S&OP AND THE REAL COST OF INVENTORY MAY 2, S&OP Defined. The Real Cost of Inventory. Presented by: M. Scott Moon Tompkins International
|
|
- Daniel Davidson
- 5 years ago
- Views:
Transcription
1 1 S&OP Defined The Real Cost of Inventory Presented by: M. Scott Moon Tompkins International
2 What is S&OP? It is an Iterative Process Ensures Constrained Sales/Manufacturing Forecasts Stay In-Sync Must Include Senior Leaders Support Requires Trade-offs, are Understood and Aligned with the Corporate Strategy Tactical Plan- Critical Deliverable 1.Global Plan Alignment 2.Global Positioning 3.Future Investment/Strategy 1.Trade-off Reconciliation 2.Strategic Alignment 3.Market Positioning Step E Executive S&OP 1.Financial Review 2.Cost of Trade-Off s 3.Planned Performance Step F Global Alignment Step D Supply & Demand Balancing S&OP KPI Measurement Step A Historical Analysis Step C Supply Planning Step B Demand Planning 1.Site Performance 2.Product Category Performance 3.Financial Performance 4.Product Performance 2 1.Sales vs. Demand Forecast/Plan 2.Marketing Reconciliation 1.Production vs. Sales Plan 2.Available Supply 3.Available Production Windows
3 What if I am a Global Player? Global Reconciliation Required Plans Finalized to Sync with Global Strategy Regional Plans Finalized After Global Alignment Achieved Regional Analysis (Historical Data, Demand Plan) Regional S&OP (Plan, Targets, Strategy) Regional Supply Plan (Capacity, Staff Needs, Cost Profile) Centrally Managed Global Consolidation (Demand, Supply, Strategy) Global S&OP (Strategy, Profit, Marketing, Shareholder Requirements) 3
4 Keys to Success.. 1. There Must be an Owner of the Process 2. Meetings Must be Planned, Managed, and Purposeful 3. Members Must do Homework to Drive Solutions Come Prepared 4. Cross Functional Team Empowered to Make Decisions 5. Information Must be Unbiased and Grounded on a Statistical Baseline 6. Supply-Demand Planning Must be Balanced and Includes Entire Team Input 7. Business Trade-off s Must be Clear Trade-off Decision Making 4
5 Why is it so Difficult? 1. True Collaboration Can Only Come From True Respect of Each Player By Each Player 2. All Voices Must be Viewed as of Equal Importance 3. Risks Must be Clearly Defined and Accepted 4. Clear Trade-off s Should be Defined and Decisions Made 5. Decisions Must Not be Second Guessed All Roles Feel of Equal Importance Acceptance of True Collaboration Clear Tactical Plans 5 Metric Alignment Understanding of Supply Chain Complexities
6 6 Supply Chain Extension
7 Hidden Cost in Today s Global Supply Chain Vacillating Oil Prices Makes Cargo-ship Fuel Unpredictable 2. Wages in China are now Five Times what they were in 2000 Rising at an Annualized Rate ~20 percent 3. U.S. Labor Unions Are More Amenable now than in the Past 4. U.S. Natural-Gas Availability has Dramatically Lowered Operating Costs 5. Continued Process Improvements (e.g. Robots) Reducing Impact of Labor in Evaluation 6. Low-Cost Country Costs Advantages Negated by Hidden Waste, Overhead, and Increased Inventory Investment Impacts Cost of Cash Flow 7. Unplanned Demand (i.e. Air Freights) Drains Profit Lack of ecommerce Understanding Driving Confusion 8. Quality Management Critical to Success 9. Supplier Management More Complex Driving Increased Cost and Time
8 Hidden Costs are Weighing on Outsourcing Decisions 1. Tapping Into the Global Talent Pool Directly Impacts Your Corporate Culture 2. Clarity of Communication (i.e. Literal Word Translation) is Critical in Making it Successful 3. Lower Labor Cost May Come at the Cost of Lower Quality 4. Payments Made in Foreign Currency Introduces a Currency Risk 5. Reacting to Market/Demand Shifts are Slow and Costly Global Outsourcing Market Banks, Insurance & Financial Sector 35% Telecommunication & Information Technology 25% Manufacturing Industry 15% Retail Industry 7% Transportation & Sports 5% Miscellaneous 13% 8
