Fusion of Work Management and Supply Chain Management by Chris Trayhorn, Publisher of mThink Blue Book, May 15, 2006 Asset life cycle management is an asset management strategy designed to manage the cradle-to-grave life cycle of key assets, considering all classes, stakeholders and life cycle stages, in order to reap the maximum value throughout the lifetime of the assets. Developing and employing an active asset life cycle management strategy is a crucial step in achieving operational excellence for asset-intensive industries. This emphasis is echoed by leading analyst groups such as ARC Advisory Group: Optimizing asset utilization can cut costs and increase profitability in tough economic times.[1] Effective asset management requires full consideration of managing assets in the context of the life cycle of the asset: plan, design, build, operate, maintain and dispose. Throughout the life cycle, critical information is captured regarding the asset, its characteristics, its costs, its use, its health, its relationship to other assets and the strategies to employ in conjunction with it (see Figure 1). The ability to drive value from an asset management strategy requires a consistent model and intricate coordination between work management, supply chain management and a common asset information model. In light of the highly collaborative nature of the processes involved within the asset life cycle, these three areas are tightly linked, as data flows are highly interdependent and interactive among the three. So, the marriage of the work management and supply chain management information and work flows is central to managing the holistic asset life cycle process (see Figure 2). Looking at Supply Chain Given the essential role that the supply chain performs in effective asset management, it is not surprising that Gartners most recent Magic Quadrant report defines criteria for quality asset management as laden with numerous supply chain requirements. In fact, more than half of the requirements identified are clearly related to supply chain functionality, including: Detailed asset registry, combined with detailed parts and support descriptions; Complex inventory relationships for indirect goods (blue-collar maintenance, repair and operations) that are associated with forecasts of planned and unplanned work on installed assets; Supply chain capability for indirect goods, with demand planning linked to maintenance and repair schedules; Probability-based just in case rather than just in time inventory and procurement; Supporting complex logistics for inbound material to remote locations; Serial number tracking and tracing for equipment and parts; Financial support via detailed cost analysis; and Extensive warranty tracking to component levels.[2] It logically follows that asset life cycle management, with conjoined work management and supply chain management systems, are key capabilities for industries where asset uptime is a critical factor in keeping the business running. The organization must capture data for modeling and forecasting repairs, replacements, failure rates and critical components, while operating in an environment of unknown timing and unanticipated conditions all without losing sight of the goal of minimizing costs. Consequently, the entire life cycle of the physical asset requires continuous capture, exchange and analysis of both supply chain and work management information throughout each life cycle stage and the associated iterations during the assets useful life. In analyzing work management routines in most businesses, it is clear that most work (and hence asset life cycle management) requires a part, as well as manpower. The financial impact of this is highlighted when you realize that in the maintenance, repair and operations environment, spare parts generally constitute about 80 percent of the purchasing departments transaction volume. The connection is further emphasized by the fact that a primary reason for delay in completion of work assignments is the lack of appropriate parts. Therefore, understanding that inventory can be the single largest budget item within a maintenance, repair and operations environment, industry leaders recognize that maintaining appropriate and optimum inventory levels is imperative. Consequently, well-developed planning and maintenance techniques such as condition-based maintenance, predictive maintenance, reliability-centered maintenance, critical parts analysis and service networks are now being called upon to play important roles in better managing this asset-intensive environment. Each is dependent on the fusion of information from the supply chain and work management. Without the interaction of information from these two systems, management must base their maintenance decisions on little more than guesswork and speculation. Clumsy parts and labor management raises total cost of asset ownership. Power turbine users spend up to $3 on maintenance costs for every dollar invested up front. The culprits? Poor MRO [maintenance, repair and operations] inventory management practices like duplicate parts ordering and inefficient workforce management that results in dispatching the wrong technicians with inadequate skills… Operating assets are the backbone of firms business functions. Yet firms reliance on ad hoc processes and siloed apps prevent them from extracting the most value out of their assets.