1.Peter Klym Capabilties and Experience 1

2. Experience 2 3. UnderstandDemandDemandUCL Delivery Perf. ModelOperate ReviewUCL Understand Supply LCL LCL Inventory UCLSupplierCustomerSupplierLCL Customer SupplierI Customer Supplier Demand Management IMMW I FRSMakeMake MakeMakeCapacityCapacity CapacityCapacity Lead Time Lead TimeLead Time Lead Time Delivery Perf.Delivery Perf. Delivery Perf.Delivery Perf. Process Cap.Process Cap. Process Cap.Process Cap. Special needs Special needsSpecial needs Special needsSupply Chain Management 3 4. Sales and Operations Planning at the Supply Chain levelBusiness challenges Starting MaterialsPrimaryManufacturing SecondaryPackagingMarkets The supply chain for a pack of tablets covered potentially four continents,five manufacturing sites and travelled 40000 miles.6 APA, D(-), OralClavulanateOralOral Manufacturing sites and market distribution networks functioned in Glucose Irvine BristolBristol USisolation using only information systems to exchange orders and forecastsOral Amoxicillin Oral Blends Oral FG Europe & Delivery performance was adequate without being excellent, and thereGlyoxylic Acid DSM Fersinsa &Worthing Mayenne Egypt Internationalwas no visibility of future demand variations, production issues orOral FGWorthinginventories across the supply chain 6 APA Oral Amoxicillin OralOral The seasonal nature of the product could generate major short-termfluctuations in demand. Kapoh Singapore Other GSK sites Other GSK sites Other 3rd Parties Other 3rd Parties The solution D(-) Implement a monthly Sales and Operations Planning process based on :Oral AmoxicillinSterile AmoxicillinHeppignies Oral, Sterile Worthing Oral, SterileWorthing Europe & Consolidation of outputs from site and market S&OP processesSterile Clavulanate, CSA InternationalA monthly conference call to review performance and future activityClavulanateWorthing HeppigniesHeppignies Europe The implementation of actions to improve supply chain performance. Sterile Sterile Transfer best practices to improve local S&OP processesSterile Clav Build a Supply Chain community to share issues and successes.25 Implement processes to ensure communication of major demand changes20as early as possible.15 Tonnes Manufacture Net Reqs European Augmentin % FC Volume Change change in % 06 to 0710 Closing Stock change in % 07 to 08 The results5100% 0 International S&OP process in place providing visibility across the supply 50% 20052006 2007 2008 2009chain to sites, markets and above-site management0% Measurement of supply chain service and inventories, and informationavailable on global customer demand and manufacturing activity.E H) H) H)H)ce ) er )H)H)H HRP(P(Pth Hu d (P (P (P (P (P(PImprovements to local S&OP processes in place O -50% O ymUK n ialyarEU nai iu Ita sslaanng SplgInternational supply chain community in place to manage operationalPoRuLFrBe TA TO-100%improvements.4 Personal role Project Manager 5. Optimising operations at the Supply Chain levelBusiness challenges Run VA05 in SAP twice a weekCurrent WOW at QR Run VA05 in SAPonce a weekWOW at QR with FRS The global lead-time for manufacturing a key active material was overShort notice fromUDE- Supply from inventory - Production Plan change once in 3 mths one year given the stock levels at different parts of the supply chain. Check new firmed orderscustomersCheck newFirmed orders Variations in demand from secondary manufacturing generated Check inventoryWrong stock/specs/packaging/samplesHidden factoryassociated with changesneedless variation at the primary stages. availabilityIs inventoryNoCan manufactureYesInclude in nextproduction planSAPPlan Check inventory availability Two sites 20000 miles apart (UK, Singapore) had different cultures,available?In time?changechange Is inventory Available? different time zones and different ways of working. YesYesNo Pick fromex-stock CommunicateCommunicatenew raw materialrequirement to Auto MRP Pick from Generic competition made cost reduction a necessity. withupdate Customers to suppliersEx-stockBull whipdefer effect Supplier unable to respondThe solution Implement a Fixed Repetitive Schedule based on historical demand and planned evolution of demand. Process 2 Capacity/Demand Review Who: ACRM & CM Structure a monthly S&OP process between the two sites to discuss changes in demand and actual against planned production. When: Monthly Why: Ratify FRS & Detailed Analysis of discrepancies highlighted by process 1Process 1 Monthly Analysis Who: MRP When: Monthly Why: To ensure FRS is correct and What: Use Market & Site knowledge to annotate data from Process 1. Ratify/Modify 1 page summary. Write escalation paper for SCP if requiredProcess 3 (pre)-SCP ProcessWho: SCP membersWhen: Monthly Review and agree revised stock levels at intermediate stages of the Stock Levels on site remain within agreed limits What: Review Historical Usage,Why: To ensure FRS is correct andStock Levels on site remain withinagreed limits. To escalate any changes supply chain with rules for consuming stock before passing onrequired to FRS off-site. Inventory Projection, Forward Demand. Generate 1 page summary with control/run chart, highlightingWhat: Review 1 page Summary, Marketintelligence, SCP papers. To agree variations of demand. discrepancies between PRF Demand & Actual Demand Amox Deliverychanges to FRS (both standard changesand escalations). Agree an escalation process for immediate notification of variations ofFixed Repeatingdemand and/or production through the supply chain. Process 6 FRS Change Process Sequence PlanningProcess 4 Pens Monthly TC Develop a supply chain view on top of local operations.Who: Pens Team Who: MRP When: Monthly/Quarterly Why: To ensure FRS forward plan reflects agreed policy. CycleWhen: MonthlyWhy: To monitor & communicate to allrelevant sites/parties the monthly FRS The resultsKPI and site stock levels. What: Monthly Add 1 months ordersWhat: Comms from Process 2 on FRS into the FRS, reflecting the averageperformance. Agree & communicate to monthly demand from the PRF.other site SCP processes the escalation Quarterly Modify next quarters FRS tofrom Worthing SCP on changes in FRSReduced stock levels at each stage of the supply chain. the agreed policy. Process 5 Intersite Valuestream Mtgdeliveries & timelines Who: Capacity Manager / Logistics Executive When: Quarterly Why: Formal agreement between sites of next quarters FRS. Communication of Increased velocity of product flow leading to lead-time reduction.PRF ForumWho: Capacity Manager etc FRS to nodes (warehouse/QA etc). Root Cause Analysis of any escalations in the current/previous quarters FRS. What: Review current FRS, Proposed FRS and PRF data + Market Intelligence. Other Site SCP Processes Who: SCP Team Improved confidence in supply chain capability and reduced just-in-When: QuarterlyWhy: To agree the rolling 12 When: Monthly Why: To agree changes in the deliveries to site. To escalate case inventories.month usage requirement forAmox.What: Market Intelligence,historical annual usage topredict annual demand. if not possible to meet new comitment. What: Current FRS agreement, stock levels, Improved relationships and collaboration on continuous improvement delivery frequencies. projects. 5 Personal role Project Manager 6. Distribution Optimisation Business challenges Following the merger of Glaxo Wellcome and SmithKline Beecham in2001, each company was still shipping from its European sites to NorthAfrica independantly, using different processes and systems. Neither of the existing solutions could adapt to handling the products ofthe other ex-company.Business challenges Customers were complaining of the cost of the distribution network.GMSGMS Sites-UKThe solutionSites-UK GSKEGSKEMulti MarketGMS -NonGSKTS GSKTS Multi MarketWarehouse WarehouseLocal GSKThe solution Local GSKEntity EntityEnd Customer End Customerin market in market A study was conducted to quantify existing and future requirements, andGMS -Non UKUKLocal Localstockidentify solutions capable of handling all of the shipments of the two ex- stockcompanies. Standard SMR ReplenishmentStandard SMR Replenishment Neither of the existing ways of working could handle the whole of therequirement an in-house v externalize analysis was conducted A third-party solution was agreed as the optimal solution an invitation toThe results tender was developed and distributedNote: Key for all models:FINANCIAL FLOW Once the third-party logistics provider was identified, a transition plan was PHYSICAL FLOWdeveloped and agreedDEMAND FLOW The transition plan was implemented along agreed timescales The results 40% of the cost was taken out of the distribution network to North Africa this included the closure of one distribution centre in France. Shipments through the 3rd party partner were initiated on-time and on-budget The project was held up as Best Practice within the Group and led tosimilar projects in other part of the world. 