Tesi Di Laurea Il Supply Chain Management Nel Settore Navale

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Tesi Di Laurea Il Supply Chain Management Nel Settore Navale UNIVERSITÀ DEGLI STUDI DI PADOVA Dipartimento di Tecnica e Gestione dei Sistemi Industriali Corso di laurea magistrale in Ingegneria Gestionale Tesi di Laurea Il Supply Chain Management nel settore navale: il ruolo dell’Expediting. Il caso Fincantieri Relatore Laureando Ch. mo Prof. Andrea Vinelli Sara Elisa Di Rienzo Correlatore Ing. Giampiero Attanasio Anno Accademico 2018-2019 Ai miei genitori, Martha e Nicola, fari luminosi nella mia vita, che amo con tutto il mio cuore. Ringraziamenti Vorrei ringraziare sinceramente coloro che mi hanno permesso di concludere il mio percorso di studi e che mi hanno aiutata nella stesura della tesi. In primo luogo, ringrazio l’ufficio Supply Chain di Fincantieri per la splendida opportunità che mi ha concesso e, in particolare, il mio correlatore Giampiero Attanasio ed il mio collega Paolo Santin. Ringrazio inoltre il mio relatore, il Prof. Andrea Vinelli, per la grande disponibilità e per gli insegnamenti che mi ha trasmesso. Per quanto riguarda la mia sfera privata, ringrazio con tutto il cuore i miei genitori, Martha e Nicola, che mi hanno sempre incoraggiata e sostenuta lungo tutto il mio percorso con immenso amore. Ringrazio mia mamma Martha per essere la splendida persona che è e per avermi insegnato cosa siano la pazienza, il rispetto e l’amore per la famiglia. Allo stesso modo, ringrazio mio papà Nicola per tutto quello che ogni giorno fa per me, per avermi dato l’esempio di che cosa sia il sacrificio, insegnato che nella vita tutto è una conquista e che perseguire i propri obiettivi paga. Un enorme grazie spetta al mio fidanzato, Riccardo, per tutto l’amore e la pazienza che ha sempre avuto nei miei confronti e per come ha riempito la mia vita di colori ed emozioni. Gli sarò sempre riconoscente per essersi seduto al mio fianco, aiutandomi, incoraggiandomi e rendendo così ogni sfida più semplice. Grazie anche ai miei cari amici Anna e Simone che nonostante i vari impegni la distanza ed il poco tempo, ci sono sempre. INDICE Introduzione ................................................................................................................. 1 1. Il Supply Chain Management nel settore navale ............................................. 3 1.1 Le caratteristiche del settore navale ........................................................ 3 1.1.1 La ripartizione del mercato................................................................... 7 1.1.2 La complessità del prodotto realizzato .............................................. 12 1.1.3 La globalizzazione ed esternalizzazione delle funzioni non-core .. 17 1.1.4 Il concetto di impresa estesa ............................................................... 19 1.1.5 Le concentrazioni d’impresa .............................................................. 20 1.2 Il futuro del settore navale ...................................................................... 22 1.3 Le sfide del Supply Chain Management ................................................ 26 2. La struttura della supply chain nel settore navale ........................................ 29 2.1 Gli Attori coinvolti: le tipologie di fornitori ......................................... 29 2.1.1 La gestione del portafoglio fornitori: elementi chiave ......................... 32 2.1.2 I principali processi nelle aziende ETO ............................................... 34 2.1.3 I principali processi nelle aziende della cantieristica navale .............. 36 2.1.4 Le Best Practice del settore navale ....................................................... 38 2.2 La selezione dei fornitori e l’analisi del rischio associato .................. 43 2.3 I key driver nel SCM del settore navale................................................. 46 2.3.1 Lo scambio di informazioni ................................................................ 47 2.3.2 Il Lead Time di consegna .................................................................... 49 2.4 I miglioramenti conseguibili ................................................................... 50 2.4.1 Gli ostacoli ai key driver del settore navale ...................................... 51 2.5 Expediting nella supply chain ................................................................ 55 2.5.1 Le tre modalità di Expediting ............................................................. 56 2.5.2 I possibili miglioramenti della funzione Expediting ....................... 57 2.6 Il confine tra le responsabilità del SCM e quelle del Project Management ........................................................................................................... 59 3. Il Project Management nel settore navale ...................................................... 