[3] Navi Radjou with Laurie M. Orlov and Liz Herbert; Forrester Keeping work management, inventory and purchasing seamlessly connected provides a smooth flow from work activities to material requests to job fulfillment and throughout the maintenance arena. A tightly integrated process streamlines real world events such as those being rescheduled or canceled, the need for more materials or fewer materials actually used. It gives the full cost picture of the work to the work order planner, along with real-time data on whether the material has been reserved for the job, and if it is not available, when it will be received from the supplier or other site. Accomplishing these tasks or work flow while functioning outside a fused work management / supply chain environment is cumbersome, less functional and ultimately more expensive (see Figure 3). Transacting business in a world where each element brings its own information model poses problems to the asset-intensive organization. Since work leads to demand in the maintenance, repair and operations environment, an important link is missing. The just in time supply chain mentality predominates similar to the traditional manufacturing or retail paradigms rather than the just in case philosophy that must also be brought into the equation for consideration within the life cycle of the asset (for items such as critical spare parts). A model without the binding between supply chain and work management functioning would be ill-suited for the maintenance, repair and operations environment because it was designed and built for a different type of business operation. ERP or EAM Models It might appear that supply chain functionality (including purchasing, inventory and contract management) could be provided either by financial ERP systems (like Peoplesoft, SAP or Oracle) which specialize in discrete manufacturing activities, or enterprise asset management (EAM) systems, which are oriented to asset life cycle management activities. This assumes that supply chain models are interchangeable parts are parts. And although the similar nomenclature (i.e., both worlds using the supply chain management terminology) might indicate otherwise, there is a distinct best fit for each of these types of systems, depending on the utilization being targeted. In the maintenance, repair and operations world, the majority of work is unique and the materials that are eventually used vary, so it is not as easy to predict the material usage as it is with production work orders. Parts are issued and charged against budget in the maintenance, repair and operations environment based on usage. Although a maintenance work order may have a bill of materials, the work order is only charged with the parts that were actually used. The rest of the material quantities are released back to inventory and must subsequently be accounted for. Estimating and costing of work plays a significant role in whether a maintenance work order is approved, and based on estimated lead time for materials and resources or budget, a jobs schedule may move on the calendar. However, the concepts of service labor, service parts and contractor management are unknown features within a production work order. The production work order typically only considers the inventoried raw materials and production equipment needs insufficient information in the maintenance, repair and operations context. So, from the perspective of the financial system, the assumption would be made that supply chain management is more of a corporate function and should stay with the financials, because financial management is generally a corporate function. In this vein, supply chain management is viewed as fairly synonymous with the purchasing function. However, as weve seen, in an asset-intensive environment, many of the financial transactions are coming from work management, and supply chain needs are being driven from maintenance work orders. Thus the operational accounting requirements of an assetintensive organization are fully contained within a well-formed EAM solution, combining both work management and supply chain management (see Figure 4). The subsequent integration to a financial system is considerably more straightforward and less intrusive into an organizations operational performance. Conclusion Asset life cycle management needs to encompass work management as a companion and collaborative system to the supply chain system. This combination ensures having the right part, at the right place, at the right time, thereby reducing quantities on hand, which in turn leads to reduced inventory overhead, reduced warehouse space and better financial control. Solutions should be selected based on distinct capabilities that match the environment and the required information flows for effective decision making. Endnotes Optimizing Global Asset Management ARC Advisory Group, Inc., ARCWire Industry News, March 1, 2002. Magic Quadrant for Enterprise Asset Management, 1H06, Gartner, March 29, 2006, Kristian Steenstrup, Billy Maynard. How Firms Can Get Value From Physical Assets, Forrester Brief Series: July 28, 2003, Navi Radjou with Laurie M. Orlov and Liz Herbert. Filed under: White Papers Tagged under: Utilities About the Author Chris Trayhorn, Publisher of mThink Blue Book Chris Trayhorn is the Chairman of the Performance Marketing Industry Blue Ribbon Panel and the CEO of mThink.com, a leading online and content marketing agency. He has founded four successful marketing companies in London and San Francisco in the last 15 years, and is currently the founder and publisher of Revenue+Performance magazine, the magazine of the performance marketing industry since 2002.