6 Personal role - Key Stakeholder : Supply Chain Director on one of the impacted sites, member of Steering Committee 7. Managing Supply Chain RiskBusiness challenges Traceability of Pharmaceutical Good Manufacturing Practice (GMP) and Good Distribution Practice (GDP) was lost at certain points of the distribution network. Product recalls were increasing, part of the issues being the loss of control during transport. There was no real understanding of the key areas of risk in the supply chain.The solution Develop a Global Policy to aid in the identification of supply chain risk Rollout the policy to all manufacturing and distribution sites Implement the policy on each site to identify main areas for risk mitigation actions Agree and implement the risk mitigation actions Anchor analysis as a Best Practice in Supply Chain Management The results Reduced number of recalls due to supply chain issues Reduced levels of risk in the area of transport Improved understanding of areas of supply risk Procedure and process documented and available for use Common language and measurement for risk across the supply chain 7 Personal role Project Manager 8. Improving Supply Chain ProcessesBusiness challenges Annually/ Defined and/or re-definedSC objectives, policies,decision guidelines Strategic The market for pharmaceuticals was growing and customers were Quarterly Agreed resource/Supply Chain Forumbecoming more and more demandingconstraints andoutput levels Supply Chain performance related actions There was no real supply chain culture, and supply chain processes were S&OP Tactical Framework Agreed Sales plan Agreed Production and far from optimized. S&OPMeeting Inventory plan Planning was short- to medium-term, and the excellent customer service MonthlyTactical level was achieved only through the implication and experience of theSupplyDemandReviewReview personnel concerned.Meeting MeetingAgreed consensus demand forecast The solution Weekly Production planning D&SMeetingS&Dplanning Operational An objective was set to obtain Oliver Wight MRP Class A status Monitored asset performance Reviewed Capacity Plan Monitored performance to customer An enterprise-wide project was launched to develop more robust supply Unconstrained demand info Production + Inventory actualschain processes and increase the competence of the people using them DailyActualScheduling Actual Materials Actual Inventory Forecastsand Orders Execution Major improvements were made in the areas of Sales and Operations Line statusPlanning, demand management and data maintenance. Training was organised for the relevant personnel Use was made of an experienced consultant to advise on and develop the improvement activitiesThe results MRP Class A certification obtained after an 18-month programme Local S&OP processes implemented Competency of supply chain professionals increased Improvements made in customer service, inventories and cost avoidance Supply chain personnel less stressed and more confident.Supply Chain processes continued to be improved in the ensuing period through in-house equivalents of the Class A approach.8Personal role Project Manager 9. Providing Supply Chain Education Business challenges Continually ensure that the competences of all areas of the business support supply chain improvements At Executive and Middle Management level On the shopfloor and in the offices Evolving processes and staff turnover generate the need for repetitive cycle of supply chain educationThe solution Organise, develop and dispense supply chain training and education at all levels of the company. Training courses developed include Supply Chain management (using Lego bricks as components) Supply Chain management using computer simulations Pull manufacturing illustrating Kanban ways of working Presentations made at all levels of the organization to develop and maintain a Supply Chain and customer service culture . The results Supply Chain knowledge and understanding outside of the immediate supply chain community. A permanent culture of doing whatever is required to serve the customer, but in a structured manner. Maintenance of the Supply Chain function as a key element to achieving business objectives.9 Personal role Joint Project Manager and then Trainer 10. Implementation of a Lean Supply Chain Business challenges Demonstrate that Lean Manufacturing principles could be implementedIllustration of what is different about VSP ways of working using theat the level of the supply chainAugmentin Value Stream Inventory optimisation 1. We will set the value stream to customer requirements driven by Segmentation of demand 8. Value Stream community, measures & reporting will take the3. Information (data &segmented demandMultiple replenishment methodsprecedent over nodal measuresintelligence) shared across thewhole Value Stream (one version of the truth) Customer 3rd PtySupply chain visibilityDemandCustomer R&D Product flow between nodesInformation Customer Commercial Value Stream performance measures2. Demand Supplier enters the valuestream in onlyThe solutionSupplierSupplierVSPone place Develop a pilot project using a limited number of sites and marketsSupplierValue Stream Planning (VSP) 7. An SCP process will beused to plan and manage theMMW/RDC Collect Commercial and Manufacturing dataValue Stream in the mediumterm (3 24 months) Make Build process inputs and outputsSchedule Stakeholder and Business Change ManagementIrvine Conference pilot to simulate new ways of workingQualityWorthing BristolMayenne RoadThe results 4. Identify5. Upstream replenish the pacemaker by pullmethods (e.g. Kanban, FRS) pacemaker 6. Downstream replenish to customer demandby make to order and lean flow methods Pilot shelved prior to implementation due to Network Rationalizationinitiative taking priority. 