Plannen en forecasten bij VDL Nedcar

Martijn Hesp16 nov 2016

Planning & Forecasting at VDL Nedcar

Agenda VDL information Background Budget Tool Tool Selection Implementation Project impact Realization

1 mei 2023 Presentation VDL Nedcar2

1. Subcontracting Metal working Mechatronic systems and system supply Plastics processing Surface treatment

3

Coaches Public transport buses High-quality Public Transport Systems Mini & midi buses Chassis modules Second-hand buses Parts & services

2. Buses & coaches

Suspension systems Production automation systems Systems for the agricultural sector Cigar-making and packaging machines Systems for the industrial sector Heat exchangers Sunbeds and roof boxes Container handling systems

3. Finished products

4. Car assembly Production of passenger cars for third parties Production of press parts for third parties

VDL Nedcar is fully owned by VDL Groep B.V.

VDL Groep comprises four divisions

Presentation VDL Nedcar1 mei 2023

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VDL Nedcar is an experienced Dutch contract manufacturer with state-of-the-art facilities and a production capacity of ~330 KVDL NEDCAR AT A GLANCE

• Experienced Dutch automotive contract manufacturer

• Long-term relationships with renowned European and Japanese OEMs

• Fully owned by VDL Groep• Employing ~ 4.500 automotive

professionals

• Current technical production capacity (paint shop)– 220,000 cars p.a. (2 shifts)– 330,000 cars p.a. (3 shifts)

• Total # of cars produced: > 4.7 million cars in47 years

CAPACITY COMPANY

FACILITIES• State-of-the-art equipment in 4 shops

– Press: 2 advanced CCFT and 6 highlyefficient traditional press lines

– Body: highly automated (>1200 robots)– Paint: water-based paint process– Final assembly: 1 assembly line

• Surface of site: ~ 930,000 m2

• Surface of built area: ~335,000 m2

1 mei 2023 Presentation VDL Nedcar

VDL Nedcar has a convincing track record of manufacturing passenger cars for renowned European & Japanese automotive OEMs

5 Presentation VDL Nedcar1 mei 2023

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VDL Nedcar has state-of-the-art passenger vehicle production facilities and equipment in four different shopsOVERVIEW OF VDL NEDCAR FACILITIES

• Equipment: 6 tandem press lines • 2 CCFT1) presses• Capacity: 4,747 hours (in 3

shifts)

• Surface: 70,000 m2

• Equipment: ~ 1200 robots• Capacity: ~ 47 cars/hour

• Surface: 78,500 m2

• Equipment: PT-ED/ topcoat and WAX line

• Capacity: ~ 61 cars/hour

• Surface: 112,000 m2

• Equipment: ~19 robots• Capacity: ~ 58 cars/hour (main line)

1 Press shop

Body shop2

3

4Final assembly shop

Paint shop

1) Crossbar Cup Feed Transfer

Logistics

Presentation VDL Nedcar1 mei 2023

VDL Nedcar recent Facts & Figures Independent Vehicle Contract Manufacturer (with BMW as first customer) Car production for BMW of 3 models:

1. MINI Hatch SOP 07-20142. MINI Cabrio SOP 11-20153. MINI Countryman SOP 11-2016

Press parts production for DAF Revenue 2015: 912 mln Revenue 2016 H1: 673 mln 5000 employees in 2017


VDL Nedcar Planning and Control Cycle Controlling dept. consists of 7 employees

■ 1 manager controlling => activities include budgetting■ 4 cost controllers => activities include budgetting■ 1 costing controller => activities do not include budgetting■ 1 investment controller => activities do not include budgetting

Process■ Initial Budget (1 year forward)■ Monthly Budget updates (remaining months forward)■ Month End Closing (realisation actuals vs budget)

Key drivers■ FTE’s / Salaries■ Car models (different models mean different sales/cost)■ Car volume (for sales & costs)■ Differentiation between production / project costs