9 Inventory Utilization Percent S&OP AND THE REAL COST OF INVENTORY MAY 2, 2018 Inventory Levels Continue to Grow Since 1992, Retail Inventory (Excluding Auto) Levels have Doubled 1 Efficiency of Use to Support Sales has Increased 9 Retail Inventory ($M) ecommerce Share of Retail Continues to Grow Growth Faster than the Rate of Retail Percent of Retail Sales Share 1 Adjusted for Inflation
10 Increased Inventory Introduces Risk 1. Demand Shifting Risk Excess/Obsolescence 2. Inability to Respond to New Trends (e.g. Color, Style, Features) Long Lead Time Means Delayed Response 3. Increased Cash Tied up in Finished Goods Inability to Use Cash for Other Return Generating Investments 4. Increased Markdown Exposure to Respond to a Changing Market Competitors are Working to Steal Your Customers 5. ecommerce Exposure Today s Deal Risk 6. Loss/Damage Exposure More Hand-off s the Greater Opportunity for Damage/Loss/Theft 7. Higher Owned Inventory. Higher Insurance Protection 10
11 Increased Service Level Does Not Have to Result in More Inventory. A Items Handled in Each DC B Items... Localized Based on Planned Demand C Items Centralized 11 Corporate Vendor Ocean Freight West Coast DC Customer Delivery East DC Your Service Model Defines the End Impact on Inventory Positioning & Transportation Network
12 12 Critical Infrastructure
13 Consolidate Analysis Structured Product Master 1. Product Hierarchy Volume Roll-up 2. Product Attribute Management Demand Attributes 3. System Attribute Management 4. Event Management De-build Base Demand 5. ERP/MRP Component Uses/Demand De- Build 6. Demand Forecasting Tools/Skills Step E Executive S&OP Step F Global Alignment S&OP KPI Measurement Step A Historical Analysis Step B Demand Planning 13 Step D Supply & Demand Balancing Step C Supply Planning
14 S&OP. Candid Discussion of Business Priorities 14 E&O Exposure Facility Storage Capacity Working Capital Position Future Investment and the Cost of Borrowing Money Production Capacity Cost of Idle Plants Margin Exposure/Risk Demand Aggregation Seeing Trends in Behavior (e.g. Product Attribute, SC Support, etc.) Demand Predictability Managing Risk Competitive Position Leader vs. Follower New Product/Competitor Introduction
15 Your S&OP Journey. 1. Define a Clear Mission Have a Clear Owner 2. Empower Quick Decision Making Must Respect the Voice of ALL Players 3. The Cheapest First Cost is not Always the Lowest Total Cost Costs to Outsourcing 4. Today s Dynamic Market Does not Reward Excessive Forward Inventory Customer SLA is King 5. There are Hidden Costs to Managing a Successful S&OP Process 6. Clear Trade-off Clarification Key to Success in S&OP Process 15 Develop a Winner s Mindset
16 16 Thank you! Please complete the survey.
17 17
Strategic inventory management through analytics
Strategic inventory management through analytics BY SEEMA PHULL, ED LAWTON AND REGINALDO A. MONTAGUE EXECUTIVE SUMMARY Many organizations hold plenty of inventory, which in theory means they should be
More informationPlanning Optimized. Building a Sustainable Competitive Advantage WHITE PAPER
Planning Optimized Building a Sustainable Competitive Advantage WHITE PAPER Planning Optimized Building a Sustainable Competitive Advantage Executive Summary Achieving an optimal planning state is a journey
More informationUnleash Hidden Profits: Make Your Supply Chain Work for You
Unleash Hidden Profits: Make Your Supply Chain Work for You Objective Learn how you can Reduce Working Capital Improve Cash Flow Increase Profits by improving how you manage your materials and supply chain
More informationSUPPLY CHAIN STRATEGIES FOR CASH FLOW OPTIMIZATION. Unleash Opportunities for Cash Flow Optimization through End-To-End Supply Chain Strategies
SUPPLY CHAIN STRATEGIES FOR CASH FLOW OPTIMIZATION Unleash Opportunities for Cash Flow Optimization through End-To-End Supply Chain Strategies SUMMARY What are the Major Challenges Facing Companies Today?
More informationProduction Modeling: Top 5 Initiatives to Drive Breakthrough Performance
Production Modeling: Top 5 Initiatives to Drive Breakthrough Performance Introduction Production modeling was once only used by plant-level operations engineers to help utilize capacity or schedule production.
