Better Sync Revenue Management with Supply Chain ...€¦ · Train Leadership and Organization for...
Transcript of Better Sync Revenue Management with Supply Chain ...€¦ · Train Leadership and Organization for...
Better Sync Revenue Management with Supply Chain Operations and grow the bottom line
EXCEEDRA Forum ndash London July 6 2017
Clive Geldard Vice President Retail amp Supply Chain Practice Leader EFESO Consulting
25+ years in supply chain logistics and distribution channel management both in Operations and as a Management Consultant
Around 450 consultants globally
45 nationalities in 27 offices
Over 900 assignments delivered annually across 75 countries
Average ROI 51
Client Retention gt 90 YoY
PERFORMANCE PROGRESSION IS AN IMPERATIVEhellip
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
New mind-sets and behaviours required to thrive and survivehellip
hellipa never ending search for value creation
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Revenue Management and Supply Chain Management disciplines share many synergieshellip
SHARED GOAL Maximize profitability and value creation from available assets
EXAMPLES
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
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Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
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Navigator
Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
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10
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Action title
max 2 rows
Text or chart
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
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max 2 rows
Text or chart
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
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max 2 rows
Text or chart
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Clive Geldard Vice President Retail amp Supply Chain Practice Leader EFESO Consulting
25+ years in supply chain logistics and distribution channel management both in Operations and as a Management Consultant
Around 450 consultants globally
45 nationalities in 27 offices
Over 900 assignments delivered annually across 75 countries
Average ROI 51
Client Retention gt 90 YoY
PERFORMANCE PROGRESSION IS AN IMPERATIVEhellip
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Navigator
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
New mind-sets and behaviours required to thrive and survivehellip
hellipa never ending search for value creation
Company icon Chart text limit Chart text limit
6
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Revenue Management and Supply Chain Management disciplines share many synergieshellip
SHARED GOAL Maximize profitability and value creation from available assets
EXAMPLES
Company icon Chart text limit Chart text limit
7
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
Company icon Chart text limit Chart text limit
8
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
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Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
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Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
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Navigator
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
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24
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
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max 2 rows
Text or chart
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Column titles
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Subtitle in 1 row
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
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max 2 rows
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Subtitle in 1 row
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Around 450 consultants globally
45 nationalities in 27 offices
Over 900 assignments delivered annually across 75 countries
Average ROI 51
Client Retention gt 90 YoY
PERFORMANCE PROGRESSION IS AN IMPERATIVEhellip
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
New mind-sets and behaviours required to thrive and survivehellip
hellipa never ending search for value creation
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6
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Revenue Management and Supply Chain Management disciplines share many synergieshellip
SHARED GOAL Maximize profitability and value creation from available assets
EXAMPLES
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7
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
Company icon Chart text limit Chart text limit
8
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
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Column titles
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
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max 2 rows
Text or chart
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
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13
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
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15
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
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19
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
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20
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
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max 2 rows
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
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Navigator
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
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max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
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Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
PERFORMANCE PROGRESSION IS AN IMPERATIVEhellip
Company icon Chart text limit Chart text limit
5
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
New mind-sets and behaviours required to thrive and survivehellip
hellipa never ending search for value creation
Company icon Chart text limit Chart text limit
6