61 3.1 Introduzione al Project Management in ambito navale ...................... 61 3.2 Parallelismo tra il settore dell’edilizia e quello navale ....................... 64 3.3 Gestione a progetto: concetti introduttivi .............................................. 65 3.3.1 Definizione di progetto ........................................................................ 65 3.3.2 Milestone e vincoli ............................................................................... 67 I 3.4 Il progetto nave ......................................................................................... 69 3.5 I progetti chiavi in mano ......................................................................... 71 3.5.1 I vantaggi dei progetti chiavi in mano ............................................... 73 3.5.2 Competenze chiave dei fornitori nei progetti chiavi in mano ......... 74 3.6 Expediting nel project management ....................................................... 76 4 Supply Chain Risk Management ...................................................................... 79 4.1 Definizione di rischio nel settore navale ............................................... 79 4.2 Classificazione dei rischi ......................................................................... 81 4.2.1 La spirale del rischio ........................................................................... 82 4.3 Classificazione delle possibili conseguenze........................................... 84 4.4 Gestione dei rischi .................................................................................... 85 4.4.1 Incentivazione della motivazione ....................................................... 86 4.4.2 Sistema di allerta del rischio .............................................................. 88 4.4.3 Identificazione della Core Supply Chain .......................................... 89 4.4.4 Preparazione di piani di azione .......................................................... 90 4.4.5 Scambio di informazioni ed attività di Expediting ........................... 90 4.5 L’Expediting ed il suo ruolo nella gestione dei ritardi ........................ 91 5. Il caso Fincantieri S.p.A. .................................................................................. 93 5.1 Il Gruppo ................................................................................................... 93 5.1.1 La storia della società: le principali tappe ........................................ 95 5.1.2 Una presenza globale ......................................................................... 100 5.1.3 Diversificazione di prodotto .............................................................. 103 5.2 Divisione Navi Mercantili...................................................................... 104 5.2.1 Stabilimenti italiani dedicati al settore crocieristico .......................... 107 5.2.2 La Supply Chain inserita in un organigramma complesso................ 112 5.2.3 Ufficio Supplier Development & Expediting ...................................... 113 5.3 Panoramica Expediting Aree Pubbliche .............................................. 115 5.3.1 Trasversalità dell’Expediting: relazione con altri enti .................. 117 5.3.2 I principali processi relativi alle Aree Pubbliche ........................... 119 5.3.3 Vantaggi attesi dalla revisione del processo ................................... 130 5.3.4 Focus sulla Commessa Seashore .......................................................... 132 5.4 Analisi carichi fornitori ......................................................................... 135 5.4.1 Introduzione ai macro-gruppi e stima dei volumi .......................... 137 5.4.2 Mappatura dei fornitori per macro-gruppi ..................................... 139 II 5.4.3 Ipotesi ed implementazione del modello ......................................... 143 5.5 Risultati e proposte di miglioramento .................................................. 147 6. Conclusione ...................................................................................................... 157 Riferimenti ............................................................................................................... 161 III Introduzione L’Expediting è una funzione generalmente presente nelle aziende operanti secondo la modalità Engineer-To-Order e che interessa trasversalmente il Supply Chain Management, il Project Management ed il Risk Management. Ricopre un ruolo molto importante nei progetti di grandi dimensioni e di alto valore economico, assicurando l’arrivo dei materiali nei tempi prestabiliti. Per questo motivo risulta necessario studiarlo approfonditamente, prestando particolare attenzione all’impatto che un suo accurato coinvolgimento nelle diverse attività di produzione potrebbe avere sulla performance aziendale
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