More informationSupply Chain Management Overview February Richard Motilal
Supply Chain Management Overview February 2018 Richard Motilal Agenda Introduction Supply Chain is Transformative End-to-end Supply Chain Supply Chain Elements Keys to Success Optimization Initiatives
More informationSales & Operations Planning Concepts and Practical Implications. LunterenConference, 19 th January 2012 Noud Gademann
Sales & Operations Planning Concepts and Practical Implications LunterenConference, 19 th January 2012 Noud Gademann Contents Introduction to Sales & Operations Planning Strategy alignment and performance
More informationEnterprise MRO Services PRESENTED BY:
Unlocking the Hidden Value of Enterprise MRO Services PRESENTED BY: Contents Abstract Introduction The Traditional Approach Changing Times A New Approach: Unlocking the Hidden Value in Enterprise MRO Summary
More informationProduct Flow Path Design Because One Size Doesn t Fit All
Product Flow Path Design Because One Size Doesn t Fit All Imagine your business with only one product purchased from just one supplier and distributed to a single customer who orders the same quantity
More informationGaining Supply Chain Connectivity and Visibility with the Cloud
Gaining Supply Chain Connectivity and Visibility with the Cloud At a Glance Your supply chain network needs to meet and exceed delivery targets for your business to remain competitive. The need for supply
More informationWeb PDM & PLM Product Development / Lifecycle Management Web-Based Business Solutions Apparel. Accessories. Retail. Brand Manufacturing
Web PDM & PLM Product Development / Lifecycle Management Web-Based Business Solutions Apparel. Accessories. Retail. Brand Manufacturing Solution Overview WFX Web-Based PLM (Product Life Cycle Management)
More informationHow Supply Chain Excellence Creates Economic Value
How Supply Chain Excellence Creates Economic Value Jim Tompkins Tompkins International Bruce Tompkins Tompkins International Tompkins Supply Chain Leadership Copyright Forum 2015 August 31 September 2,
More informationGetting to S&OP Success
Getting to S&OP Success WHITE PAPER Getting to S&OP Success How to make Sales and Operations Planning (S&OP) pay off for your company Executive Summary Research abounds on the benefits of developing a
More informationCloud Computing: HCM SaaS
Cloud Computing: HCM SaaS Chris Leone Senior Vice President Applications Development 92 Safe Harbor Statement "Safe Harbor" Statement: Statements in this presentation relating to Oracle's future plans,
More informationMARKDOWN OPTIMIZATION. Opportunity to Maximize Margins in the Fluid World of Fashion Retail
MARKDOWN OPTIMIZATION Opportunity to Maximize Margins in the Fluid World of Fashion Retail In a world where most apparel retailers place purchase orders with their suppliers many months in advance of the
More informationMAKING THE CASE FOR LOGISTICS OUTSOURCING
MAKING THE CASE FOR LOGISTICS OUTSOURCING A practical guide for managers and directors of logistics, supply chain and warehouse operations on developing the business case for outsourcing. 1 2016 G&D Integrated
More informationBe Able to React to Change Quickly! Integrated Business Planning Overview
Be Able to React to Change Quickly! Integrated Business Planning Overview John Mervis Value Chain Planning Oracle Confidential Internal/Restricted/Highly Restricted Safe Harbor Statement The following
More informationPerspectives on Strategy
Perspectives on Strategy November 2008 135 cost savings ideas from CRE portfolio and organizational strategies to processes and tactics In 2001, Jones Lang LaSalle introduced the Financial Performance
More informationMANHATTAN ACTIVE INVENTORY PLANNING
MANHATTAN ACTIVE INVENTORY PLANNING COMPREHENSIVE ENTERPRISE PLANNING, IMPROVED PROFITS Every enterprise does some type of planning, regardless of which vertical you re in and whether you sell B2B, B2C,
More informationFood and Beverage Companies Become Market Leaders with Vanguard Predictive Planning
Food and Beverage Companies Become Market Leaders with Vanguard Predictive Planning The food and beverage industry is not for the faint of heart. A company s success depends heavily on its ability to effectively
More informationThe Logitech Supply Chain: Solidifying Our Competitive Advantage
The Logitech Supply Chain: Solidifying Our Competitive Advantage Gray Williams Vice President World Wide Supply Chain Logitech Investor Day London May 10, 2007 Our Mission Provide Logitech and its customers
More informationDefining Information Requirements discussion notes
Defining Information Requirements discussion notes What information can Lululemon collect that may be useful to their suppliers? Product Sales: Sales by product types. Sales in each demographic area. Historical
More informationPerspectives on organizational design
Perspectives on organizational design February 2009 Outsourcing in a strategic future: A study of eight top-performing CRE organizations Current financial pressures are once again driving real estate executives
More informationSupply Chain Management. Supply Chain Management. Lecture Outline. Supply Chain. Supply Chain Illustration
Ir. Haery Sihombing/IP Pensyarah Fakulti Kejuruteraan Pembuatan Universiti Teknologi Malaysia Melaka 5 Supply Chain Management Lecture Outline Supply Chain Management Information Technology: A Supply Chain
More informationStreamline: Progressions in Product Compliance (Part 1 of 4)
Intertek 70 Codman Hill Road Boxborough, MA 01719 icenter@intertek.com 1-800-WORLDLAB www.intertek.com Chapter 1: Faster, Better, More Now Faced with adversity, resourceful manufacturers often find or
More informationManufacturing Efficiency Guide DBA Software Inc.