10Personal role Pilot project lead 11. SCOR (Supply Chain Operating Reference)PlanPersonal challengeSourceMakeDeliver Develop an understanding of a universally accepted approach to DeliverReturn SourceMake Deliver Source MakeDeliverReturnSource Return improving Supply Chain Management Return ReturnReturn Return Return Your Company Customers Suppliers Supplier CustomerCustomerSupplierInternal or ExternalInternal or ExternalLevel 1Level 2Level 3 Level 4 Level 5Scope ConfigurationActivityWorkflowTransactions The solutionSupply-ChainSupply-Chain SourceSource S3 S3 Source Source ETO Product ETO Product S3.1 S3.1 Identify SourcesIdentify Sourcesof Supplyof SupplyEDIEDIXMLXML Participate in the Supply Chain Council SCOR Framework and Implementation training courses (December 2007)DifferentiatesDifferentiatesNames Tasks Sequences Steps LinksBusinessComplexityTransactionsDefines Scope DifferentiatesLinks, Metrics, Job DetailsDetails ofCapabilitiesTasks andAutomationPractices ERP Collaborative EDI Engineering Initiate & CatalogSystemPlanningCataloguesReceiveTransactionsEDI Catalogue The results A theoretical understanding of the model and its potential without Standard SCOR practicesImplementation of Practice however any practical experience of its use. 11Personal role - Curious 12. People &TeamworkCellular Levelled Quickdesign ProductionChangeError proofing Basic mapping Kanban BrainstormCustomer Value5Whys Waste ValueStreamJust in TimeJidoka 7QC tools Reduction Gemba Supply Chain KAIZEN5S+1 FlowPullLean ThinkingVisual managementTeam skills StandardOperations TPMLean Design Continuous ImprovementLean Manufacturing12 13. Lean Six Sigma RolloutVision Factory Future State 1.CustomerFundamentalsneedsSuppliersunderstoodConsumer Business challenges ForecastsForecasts and orders The merger of Glaxo Wellcome and SmithKline Beecham in 2001 brought together two companies with very different culturesPlanning Demand segmentedNext site or Lean Six Sigma was designated as the cultural basis to bring togetherSupply flow market the two manufacturing organisations.improved Schedulewarehouse The rollout was to impact 25000 people in the manufacturing organisation Designed Schedule for flow levelled toRaw Matsinventorydemandinventory The solutionProductinventoryIntermed FirstFurther Final processing stepprocessingstepsprocessing The Lean Six Sigma rollout demonstrated best practice in that area :ProcessesImproved plant andstep Top management commitment and leadershipcontrolledand capable equipment availabilityMindset & cultureIntensive training and education at all levels of the companyFunctional Functional processes processeschanged Dedicated Champions to lead implementation on all sites Sigma Metrics that interact andalignedChanged roles andre-organisation Master Black Belt, Black Belt and Green Belt certifications deployed enable product flow Commitment to ambitious improvement targetsThe results Creating the Vision Factory Tools and Concepts Value Stream Baseline Process Excellence Blueprint Lean Six Sigma is seen as the way we do business in the company today All levels of the organization identify PDCA and DMAIC as the structured approach to process improvement and problem resolution Understand the use and contribution of Lean and Six Sigma toolkits Promote teamwork and responsibilisation as the key contributors to hitting objectives. Version:1.0 Issued: May 2005Version: 1.0 Issued: 28th April 2004 13Personal role - Key Stakeholder : Supply Chain Director on one of the impacted sites, member of Steering Committee 14. Vaincre le TempsVision "externe" site TEMPS :Diminuer le Cumulative LTVision "externe" client Business challenges- dployer en prenant les diffrentescomposantes du CLT TEMPS : Before the merger, and after the MRP Class A project, SmithKline 1 - Augmenter le nombre de livraisons QUALITE :l'heure Beecham in Mayenne was looking for a new Enterprise TransformationAmliorer l'efficacit des processuset des procdures - nb de ruptures de distribution Programme to continue the development of a Supply Chain culture.