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Revenue Management and Supply Chain Management disciplines share many synergieshellip
SHARED GOAL Maximize profitability and value creation from available assets
EXAMPLES
Company icon Chart text limit Chart text limit
7
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
Company icon Chart text limit Chart text limit
8
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
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16
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
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Column titles
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Subtitle in 1 row
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
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29
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
New mind-sets and behaviours required to thrive and survivehellip
hellipa never ending search for value creation
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6
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Revenue Management and Supply Chain Management disciplines share many synergieshellip
SHARED GOAL Maximize profitability and value creation from available assets
EXAMPLES
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7
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
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8
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
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13
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
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Sourcenotes
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Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
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max 2 rows
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Sourcenotes
Column titles
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
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6
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Revenue Management and Supply Chain Management disciplines share many synergieshellip
SHARED GOAL Maximize profitability and value creation from available assets
EXAMPLES
Company icon Chart text limit Chart text limit
7
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
Company icon Chart text limit Chart text limit
8
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max 2 rows
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Column titles
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Subtitle in 1 row
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
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max 2 rows
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
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15
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
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max 2 rows
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
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Column titles
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
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24
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Subtitle in 1 row
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Top attach point
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
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max 2 rows
Text or chart
Sourcenotes
Column titles
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
7
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Subtitle in 1 row
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Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Source copy Gartner
Research shows that many companies are struggling to progress beyond Level 3hellip
LEVEL 3
Company icon Chart text limit Chart text limit
8
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
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max 2 rows
Text or chart
Sourcenotes
Column titles
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Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
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Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
8
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
World Class companies seek to optimise the E2E chain
Supply Chain emerging as a driver of competitive advantage and enabler for value creation
Customers amp Consumers
Logistics amp Distribution
Production Supply
Demand
Deliver
Info
rmati
on
fl
ow
M
ate
rial
flo
w
DemandOrder
Plan Plan Source
Make Produce Pick Ship
Every link in the chain
is important
Any weak link puts the
customer proposition at risk
Return Repair Recycle
Company icon Chart text limit Chart text limit
9
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max 2 rows
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
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max 2 rows
Text or chart
Sourcenotes
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Navigator
Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
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max 2 rows
Text or chart
Sourcenotes
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Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Subtitle in 1 row
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Top attach point
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12 h text
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
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max 2 rows
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
9
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Many losses in the E2E supply chain
Packaging Waste amp Obsoletes
Long Delivery
Lead time
Excess Cycle Stock
Overtime Working
Data Errors
Late Delivery
Order Transmission
Delay
Excess Movement
Extra Handling
Order Quantity Sub-Optimal
Out of Stock
Over Production
Case Example
E2E performance estimated at only 40-50 of potential
Lost Sales
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
10
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
Point of Sale
Actual Production Shipments to DC
DC Inventory Production Plan
Schedule is not stable
Cycle times
are too long Our supply chains are not synchronisedldquo
Forecasting is problematic
A lot of spot (rush) orders are needed to
reach required stock availability target
