At Ferrari, speed and precision are vital in our daily processes, as much as in the cars we produce. We are in the middle of a major overhaul of our enterprise resource planning (ERP) system, targeting a flexible and responsive supply chain, better commercial logistics, and better finance processes.
Each Ferrari car is unique. Every customer has the chance to customise their new
purchase, from the colours of the paint to the materials that line the seats,
as well as much smaller details on the car. This means we need a very
responsive manufacturing setup, supported by excellent ICT.
year we began a new ERP implementation, split into three phases: supply chain
and manufacturing, commercial logistics and after sales, and finance. We began with the supply
chain and manufacturing.
the implementation, we did a review of these processes and decided we needed to
make a range of targeted improvements. With our customisation and fast
manufacturing demands, combined with the precision we always take, there can be a lot of pressure on these systems to provide accurate data to the right people
at the right time.
A shift in gear
Our supply chain changes mark a major development at Ferrari. We have introduced a new SCM process with the target of "zero shortages" along the production line, including a very tight connection between the SCM and Manufacturing technology, and the ICT works hand-in-hand with it. The new setup went live in January 2012 and the completion of the post go-live phase was achieved around June. The changes to our supply chain and manufacturing were made alongside changes to our production strategies, including a planned increase in production numbers.
The introduction of the new process was made alongside the moving of the material handling and warehouse management to an external third party logistics firm.
Felisa, Ferrari's chief executive, is deeply involved in our daily operations,
and is highly supportive of these technology changes. He has placed a focus on
the supply chain and manufacturing, because it is of vital importance to our
day-to-day and strategic focus. With all of the customisation that we can offer
to our customers, and the rapid turnaround of the vehicles' production, we have
had to dramatically target processes to make sure we are efficient and
part of this strategy, we have created a production grid, which takes into
account all of the possible combinations of customisation elements. The grid
enables us to have all the right components ready and in the right place on
time, and then produce the cars quickly and with precision to the exact requirements
of our customers - making use of automated processes. We use our Infor ERP system very widely, right across people in manufacturing and the supply chain, and
over to the Ferrari dealerships taking the orders and providing the finished
cars to our customers.
are much happier with our new setup: as well as improving flexibility, we have
reduced the number of anomalies in the system. It has also been a useful
experience for us to make these changes, and an opportunity to improve the
knowledge all our staff have of our internal processes. With the change
encompassing both and physical production and the ICT supporting it, as well as
processes originating at the dealerships, we have been able to establish better
relationships between many business departments and ICT.
the lessons we have learnt: it was the right decision to begin with a careful
analysis of our existing processes, identifying the specific weak points and
how they could best be tackled. This informed our strategy and gave us the
ability to improve in all the necessary areas. We are also focused on
benchmarking, so that we know we have a system that delivers us with some of
the best manufacturing processes used by high-end car manufacturers.
We also learned ways of working very closely with our IT suppliers - and
by having a great relationship supported by close communication with our ERP
supplier, we have been able to efficiently make all the changes we needed. As
we proceed to the next phases of the programme, we believe we have the right
ways of working to continue to be highly effective.