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Accenture Development Partnerships
MSD & Accenture Development Partnerships
Phase III
Programme Launch Workshop
4th October 2012
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Today’s key objectives are to present the proposed scope and
approach for each workstream and to socialise findings to date
Agenda for Today
2
1. Introductions & Programme Overview 9:00 – 9:30
2. Partnership Model with Coca Cola 9:30 – 9:45
3. Scope and Approach for Last Mile and Core Planning & Procurement
9:45 – 10:30
4. Scope and Approach for Performance Management and Monitoring and Evaluation
10:45 – 11:30
5. Yale: AIDED Model for Dissemination, Diffusion, and Scale Up 11.30 – 13.00
6. Understanding O&SP Challenges – The Supply Chain Game 13.45 – 15:45
7. Tools Recommendation for Network Optimisation 15:45 – 16.00
8. Progress To Date on Balanced Scorecard Design 16:15 – 16:35
9. Performance Management - Motivation & Results 16:35 – 17:10
10. Workshop Wrap Up 17.10 – 17.30
Lunch Break
Coffee Break
Coffee Break
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
MSD ADP Program Roadmap
3
Imp
lem
en
tati
on
Key Program
Objectives
Phase 1 Phase 2 +
_
We are here
• Last Mile • Planning & Procurement • Performance Management
Phase 3
• Last Mile • Planning & Procurement • Performance Management + Monitoring and Evaluation + Medium Term Strategic Plan
• End-to-end assessment of MSD’s supply chain to identify the key opportunities to improve distribution of
critical medicines
• Design of pilots for the “last mile”, interventions to reduce stock-outs and decrease operating expenses, to
free up more capital to invest in improving infrastructure and medical facilities.
• Build the capability for MSD to deliver directly to health facilities, taking on services previously provided by
the District Medical Offices without compromising service levels
• Improve overall delivery and client satisfaction through improvements to forecasting, planning and
procurement processes and data, as well as communications and relations with key suppliers
• Foster long-term relationships between MSD and private sector partners, like Coca-Cola, to provide
business knowledge, private sector perspectives, best practices, and tools to overcome shared challenges
• Build the internal capabilities of MSD staff, fostering a culture of learning and supply chain operational
excellence
• End to end analysis of MSD • Pilot of key opportunities • Implementation recommendations
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Phase Three Scope and Objectives
4
The Phase 3 Program is composed of 5 projects
working collaboratively over a 7 month period
Key Project Objectives
• Support Improvements within the Planning Function
• Support Improvements within the Procurement Function
Planning and Procurement
• Build MSD M&E Capability for creating and maintaining
an Executive Level Balanced Scorecard
• Drive improved integration and project monitoring across
all MSD Improvement Projects
Monitoring and Evaluation
• Support the Development of a more effective
Performance Management Culture and Process
Performance Management
• Development of the new MTSP 2013-2018
Medium Term Strategic Plan
• Support the implementation of an “optimized network”
within regions already visited as part of the project
• Support MSD Roll out Last Mile Optimization Toolkit to a
new Region
Last Mile Fiv
e W
ork
str
eam
s
Performance Management
Monitoring and Evaluation
Medium Term
Strategic Plan
Planning &
Procurement
Last Mile
4 Months 7 Months
Starts in November
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Leveraging the commercial capabilities of Coca-Cola can make
significant impact where challenges are shared
Coca-Cola and MSD Partnership Model
5
Pe
rfo
rma
nce
M
an
ag
em
en
t
Sto
re &
D
istrib
ute
Convening Power
Public Health Impact
Commercial Impact
The partnership model will focus on and will be limited to areas where there is a clear role for Coca-Cola to support MSD in its transformation journey
Across these focus areas, Coca-Cola will contribute in three ways:
• Expertise: Provide project advisors to support the core project team
• Institutional Knowledge: Provide operational knowledge and best practices
• Convening Power: Through its brand, support the team to engage other partners
At its core, the partnership model is intended to identify areas where the commercial capabilities of Coca-Cola can be shared and brought to bear on challenges in MSD
Strategy
Partnership Focus Areas
Coca-Cola Contribution
Partnership
Model
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Benefits of long-term commitment
Strategy
6
Commercial Impact
Public Health Impact
Shareholder Expectations
• Firms adopting corporate social responsibility policies receive more favourable stock analyst ratings
• Positive CSR strategies are perceived as value-creating
Coca-Cola Benefits
Brand and Reputation