Contents 3 Table of Contents 1 Introduction 5 2 What Is Manufacturing Efficiency? 7 3 The Seven Essential Processes 8 4 Essential #1 - Plan a Strategic Inventory 1 Strategic Inventory - Overview 10 11
More informationA competitive distribution network strategy
April 22, 2010 Dusseldorf, Germany A competitive distribution network strategy Breaking political & operational barriers GW ref. 9026X069/AB/it initial version 1.0 Agenda Supply chains costs General trends
More informationWHITE PAPER The Three Stages of Harnessing Inventory in the S&OP Journey. Executive Summary
WHITE PAPER The Three Stages of Harnessing Inventory in the S&OP Journey Sales and Operations Planning is a cross functional process to align and develop a conscientious plan between sales, marketing and
More informationSUPPLY CHAIN AND OPERATING RISK
SUPPLY CHAIN AND OPERATING RISK 1 Supply Chain Management The management of the flow of goods and services from point of origin to point of consumption Movement and storage of raw materials work-in-process
More informationEBITDA Optimization for High Tech Manufacturing
EBITDA Optimization for High Tech Manufacturing At a Glance This paper will help High Tech Manufacturers look at industry benchmarks to compare with their own EBITDA performance, along with industry trends
More informationMAXIMIZE YOUR SUPPLY CHAIN EFFECTIVENESS WITH SUPERIOR MODELING, PLANNING AND ANALYTICS
KB MAXIMIZE YOUR SUPPLY CHAIN EFFECTIVENESS WITH SUPERIOR MODELING, PLANNING AND ANALYTICS September 2018 Bryan Ball Vice President and Group Director Supply Chain, ERP and GSM Practices Supply chain leaders
More informationSupply Chain, Interrupted Safeguard your bottom line from disruption
INFINITE RETAIL POWER TM Supply Chain, Interrupted Safeguard your bottom line from disruption The supply chain has always had a direct impact on business performance, and its influence on the bottom line
More informationLeveraging GDS to Automate Data Synchronization. Lessons Learned at The Clorox Company
Leveraging GDS to Automate Data Synchronization Lessons Learned at The Clorox Company 2 TABLE OF CONTENTS 1 Case Study...3 2 Summary...10 3 About TIBCO...12 3 Executive Summary Clorox demonstrates how
More informationFORECASTING & REPLENISHMENT
MANHATTAN ACTIVE INVENTORY FORECASTING & REPLENISHMENT MAXIMIZE YOUR RETURN ON INVENTORY ASSETS Manhattan Active Inventory allows you to finally achieve a single, holistic view of all aspects of your inventory
More informationBusiness Consulting Services. Procurement - Contributing to Corporate Value. The Global CPO Survey Philip Molnar IBM Canada
Procurement - Contributing to Corporate Value The Global CPO Survey 2007 Philip Molnar IBM Canada Value Wins: The Global CPO Survey Raising the Stakes - Procurement on the Boardroom Agenda 2 New Frontiers
More informationRolling Out a Community-Based Transportation Management System: Dean Foods Case Study. VP Distribution & Logistics Dean Foods Fresh Dairy Direct
Rolling Out a Community-Based Transportation Management System: Dean Foods Case Study Presented By: Lee Falk VP Distribution & Logistics Dean Foods Fresh Dairy Direct Forward Looking Statements The following
More informationA Strategic Guide to Visibility & Cost Reduction
A Strategic Guide to Visibility & Cost Reduction Table of Contents I. Executive Summary... 2 II. Auditing... 3 III. Complexity Reduction... 4 IV. Network Design... 4 V. Outsourcing... 5 VI. Operations
More informationEPM. in Manufacturing: Finally Coming of Age. By Dean Sorensen. What s the value of enterprise performance management (EPM) applications in
EPM in Manufacturing: Finally Coming of Age By Dean Sorensen What s the value of enterprise performance management (EPM) applications in manufacturing and supply chain organizations (MSCOs)? It s a question
More information1. Which term is used for the overall purpose of the organisation? Mission Vision Goal Strategic capability
Ch.1 1. Which type of strategy is most likely to relate to the expectations of the shareholders and the stock market? Corporate-level Business-level Operational Strategic-business-level 1. What is the
More informationIntegrated Planning. Steering Towards Profit. the way we see it
Integrated Planning Steering Towards Profit the way we see it Accurate financial forecasting starts with meaningful profitability analysis; this means obtaining a good understanding of which channels,
More informationTopic 9 - Inventory (Stock) Management. Higher Business Management
Topic 9 - Inventory (Stock) Management Higher Business Management 1 Learning Intentions / Success Criteria Learning Intentions Inventory (stock) management Success Criteria Learners should be explain and
More informationThe Value of Strategically Sourced Sub-Assembly. Outsourced sub-assembly creates measurable savings and fulfillment flexibility.