- nb de ruptures/dates ngocies 2 - Diminuer le Delivery LT The TPS movement in the automotive industry had not yet reached QUALITE : pharmaceuticals, where Good Manufacturing Practice (GMP) was seen asVision "interne" et "externe"Diminuer le nb de constats de non-a barrier to flexibility. qualit :- pas de rappelsIMAGE : - diminuer le nombre de retoursConforter l'image de Mayenne- diminuer le nb de rclamationsPar exemple en mettant en lumire :(prciser la nature de celles-ci) The solution - CLASSE A - ISO 9000, ISO 14000 - une prsentation de ce projet (qualit/temps) An Enterprise-wide programme was launched using time as the measure - la conscience professionnelle des quipes...of success, the argument being that a reduction in time spent would have a similar impact on cost and quality. The programme was split into a number of projects, each under the Objectifs responsibiltiy of a project managerFournisseurs /Rception /Fabrication / ProcessusClients globaux D.I.1. Training programmes were developed and organised to illustrate theApprosStockage Conditionnement Administratifs 2. importance of the concept of time in meeting business objectives.3.4. Diminuer le dlai d approvisonnement Diminuer le dlai moyen entre rception Diminuer le dlai cumul fabrication etDiminuer le dlaientre la fin de la Diminuer le dlai de traitement deThe results moyen Dlai actuel : ....... et stockage Dlai actuel : ....... conditionnement Dlai actuel : .......production et librationDlai actuel : ....... commandes Dlai actuel : .......Macro-projets Objectif : .......Objectif : .......Objectif : ....... Objectif: .......Objectif : ....... Lead-times on the principal products (which were the basis of the pilot) were cut by 50%Projet 1 :Mesure actuelle : ..... Projet 1 : Mesure actuelle : ..... Projet 1 : Mesure actuelle : .....Projet 1 :Mesure actuelle : .....Projet 1 :Mesure actuelle : .....Projets Silo thinking was transformed into a universally agreed process way ofObjectif : ......Objectif : ...... Objectif : ......Objectif : ...... Objectif : ......working Fiabilit des fournisseurs Processus rception / stockage Adquation tailles de lot Rduction dlai de librationFiabilit des donnes client, The French sites were perfectly positioned when Lean Six Sigma . Matrise des appros etcDlais de contrleFlux rception -> ligne Processus planification courte terme etcRespect des TSAetcs introduced as the cultural basis for the merged GlaxoSmithKlineetcPlanification ensemble des ressources Amlioration charge/ressources organisation Rduction dlais changement de format Rduction dure maintenance Rduction dlais de contrle etc 14 Personal role Project Manager 15. Kanban implementation in Pharmaceutical Manufacturing Business challenges Improve customer service and remain a preferred supplier for customers Reduce cycle times and in-process stock levels Demonstrate that Lean Manufacturing principles can be implemented in a highly regulated manufacturing environment Maintain the sites reputation as a leader in manufacturing innovation The Solution Create a vision, a project and a team Analyse, understand and measure current performance Improve flow through Root Cause Analysis to eliminate undesirable effects 5S implementation Kanban analysis and implementation Standard work Develop training modules and dispense to all employees Communication and Change Management Reanalyse, measure and confirm improved performance The results Customer Service 100% Cycle Time reduced from 30 to 18 days WIP inventory reduced 50% Reduction of lead times quoted to customer of 40% Very satisfied customers 15 Personal role - Key Stakeholder : Supply Chain Director on one of the impacted sites, member of Steering Committee 16. Change and People Management16 17. Baselines and Kaizen Events Lundimardi mercredi jeudivendrediBusiness challenges analyse Effet 1 Solution 1 valuationProjet 1 Operational pressures often mean that the necessary time is not taken to desdonnesSolution 2 address business issues and improvement opportunities. Effet 2 Cause 1 mise en2001 2002 Continuous improvement is not always sufficient to address more videncegain important or complex requirements deseffets Cause 2 The time invested needs to be structured and value-adding, aligned with the companys objectives.Arbredesralits: Q.Q.O.Q.C.PChoixdesprojets Prsentation et validation Intro : principe LS Cause 1des projets The solution vision du futur5 Comment ? organisation Cause 2 Two types of event can be envisaged :5 Pourquoi ?Matricevaluation - ot cA 3 to 5 day Baseline - dure M.E.O - ressourcesSponsored at management level - gainsPrepared thoroughly through data