Extra costs incurred in expediting orders
with suppliers and executing plan changes
High proportion of planning teams time and
effort on lt10 of the business
Planning systems over-run by constant
changes
Fast moving key lines get overlooked
New initiatives are poorly executed
Case Example
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
11
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Consequences of poor synchronisationhellip
ldquoOur last pound30 million of revenue growth
cost us pound4 million in lost profitabilityrdquo
Managing Director UK Food Supplier
Case Example
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
WHAT IS SYNC amp WHY IT MATTERS
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
13
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Working definitions
Value Chain The set of activities that deliver valuable products or
services for an enterprise in its chosen markets
Synchronisation All nodes driven by customer demand and
delivering differentiated product when needed at the right quality
and value
Desig
n
So
urc
e
Make
Deliv
er
Sell
Serv
ice
CU
ST
OM
ER
S
SU
PP
LIE
RS
Strategic Value Chain
VALUE CHAIN NODES
Synchronisation
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
BENEFITS OF SYNC ARE MANY
Source image created by Fabio Rodaro EFESO Progressive Leaders Forum Paris December 2016
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
15
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Strong benefit case for synchronisationhellip
Value DriverTypical Supply Chain KPIs Impact Levers
On-Shelf Availability
Perfect Order Fulfillment
Order Cycle Time
Speed to Market Flexibility
Supply Chain Agility
Operating Costs
Material Cost of Goods
Cash-to-Cash Cycle Time
Return on Working Capital
Return on Fixed Assets
Profit
Capital Efficiency
Value
Revenue
Expense
Working Capital
Fixed Capital
Company icon Chart text limit Chart text limit
16
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
16
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Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Organisations that succeed in building strong synchronised value chains will outperform those that donrsquothellip
Supply Plan Source
Make Deliver
Supply Plan Source
Make Deliver
Product Innovate Design
Develop Launch
Demand Promote Sense
Service Respond
Commercial Engage Plan
Price Mix Terms
ILLUSTRATIVE
STRONG COALITIONS NEEDED TO ORCHESTRATE amp SYNC THE VALUE CHAIN
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17
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
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max 2 rows
Text or chart
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EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
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max 2 rows
Text or chart
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
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Subtitle in 1 row
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Top attach point
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12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
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max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
17
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
BARRIERS TO BETTER SYNCRONISATION
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
19
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash 3 main buckets
Barriers to Better Synchronisation
Leadership
Value Creation
Foundations
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
20
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Leadership
ldquoIt starts at the top with a clear RACI and aligned objectives KPIrsquosrdquo
ldquoSupply chain are not that business and commercially orientatedrdquo
ldquoSales own the revenue line but are reluctant to take ownership and accountability
for the demand forecastrdquo
ldquoSignificant bias evident in the business plans with different cause effect depending
on the functionrdquo
ldquoMarketing assumptions are made a long way out without consideration of
consequences for pipeline inventory and packaging obsolescence riskrdquo
ldquoWe spend a lot of time decoding the service metrics to understand the gap
between customer and business perspectivesrdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
21
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Value Creation
ldquoOur accounting systems need to be better we struggle to understand distinctions
between marginal and fully absorbed costingrdquo
ldquoWe lack visibility of true cost to serve to inform customer discussionsrdquo
ldquoActions are not routinely tracked and the consequences of decisions taken over the
project timeline are not fully understood or evaluatedrdquo
ldquoInitiatives get killed off before they have chance to establish themselves we need an
agreed glidepath for time to valuerdquo
ldquoWe need clarity on the operational tipping points for marginal volumes we donrsquot know
if the predicted 20 profit margin is bankablerdquo
ldquoShelf life constraints are an opportunity if we incentivise the customer to be flexiblerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
22
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
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max 2 rows
Text or chart
Sourcenotes
Column titles
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Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
22
Page right limit
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max 2 rows
Text or chart
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Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Barriers to Better Synchronisation ndash Foundations
ldquoOperating strategies are not clear and consequences of policy decisions not always
understoodrdquo
ldquoSupply planning is not configured for flexibility and responsive productionrdquo
ldquoApparent lack of discipline and rigour to support and maintain an effective SampOP
processrdquo
ldquoSupply chain operations should be measured on conformance to plan factory
makes what was agreed logistics deliver what the business can sellrdquo
ldquoWe struggle with transparency of data and systems not talking to each otherrdquo
ldquoWe need a mindset change from ldquosweat the assetsrdquo to a more value-profit driven