The Value of Strategically Sourced Sub-Assembly. Outsourced sub-assembly creates measurable savings and fulfillment flexibility. Introduction Strategic Sourcing of Value-Added Assembly provides benefits
More informationCan Lean and ROI Co-Exist?
Can Lean and ROI Co-Exist? Lean Accounting Summit August 15,2016 Orest (Orry) Fiume Retired VP-Finance, The Wiremold Company All Rights Reserved 2016, Orest J Fiume The Wiremold Company West Hartford,
More informationKey findings and insights of top operations management professionals
APICS 2011 Supply Chain Risk Challenges and Practices Key findings and insights of top operations management professionals 2 APICS 2011 Supply Chain Risk Executive Summary APICS sought to examine the role
More informationFLEXNET. Optimized Order Fulfillment Solution
FLEXNET Optimized Order Fulfillment Solution With FlexNet, customer service calls, order reliability and transportation costs go down simultaneously which is what matters most to our customers. And, it
More informationProgressus PSA: Capabilities That Drive Your People to Perform
Progressus PSA: Capabilities That Drive Your People to Perform It s All About the People Progressus PSA is people-centric, cloud power for emerging professional services firms and project-based businesses
More informationUsing Enterprise Portfolio Management for Business Change Management
Using Enterprise Portfolio Management for Business Change Management Dr Antonie van Rensburg WITS Business School, Tel: +27 (0)11 717 3586 (w) Fax: +27 (0)11 643 2336 Cell : 082 702 3258 E-mail: vanrensburg.a@wbs.ac.za
More informationYour Future Success. depends on Your Today s Enterprise Performance Management Strategies
Your Future Success depends on Your Today s Enterprise Performance Strategies Creating Enterprise s Sustainable Performance with Core Executive Development Programs (Value-Based ) and Success Proved Professional
More informationValue Chain Management: The Next Evolution of Supply Chain Management
2017 Midwest Supply Chain Management Conference Value Chain Management: The Next Evolution of Supply Chain Management David J. Frayer, Ph.D. Director, Executive Development Programs The Eli Broad College
More informationMANHATTAN ACTIVE SUPPLY CHAIN TRANSPORTATION THE RIGHT SOLUTION FOR COMPLEX LOGISTICS NETWORKS
MANHATTAN ACTIVE SUPPLY CHAIN TRANSPORTATION THE RIGHT SOLUTION FOR COMPLEX LOGISTICS NETWORKS ACTIVE, OPTIMIZED TRANSPORTATION MANAGEMENT Logistics complexities and service-level expectations have increased
More informationSales and Operations Planning (S&OP) WHAT S STOPPING YOU? Kaushik Dutta
Sales and Operations Planning (S&OP) WHAT S STOPPING YOU? by Kaushik Dutta Agenda Sales and Operations planning 10-step methodology Key considerations Summary 2 S&OP it s all about ALIGNMENT Vision Goals
More information5 Worst Practices for Managing Global Freight
An Acuitive Solutions white paper 5 Worst Practices for Managing Global Freight Manual, paper-based processes drain efficiency and profits at large international shippers by Phil Marlowe President, Acuitive
More informationGrow Your Business. Driven by Force Executed By Directions.