collectionA structured approach using Lean and Six Sigma tools andmethodsGenerates both short (quick wins) and medium term actionsA half or one day Kaizen eventTakes place on the workplaceInvolves all personnel directly impactedGenerates immediate actionsThe results Baselines managed in areas of Logistics Organisation, Lead-Time Reduction, Across-site Supply Chain Management. Kaizens managed on a regular basis in the areas of Customer Service, Planning, Warehousing, New Product Launches, Documentation, etc. 17Personal role Facilitator 18. PDCA for Continuous ImprovementBusiness challenges Develop a culture and the required competencies to enable teams at all levels of the organisation to work together to resolve issues and drive improvements without necessarily needing authorisation or instructions to do so. Instill a standard problem-solving methodology understood and used by teams to develop process and organisation improvements. The solution PDCA was adopted as the standard way of resolving issues and improving processes, Key members of the personnel were trained in the use of basic Lean tools - Flow charts, QQOQCP, cause and effect diagrams, 5 Whys, Pareto Analysis, Solution evaluation to develop their independence in problem analysis The thought process in driving down to the root cause(s) was stressed as the key factor for success. A3 reporting was developed in order to encourage a structured approach.The results Continuous improvement when intertwined with a supply chain and customer service culture became a powerful tool for driving process efficiencies and developing employee motivation. 18 Personal role Facilitator 19. Value Stream ImplementationBusiness challengesLes Bornes du Processus Departmental functions often have differing objectives, the silo mentality making across company coordination relatively difficult 20 Entres et 7 Sorties Entr Individuals in departments often have a less than clear understanding of 2- AMM acceptethe contribution and expectations of their immediate internal suppliers and Entres 1 11 Entres 12 203- BOM customers packaging active There is often lack of clarity of across-function processes. 4 BAT DisponibleProcessus amontMise en 5- Doc AQ/QC Processus avalThe solutiontude Pre- ralise - Gestion des SKU - Gestion des CommandesClientsDemandeClientAnalyse 1-Proposition accepte par leuvre duprocessus 6- Stab 1er -Gestion des lots -Gestion des Articles Implement an organisation around administrative value streams-Amliorationprocd client lot Industriel commence An organisations functions are analysed and defined as a set of7- Solut Technique processesvalide surquipement The exact workings of each process are analysed, defined and documented Each process has a pilot and a set of clear and measurable objectives, The process objectives take precedence over the departmental ones The pilot manages the across-function actions required to deliver the process objectivesThe results Pilot for two processes (New Product Launches/Modifications and Customer Service) Process documentation, analysis and improvement Team approach developed to resolving process issues. 19Personal role Project Manager and Process Pilot 20. Project Management20 21. Network RationalisationBusiness challenges Generic competition was eroding volumes and margins on a product linereaching the end of its life cycle A finished pack of tablets had a lead-time of over one year and hadtravelled across four continents even before being shipped to thecustomer. The supply chain had to become cheaper and more agile. The solution A decision was made to close one U.S. factory, and transfer supply of themain active material from the UK to a low-cost source. A project was initiated toIdentify and validate the new source of active materialPlan and implement the transfer of manufacturing from the US siteto Europe The project was based in London with dedicated resources in each of theimpacted sites.The results A project team requiring worldwide coordination was put in place Working with the procurement organisation, low-cost sourcing optionswere identified Product from each of the potential suppliers was tested through the supplychain and a preferred supplier selected Plans were developed and implemented for product transfers Stakeholder management and communication were given the necessarypriority and resources The project was delivered in the required timescales (18 months)21 Personal role Project Manager 22. Complexity Reduction Business challenges A product at the end of its life cycle was suffering from generic intrusion The tail of the product range was long and the complexity it generated inBrand reviewmanufacturing was becoming unmanageable.Network programme This complexity had a cost, and the product was selling based only on itsbrand name, its price far exceeding that of competitorsTransfers Different governments were exerting pressure to bring prices down.RangeThe solution Definition Perform a rigorous analysis of the product range at SKU level to agree alimited amount of standard packsComplexity Develop a plan for implementation Discontinuation Communicate with customers and other key stakeholders sProgramme Stop supply of low volume formats and transfer volumes to standard ones Design controls to avoid adding complexity going forwardFirst Intent Implement the plan and manage impacts on manufacturing andcustomers.