmented supply chain

Around 2024, Michelin recognized its current global supply chain was functioning well but was based on a ‘one size fits all’ design—with the same service offering everywhere for all customers, across all products. This was deemed inadequate to take the company forward in a world where customer demands are changing so quickly. 

“We decided that we needed to adapt. But instead of trying to take the full supply chain design forward, we decided to split this big problem into several smaller problems. We defined our market into product and customer clusters or segments. We defined for each segment of customers a level of service that we wanted to propose.”

Michelin designed the business model around these customer segments, defining the level of ‘cost-to-serve’ and profitability of the different product segments in each case, together with target KPIs for product availability.

Relationship built on trust

“The 25-year relationship between Michelin and Blue Yonder is very healthy, and we have a lot of fun, which is important. But what is key for me is that the relationship is based on trust.  When we trust each other, we can be demanding with each other. And this is what we do.  Although we can be very challenging as a customer, between us, we are constantly striving for new levels of success.”

“The next stage of our journey is a move to SaaS, and we will be doing lots of work with Blue Yonder to help us identify and define the business value of this important migration. This is the next key step in our relationship.”

“Our relationship is in a good place, and we have much work ahead of us. But the nice thing to remind ourselves is that in every delivery of Michelin tires that we do every day, we can see there is a touch from Blue Yonder at every stage of our customer delivery.”