Michelin

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.

除了推出組織和技術之外，米其林還對其 S&OP 流程及其在 S&OP 成熟度曲線上的位置進行了差距分析。團隊們識別了流程缺口和數據一致性問題，並制定了一個行動計畫來彌補這些缺口。行動計畫隨後轉化為每月目標及每月狀態檢視，以強化全組織的問責制。公司也加入了 Blue Yonder 的 S&OP 特殊興趣小組，這使能他們能夠學習其他客戶的經驗和最佳實務。

米其林轉向 Blue Yonder 尋求支援，以在變革性的 S&OP 專案中改進其供應鏈計劃決策和跨職能對齊，該專案涵蓋流程、組織和技術的變化。

Blue Yonder 的銷售與營運規劃能力，使米其林能更有效地在業務單位執行團隊中分享共同的需求、銷售與營運計畫，並管理首要任務。它還允許企業在 12-18 個月的時間範圍內平衡需求與產能，這個流程通常被稱為戰術平衡，或粗略產能計畫。

2017 年 1 月，米其林啟動了重組研究，深入修改其企業結構。Blue Yonder S＆OP 的協作能力扮演了關鍵角色，使能多個單位（如製造、地區及企業）能夠協同建立共同的戰術銷售、生產與庫存計畫，並成為促使舊組織快速過渡到新組織的主要槓桿之一。

自 2018 年 1 月以來，米其林全球性的主要活動皆透過 Blue Yonder 的 S&OP 能力和工具部署路線圖來推動。該解決方案支援標準化流程和網絡，以分享最佳實務，賦權工廠和銷售組織一個新的協作工具。它還使能本地模擬，以支援區域需求管理以及工廠產能管理，所有這些都使用一套數據來確保一致性。

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.”