& StandardPacks Shared Regional Pack The results PacksBrands & 50% of the SKU range discontinuedHouse Styles Standard catalogue available to manage product line extensions Complexity and cost taken out of operations while maintaining customerservice levels.22 Personal role - Key Stakeholder : Supply Chain Director on one of the impacted sites, member of Steering Committee 23. Consultancy Experience23 24. Optimisation of Product and Information Flows Business challenges FLUX DINFORMATION A leading printing company (650 employees, 100m euro sales) was facingPlanning ASCF increasing competition and saw maximising customer service and Commercial Easycom flexibility as the main differentiator. Sous-traitant This drive for flexibility was causing service issues as product andClientinformation flows did not support the ambition. Etic This in turn was generating a drop in motivation and moraleFournisseur Imaye ou client qui fournit1. Expression du besoin2. Devis3. Commande et modificationsBrioThe solution4. Lancement Planning5. Plan et changements de plan6. Dossiers de fabrication Perform an analysis of product and information flows :7. Adresses de routage8. Avancement du plan9. RelancesUsing extracts of the Oliver Wight Business Excellence approach10. Facturation50Through conducting interviews with key personnelBy observing practices and reviewing documents on the shop floorAnalyse cot / complexit and in the office areasComplexit Agree and establish a plan of actions with key members of theRenforcer le projet dentreprise TerminerInformatisationmanagement teamProgramme de standardisationPlanning processes et rduction de la complexitMeasuresPlan Industrielet Commercial UrgentRoles and responsibilitiestablir une vritable Prioritaire Systems and interfaces dialogue et partenariat avec les clientsInformatiser et amliorer leLeadership and Managementprocessus de planificationNommer un responsable Present recommendation to Executive Team for actionIndicateurs /globale des fluxManagement visuelProcessus dossier de fabrication et fonctionnementAugmenter stabilit et flexibilit des plansThe results ASCF Key short-term actions implemented in collaboration with managementCot77 More fundamental change planned for implementation by Executive Team24 25. Purchasing Transformation Business challenges A major international telecommunications company needed to radicallychange and improve its supplier and cost bases. An initial analysis in the home country had identified a series of measuresthat needed to be implemented to meet the ambitious objectives Local procurement teams were not capable of carrying forward theseinitiatives due to resource constraints.The solution Additional external resources were injected to manage the purchasingtransformation programme in each country. This involved :Supplier Cost ReductionCategory Supply Base OptimisationSupplier Relationship ManagementStrategic Supplier ManagementIT Hardware Sourcing OptimisationOutsource of non-core spendDemand and Supplier ManagementCompliance to ContractsThe results Several million pounds of savings across Europe, 400K in France. 25 26. Field Service Optimisation Business challenges A French multinational operating worldwide made the acquisition of twolocal entities in Australia which had been competitors. Each of the companies had different cultures, management, and ways ofdoing things. Operating processes needed to be optimised to eliminate waste andincrease margins.The solution A five-week analysis was carried out to understand current ways ofworking and potential for short-term and more strategic improvements. Several field service branch plants were visited and audited, bestpractices noted, and easy-to-implement improvements exchanged. Detailed recommendations in areas of organization, processes andpeople management were developed and presented to local and centralmanagement for implementation. The results Customer highly satisfied with level of implication and conclusions of thestudy. 26