1 mei 2023 Algemene presentatie VDL Nedcar8

Background Budget Tools

Volvo / Mitsubishi era 1999-2001: Hyperion Pillar

Mitsubishi era 2001-2012: Hyperion Pillar

BMW era 2013-2015: Excel

BMW era 2016-: Hyperion Planning


Tool selection: Restrictions Excel budget model

Complex model without documentation High chance of errors (links, formula’s, structure), Manual masterdata management Limited possibilities (comparisons, what-if analyses, reports, data extraction) No cross-sections of the data

Conclusion:Budget data management and reporting capabilities must be improved through using a real budget model with a database.


Tool selection: Excel vs Pillar

Difficult to convert complex BMW contract with many Result Area’s to a budget in Hyperion Pillar.

Time constraint to process organizational changes in Hyperion Pillar.

A very short term solution was needed, due to time constraints and dept capacity.


Maturity move


Project Key Points Support for easy budget uploads to SAP Support for interfacing SAP masterdata to Hyperion (GL, CC, PC) Creation of an integral P&L including alle costs on CC and profits on PC. Differentiation between production and different projects (seperate P&L) FTE cost calculation based on different FTEs per:

■ Cost Centre■ FTE category■ Type of employment

FTE cost allocation to projects FTE cost calculation of extraordinary production days Cost on combination GL – CC can be result of calculation, fixed input, or both. Adding comments to the input of controllers for explaining changes


Tool selection: rating of available toolsShortlist: Oracle Hyperion IBM Cognos SAP BPC

Rated key area’s: Functionality Flexibility Cost Ease and duration of implementation Ease and cost of maintenance Security


Tool selection: Oracle Hyperion Planning


On-premise variant.

Main selection reasons: Functionality Flexibility Usability

■ Excel integration■ Ease of maintaining the tool inhouse

Implementation Coaching approach

■ 1 member from the VDL Nedcar controlling was project manager and responsible for the implementation.

■ 1 member of the VDL Nedcar IT was responsible for the link between controlling and IT (installing on premise, effects on SAP, backup-recovery)

Lessons Learned:■ 100% involvement from controlling/end user in implementation:

eases tool adoption eases changes to tool when Finext support has ended

■ Backup & restore procedure needed during implementation■ Difficult to get development for testing inline with production.


Project Impact


Project impact on the organization■ Project duration: 10 months (not full time)■ 1 member of controlling project support for 3 days per week for 10 months

(± 1.000 hours)■ Support from Finext ± 390 hours

Project impact on IT■ Minimal impact on IT for:

support during installation on premise (5 days) support for backup-recovery procedure (5 days)

Project Planning


DeliverablesInstallatie hardware & softwareDesignPrototypingDevelopment (metadata, forms, tasklists, bus. rules, reports.InterfacingValidationImplementationTraining eindgebruikersAfronding overige zakenOplevering / Eind implementatie per 1-9-2016After Live Support

Dec

2016

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov

Realization (benefits of using Hyperion) Previously 1 budget controller who gathered and executed all

monthly changes for all controllers.=> less involvement and knowledge from other controllers

Now more efficiency due to actively changing/reporting and controlling the budget at any time for all controllers.

Data flexibility; data can be presented in all possible cross sections Reporting possibilities Masterdata control through SAP interface Long term budgetting/forecasting possible (>10 year) Back-up and recover possibilities. Back-up budget controller more easy to educate than in excel.


Plans for the future in Hyperion Forecasting Liquidity budget/forecast Balance sheet Balance sheet + link liquidity budget + link WIP projects


Drive safe, but…. have fun on the road


Hyperion at VDL - Tasklist


Hyperion at VDL – Workforce planning


Hyperion at VDL – Business Rules


Hyperion at VDL – Smart View


Hyperion at VDL – (process) Reporting


Plannen en forecasten bij VDL Nedcar

Business

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