culturerdquo
Barriers
What
we see
Company icon Chart text limit Chart text limit
23
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max 2 rows
Text or chart
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Column titles
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Subtitle in 1 row
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Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
23
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
QUESTION TIME
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
24
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Overcoming the barriers to better SYNC
Winning Strategies
Leadership
Value Creation
Foundations
Train Leadership and Organization for
Value Chain Sync opportunities
Establish robust Standard Work
Defect Elimination and HPO culture
Establish robust Daily Management
Systems to address Deviations and
drive Continuous Improvement
Establish strong Change Management
capabilities to sustain and improve
results in dynamic environment
Leverage digital and advanced
analytics to augment integrated
planning and replenishment
capabilities with trading partners
Align top management around ldquoWhere
to Playrdquo ldquoHow to Winrdquo strategies
Establish Size of Prize of Value Chain
Sync initiatives and integrate into
company progression roadmap
Establish Single Point Accountability
for Supply Chain to Business Leader ndash
dual Functional and Commercial
reporting lines
Use multi-functional career paths to
develop Value Chain leaders
Form strong coalitions between
Finance Commercial and Supply
Chain organisations
Leverage service improvement and
innovation speed to market benefits
Establish Loss Analysis across Value
Chain with Commercial sponsorship
Translate ALL synchronisation plans
back into Revenue Profit and Cash
Flow business objectives
Engage Suppliers and Customers once
internal foundations secure
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
25
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
26
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Personal Care Global BU
EXAMPLES
Situation
Solution
Result
Expansion limited by profitability cash flow and internal productivity constraints
Very promising pipeline of both Product and Commercial innovation initiatives
Markets had become complacent rising commodity prices
Margin erosion over several years
Competing reward systems
rsaquo RampD wanted more ldquoblingrdquo and product news at higher costs
rsaquo Sales and Marketing wanted more promotions to move cases at any cost
rsaquo Supply Chain wanted to lower costs by reducing SKU complexity and ingredients
Intervention by Business Leader to restore historic Margins
Cross functional collaboration between Finance (who owned Revenue Management)
Marketing (who owned the Innovation Portfolio) and Supply Chain Operations RampD
Synchronised approach and practices led by a Revenue Management CoE
Critical interventions across the Business Strategy Innovation Portfolio Innovation Menus
Rewards Systems Revenue Management and E2E Value Chain Loss Analysis
In 3 years the Global business units went from declining Sales and Margins to
rsaquo Triple digit Sales Growth
rsaquo Gross margin expansion of ten points
rsaquo Doubling both Initiative Portfolio and Employee Productivity Levels
Company icon Chart text limit Chart text limit
27
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
27
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max 2 rows
Text or chart
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Topical title
Subtitle in 1 row
Navigator
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Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Case Study Food Ingredients UK
EXAMPLES
Situation
Solution
Result
Seasonal demand driving higher direct labour costs
rsaquo 5 day 3 shift working to 7 day 4 shift working
High influx of temp labour needed bringing multiple challenges with adverse cost impacts
year on year
Disconnects between central stock management decisions mid-term 4-18 week planning
horizon planning and plant level 0-4 week horizon planning
Supply chain operations stock planning and revenue management strategies were not
synchronised
Planning optimisation project launched as part of a broader single loss reduction agenda
Asset optimisation strategy developed
Optimisation trade-offs between stock levels efficient productions runs capacity and labour
benefits made transparent
New fixed cycle schedules established
Reduced changeovers contributing to an overall efficiency improvement uplift of 30
Premium 7 day 4 shift working avoided
Operations expenses reduced by pound25 million year on year
Improved schedule adherence and product availability
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
BELIEVE IN ZERO LOSS THROUGH BETTER SYNC
Value Realised
Loss
Potential Value
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
Company icon Chart text limit Chart text limit
29
Page right limit
Action title
max 2 rows
Text or chart
Sourcenotes
Column titles
Footer elements
Topical title
Subtitle in 1 row
Navigator
Top attach point
Lines for column
12 h text
Sticker
EFESO copy 2017 SC amp Rev Man Sync_Exceedra Forum_060717_Geldard
Delivering growth and performance ndash where EFESO can help
Portfolio Management
Strategy into Action
Customer Engagement
Supply Chain Advantage
Focus A
reas
Pill
ars
V
isio
n
and S
trate
gy
Integrated business planning amp execution
Foundations
Performance Management
High performance growth organization
Capability Assessment Performance Behaviour
Growth
KPIs
Operations amp growth strategy deployment
Collaborative Business
Planning
Customer Value
Creation
Supply Chain
Alignment
Complexity
Management
Speed to Market
Cash Conversion
Differentiation amp
Service Delivery
E2E Efficiency amp
Effectiveness
Footprint amp Cost
Optimisation
Availability amp Route to
Market
Operational Excellence Progression Management
Continuous Improvement
Change Management
Results
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683
wwwefesocom
PARTNERS FOR
PERFORMANCE
PROGRESSION
EFESO Consulting UK
1310 Solihull Parkway
Birmingham Business Park
Birmingham B37 7YB
Tel 0121 796 5356
CONTACT INFORMATION
Clive Geldard
clivegeldardefesocom
Mobile 07785 390683