Grow Your Business Driven by Force Executed By Directions www.neusourceindia.com Business Growth is a Process... You need to create a robust, reproducible and measurable added-value process. www.neusourceindia.com
More informationWhy Cash Recyclers? A Walmart Case Study. Dave Shelly Sr Director Treasury
Why Cash Recyclers? A Walmart Case Study Dave Shelly Sr Director Treasury Bringing Robotics to Retail 5,200 installed 32,000 notes 8 notes / second 39,000 coins 50 coins / second Why Cash Recyclers? A
More informationOPTIMISING STOCK FOR OMNI-CHANNEL RETAIL. Five key areas retailers need to address to optimise stock levels, in the age of omni-channel retailing.
OPTIMISING STOCK FOR OMNI-CHANNEL RETAIL Five key areas retailers need to address to optimise stock levels, in the age of omni-channel retailing. JAVELIN GROUP WHITE PAPER JAVELIN GROUP MAY 2016 OPTIMISING
More informationStanley Black & Decker
Stanley Black & Decker 2013 Investor Day Stanley Fulfillment System Steve Stafstrom Vice President, Operations CDIY & Emerging Markets SFS A Customer First Approach SFS The Stanley Fulfillment System (SFS)
More informationWholesale Distribution Industry KPIs that Matter
Wholesale Distribution Companies Run Better on NetSuite. Wholesale Distribution Industry KPIs that Matter Sponsored by Results from Businesses Like Yours Business Visibility 360 o Visibility & Actionable
More informationFocus on Six Capabilities to Master Supply Chain Customer Collaboration for Value Creation
Focus on Six Capabilities to Master Supply Chain Customer Collaboration for Value Creation FOUNDATIONAL Refreshed: 5 September 2018 Published: 9 May 2017 ID: G00317177 Analyst(s): Beth Coppinger, Chris
More informationInventory Management Survey Results
Inventory Management Survey Results Presented by: Bruce Tompkins & Sandra Tompkins April 2018 1 Report Structure Who Took This Survey? Top Inventory Management Concerns Inventory Management Technologies
More informationDeveloping Operations Strategies: What, Why, And How?
Developing Operations Strategies: What, Why, And How? Gene Tyndall Tompkins International Valerie Bonebrake Tompkins International Tompkins Supply Chain Leadership Copyright Forum 2015 August 31 September
More informationFive Steps to HR Optimization: Transforming from Transactional Back Office HR Operations to Strategic Mission Support
Five Steps to HR Optimization: Transforming from Transactional Back Office HR Operations to Strategic Mission Support CURRENT CHALLENGES Disparate HR functions Legacy systems with numerous interfaces No
More information<Insert Picture Here> Advancements in Demand Chain Management
Advancements in Demand Chain Management 정명진한국오라클 SCM Value Chain Supplier Supply Base Contract Mfg (EMS) / Original Design Mfg (ODM) OEMs OEMs Distributors & Channel Partners Component
More informationSUPPLY CHAIN CONSIDERATIONS FOR MANUFACTURERS
SUPPLY CHAIN CONSIDERATIONS FOR MANUFACTURERS Joanna Walker 26 th September 2017 Joanna Walker supporting Food Manufacturers to win and grow business with Retailers www.purple-basil.co.uk Agenda for today
More informationOUTGROWING MICROSOFT DYNAMICS GP
OUTGROWING MICROSOFT DYNAMICS GP Why Companies Move Up to Microsoft Dynamics 365 AN ARMANINO WHITE PAPER ARE YOU TOO SUCCESSFUL FOR YOUR CURRENT ERP SYSTEM? Whether you re expanding your product lines,
More informationENVIRONMENTAL RECOGNITION PROGRAM FOR PORTS
ENVIRONMENTAL RECOGNITION PROGRAM FOR PORTS Dr. Haifeng Wang September 17 Jacksonville, FL The International Council on Clean Transportation The International Council on Clean Transportation is an independent,
More informationS&OP Checklist How To Implement
S&OP Checklist How To Implement 1. 2. 3. Project team - we have identified the executive champion, steering committee or executive group responsible for supporting and monitoring progress, and the design
More informationCase: Pacific Systems Corporation. John Blevins 430 West Fifth Street Perrysburg, OH
Case: Pacific Systems Corporation John Blevins 430 West Fifth Street Perrysburg, OH 43551-1507 419.874.1289 John Blevins Shauna Munroe James Sunderhaus John Blevins is currently a senior in Supply Chain
More informationWho is Virtual City.2 Our Value Proposition. 3 Our Solutions...4 AgroForce.5 SalesForce.6 RetailForce 7 Value Added Services... 8
Company Profile Table of Contents Who is Virtual City.2 Our Value Proposition. 3 Our Solutions...4 AgroForce.5 SalesForce.6 RetailForce 7 Value Added Services... 8 www.virtualcity.co.ke 1 Who is Virtual
More informationInventory Optimization. Optimal Inventory = Lowest Inventory Costs + Highest Sales
Optimal Inventory = Lowest Inventory Costs + Highest Sales Executive Overview Even outside of distribution and manufacturing industries, inventory is the largest single asset that most companies need to
More informationMODULE 1: INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING
MODULE 1: INTRODUCTION TO STRATEGIC MANAGEMENT ACCOUNTING Part A: Value Shareholder value Customer value Stakeholder value Which viewpoint should be taken when determining value? Part B: The strategic
More informationGreening transportation in the supply chain Insights into practical steps taken by a leading LSP.
