Developing capability
of inventory controllers.

Nissan Motor Parts
Nissan Motor Parts Europe serves the EMEA after market with original Nissan accessories and spare parts. The parts are both supplied by Nissan factories (Japan, UK and Spain) as well as 3rd party suppliers. About 500.000 active parts are delivered to dealers across Europe from 8 regional warehouses. These warehouses are replenished from 2 central warehouses.  The value of goods across the EMEA supply chain adds up to € 140 million.

WHY
Nissan Motor Parts wants to steadily improve service performance and in the mean time reduce inventory levels. Nissan Motor Parts recognises that it needs to enable the people to achieve these objectives.

HOW
The idea is to create and develop a common understanding of inventory management amongst the 50 planners as well as to share the enthusiasm amongst the ‘change angels’ regarding possible next steps. Most of the planners have gradually grown into this job, without any relevant educational background. Therefore a classroom training followed by individual coaching sessions is organised.

 

WHAT
The training program is tailored to the operational inventory controllers. Examples and exercises are, as much as possible, based on existing Nissan parts and processes. Classroom training – with simulation, exercises and a game – is blended with on the job coaching into an integrated learning program.

The training material is adapted to the level of the planners. During the training a simulation environment is used which is filled with real life Nissan master and  transactional data. The participants use this environment to bring the freshly learned theory into practice and experience the impact of their decisions.

Besides the use of the simulation, the Supply Chain Management Game is used to let the planners experience the impact of their local decisions in an end-to-end supply chain. This creates a good overview  and a better understanding of the entire supply chain. Finally, the planners are encouraged to start small improvement initiatives and are coached during the start-up. In this way the learnings are put into immediate practice and improvements in both inventory levels and service performance are realised.

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