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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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

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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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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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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

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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max 2 rows

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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

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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

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

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Top attach point

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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

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

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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

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

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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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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 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

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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max 2 rows

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Sourcenotes

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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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max 2 rows

Text or chart

Sourcenotes

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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

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

Sourcenotes

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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

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26

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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

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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

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max 2 rows

Text or chart

Sourcenotes

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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

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

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

Company icon Chart text limit Chart text limit

5

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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

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max 2 rows

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Sourcenotes

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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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Sourcenotes

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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

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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

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

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

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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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Sourcenotes

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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

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

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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Sourcenotes

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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

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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Top attach point

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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

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

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

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

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

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

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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

Page right limit

Action title

max 2 rows

Text or chart

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

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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Sourcenotes

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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

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

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 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

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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

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Subtitle in 1 row

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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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max 2 rows

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Sourcenotes

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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

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

Sourcenotes

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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

Company icon Chart text limit Chart text limit

5

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Sourcenotes

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Navigator

Top attach point

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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

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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

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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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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Sourcenotes

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Top attach point

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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

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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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max 2 rows

Text or chart

Sourcenotes

Column titles

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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

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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max 2 rows

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Sourcenotes

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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

Company icon Chart text limit Chart text limit

15

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

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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max 2 rows

Text or chart

Sourcenotes

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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

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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 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

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6

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max 2 rows

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Sourcenotes

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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

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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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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

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

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

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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

Text or chart

Sourcenotes

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Top attach point

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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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max 2 rows

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Sourcenotes

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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

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

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Sourcenotes

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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

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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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

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max 2 rows

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Sourcenotes

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Top attach point

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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

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Sourcenotes

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Top attach point

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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

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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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

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

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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

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

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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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Action title

max 2 rows

Text or chart

Sourcenotes

Column titles

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Top attach point

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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

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

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

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

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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

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

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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

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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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

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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 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

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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 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

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

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

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

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

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

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

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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

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

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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 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

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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

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

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

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

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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

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

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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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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

BARRIERS TO BETTER SYNCRONISATION

Company icon Chart text limit Chart text limit

19

Page right limit

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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

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

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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 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

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

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

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

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

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

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

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

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

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

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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

QUESTION TIME

Company icon Chart text limit Chart text limit

24

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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

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

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

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

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

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

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

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