Greening transportation in the supply chain Insights into practical steps taken by a leading LSP. 1 Agenda The World of an LSP in the World of the Big R The Total Cost of Logistics in South Africa Greening
More informationIntegrated Business Planning plus Your journey towards digital end-to-end planning
Integrated Business Planning plus Your journey towards digital end-to-end planning Integrated Business Planning plus Your journey towards digital end-to-end planning New challenges in the market 04 From
More informationDisruptive Technology Associates, Ltd.
Contract Manufacturing Assistance How to make the most and best of your contract manufacturing relationship Services offered by Disruptive Technology Associates, Ltd. September 2018 About the Speaker Darryl
More informationWAREHOUSING STRATEGIES: LOCATION OPERATIONS AUTOMATION
WAREHOUSING STRATEGIES: LOCATION OPERATIONS AUTOMATION David K. Teeple Director of Client Services Dennis Heppner Manager It s all about location, location, location -1-1 SUPPLY CHAIN EXTERNAL INFLUENCERS
More informationinventory SUITE OVERVIEW
inventory SUITE OVERVIEW Inventory Suite Get Well-Positioned for Tomorrow s Sale Digital commerce has significantly reduced switching costs for consumers and businesses. As a result, companies in every
More informationSupply Chain Drivers and Metrics
3 Supply Chain Drivers and Metrics PowerPoint presentation to accompany Chopra and Meindl Supply Chain Management, 5e 2012 Prentice Hall Inc. 1 1-1 3-1 Learning Objectives 1. Identify the major drivers
More informationDigital Supply Chain and Transformation. Michael Tung Senior Executive Manager, Centre of Excellence, SCM DKSH
Digital Supply Chain and Transformation Michael Tung Senior Executive Manager, Centre of Excellence, SCM DKSH Contents Transformation never stop in the last 150 years, it just gets faster with Internet
More informationOperations Management - 6 th Edition
Chapter 11 Global Supply Chain Procurement and Distribution Operations Management - 6 th Edition Roberta Russell & Bernard W. Taylor, III Copyright 2009 John Wiley & Sons, Inc. Beni Asllani University
More informationThroughput Accounting Fundamentals Financial reporting for operational decision-making
Throughput Accounting Fundamentals Financial reporting for operational decision-making General: August 2016 Throughput Accounting is a simple, yet extraordinary, way to look at a company s finances. It
More informationPlanning Capacity and Responding to Change
Planning Capacity and Responding to Change Barry Elliott Oliver Wight Agenda Background The Journey to Business Excellence Integrated Business Management How to Deliver and Sustain Outstanding Business
More informationLeadership Forum Denver, CO THE NEW S&OP. Gene Tyndall, EVP, Tompkins International Jim Tompkins, CEO, Tompkins International
20122 Supply Chain Leadership Forum Denver, CO THE NEW S&OP Gene Tyndall, EVP, Tompkins International Jim Tompkins, CEO, Tompkins International Topics Overarching Strategy for S&OP Understanding S&OP Impediments
More informationS&OP as a Profit- Focused Decision Engine October 19 th 2014 Alex Harbell
S&OP as a Profit- Focused Decision Engine October 19 th 2014 Alex Harbell Abstract Following mergers companies are often challenged to integrate and harmonize disparate S&OP processes. Building a single
More informationEnterprise Ireland Case Study. April 2014
Enterprise Ireland Case Study April 2014 Enterprise Ireland Case Study 2 ABC Systems Background and key people: ABC Systems was established in 2007, by Kenny Sansom, who is now a 70% shareholder and CEO.
More informationThe Metrics that Matter. Understanding your leading indicators for better results
The Metrics that Matter Understanding your leading indicators for better results MEASURE WHAT MATTERS According to a recent Gartner survey 80 percent of companies only measure results. In other words,
More informationAMERICAN SUPPLY CHAIN SUMMIT 2018
AMERICAN SUPPLY CHAIN SUMMIT 2018 APRIL 9 10, 2018 HYATT REGENCY DALLAS DALLAS, TX supplychainus.com TOMORROW S CONNECTION TODAY Driving business performance through process and technological innovation
More informationIBM Institute for Business Value. Brazil Point of View IBM Corporation
IBM Institute for Business Value Brazil Point of View Introduction The 2010 IBM CFO Study is the fourth edition since 2003 and builds upon our primary research from 2005 and 2008 CFO Studies 2003 2005
More informationLEAN PROCUREMENT.
LEAN PROCUREMENT www.fourprinciples.com BACKGROUND Procurement s core responsibilities have traditionally provided purchased materials and services on time, at the lowest costs, and highest quality to
More informationPRODUCTION PLANNING SYSTEM CHAPTER 2
9 PRODUCTION PLANNING SYSTEM CHAPTER 2 ANSWERS TO PROBLEMS 2.1 Ending inventory = opening inventory + production demand = 400 + 700 900 = 200 units 2.2 Total working days = 19 + 20 + 21 = 60 Average daily
More informationAggregate Planning and S&OP
Aggregate Planning and S&OP 13 OUTLINE Global Company Profile: Frito-Lay The Planning Process Sales and Operations Planning The Nature of Aggregate Planning Aggregate Planning Strategies 1 OUTLINE - CONTINUED
More informationStrategic and Tactical IBP 5/26/2016 T: ; E: COPYRIGHT 2016, TREPTE, INC. 1
Strategic and Tactical IBP A PRACTICAL APPROACH TO OUTSIDE -IN ANALYSIS 5/26/2016 T: 312.560.9098; E: TREPTE@FORECAST-DOCTOR.COM; COPYRIGHT 2016, TREPTE, INC. 1 A path to better Tactical vs. Strategic?
More informationThe Top 3 Must Do s for Every Business Owner
The Top 3 Must Do s for Every Business Owner Cash Flow, Sales & People Start here Small businesses - we salute you UK small and medium enterprises are the heroes of the private sector, generating an eye-popping
More informationSales and Operations On the Same Page? Here s How!
Sales and Operations On the Same Page? Here s How! J. E. Boyer Company, Inc. John E. Boyer, Jr., President Copyright 2010 by J. E. Boyer Company, Inc. No portion of this article may be reproduced in whole
More informationGet a clearer view of your business
Get a clearer view of your business Essential Tips for Every Business Owner START HERE Small businesses - we salute you Canada s small and medium businesses account for 95% of all net job creation.¹ That
More informationBLUEPRINT FOR FOOD LOGISTICS
BLUEPRINT FOR FOOD LOGISTICS A BARRETT DISTRIBUTION CENTERS CASE STUDY For a major US food brand, Barrett began on a small introductory scale in 2008 and quickly proved to be an asset in terms flexibility,
More informationRole of Finance in the New Millennium
Role of Finance in the New Millennium J VAN DER WESTHUIZEN Manager Finance & Info Anglo Platinum Rustenburg Section CHANGES IN BUSINESS WORLD The last two decades have been an extremely dynamic period
More informationQ&A with Intermex Industrial Parks. Sourcing Challenges and Solutions for Manufacturers in North America
Q&A with Intermex Industrial Parks Sourcing Challenges and Solutions for Manufacturers in North America What are a few of the main sourcing challenges manufacturers face in North America? Culture of Complacency
More informationHHG Shipping. topia.com
HHG Shipping Household Goods (HHG) Shipping can be confusing, but when you add in the differences between shipping items domestically and internationally it can be even more challenging to understand.
More informationAustralia and New Zealand Testing Board. Testing as a Service. Carol Cornelius ANZTB Capital Quality Consulting
Testing as a Service TaaS Carol Cornelius ANZTB Capital Quality Consulting Testing as a Service - Forrester Sourcing professionals are moving away from their historic emphasis on staff augmentation in
More informationAdapting Organizations to Today s Markets
Chapter Eight Adapting Organizations to Today s Markets McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. ANNE MULCAHY Xerox Started as a field sales representative
More informationFoodservice Trade Investment What it will look like and how we ll get there
Foodservice Trade Investment 2020- What it will look like and how we ll get there Speakers: Jim Klass Managing Partner MarketIntelligence Bill Mason Managing Director The Hale Group Agenda Quick Intros
More information