• Differentiate products and services to increasingly savvy consumers
• Drive greater employee engagement
Licence to Operate
• Enhanced relationship and influence with emerging market governments
• Rising expectations of host governments and citizens on role of business
Access
• Ability to leverage and learn from corporate supply chain capabilities to increase access to key goods and services (e.g. vaccines)
MSD/MoH Benefits
Social Mobilisation
• Ability to learn from corporate marketing strategies to increase the awareness and uptake
Human Capital Development
• Ability to learn HR techniques from Private sector to provide people with the skills to succeed and sustain the change
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Development Impact
• All of these factors create value for the project and reduces the overall project delivery costs
• Through the contribution of knowledge and people, the contribution from Coca-Cola improves the quality of the outcomes and as result has a direct public health impact
Coca-Cola will support by providing expertise, institutional
knowledge support the programme to engage other
partners
•Coca-Cola Contribution
7
Expertise
• Coca-Cola will provide part-time project advisors to support the core project team
• This contribution directly reduces the overall project cost and improves the overall quality of the outcomes
Convening Power
• Coca-Cola is recognised as the world’s most valuable brand
• Coca-Cola through its brand and relationships will support the project to interact and obtain support from other relevant private sector partners (e.g. 3PLs)
Institutional Knowledge
• Coca-Cola will provide tacit process and solution knowledge to support delivery of the MSD projects
• This knowledge includes processes, technology blueprints and methodologies
Each contribution factor has a tangible impact on the quality of the project outcomes and as a result has a direct impact on public health
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Coca-Cola in Tanzania are Represented by Three Bottling
Companies with Different Territories
To date we have worked with Coca-Cola Kwanza, based in Dar es Salaam. The last
mile project will need to engage all three
8
Nyanza
Bottling
Coca-Cola
Kwanza
Bonite
Bottlers
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
How Coca Cola Could Support Phase Three
9
Strategy
Planning
Procurement
Distribution &
Logistics
Talent Management
Monitoring &
Evaluation
1
2
3
4
5
6
• Share knowledge road conditions, routing in hard to reach areas
• Seek inputs on franchisee model and 3PL/4PL players in distribution
• Provide examples of Procurement analyses, scorecards, or processes that could be models for MSD
• Share S&OP implementation experience and current practices
• Observe and facilitate one MSD O&SP meeting
• Share talent strategy including recruitment & training methodology
• Share PM processes and counsel
• Validate usefulness of executive level metrics and advise on methodology of data collection in geographically dispersed business
• Review relevant sections of MSD Medium Term Strategic Plan
• Request for Rates, security procedures and other
tactical information
Coca-Cola has experience that can be leveraged to support MSD in embedding leading practice into their organisation. ADP’s understanding of the support available remains to be validated, but may include:
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
The MSD Phase 3 Project will last eight months, while other partners’
projects are multi-year efforts. As we describe the scope and
approach to workstreams we invite comment on how best to align
2. For each MSD Ph3 Workstream:
• Establish points of contact in other programmes
• Key dates and milestones that impact on MSD Phase 3
• Any expected integration challenges
Integration Objectives for Today Sponsors / Existing Programmes
Ministry of Health
and Social Welfare
1. Identify additional initiatives that MSD Ph3 should align with
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
There may be one or several Responsible Directors
or Managers for a workstream.
Need to be consulted and engaged to shape the
outputs and decision-making for the workstream,
Will facilitate the engagement with managers and
staff in their directorates
MSD Phase Three – Governance Structure
Phase Three Directors’ Roles and Governance Meetings
11
Programme Management Meetings
Events: Launch Workshop and two checkpoint Workshops
Attendees: Group as per today’s workshop
Role:
Review status of the overall programme
Leverage senior level relationships to address obstacles
support extension of the learnings to other contexts
Phase Three Steering Committee
Workstream Management Meetings
Events: Meetings once per month before submitting status
report to funders
Attendees: Phase 3 Programme Manager plus Workstream
Accountable Directors, Coca-Cola (as required), ADP
Role:
Review the status of individual workstreams
Escalate significant issues to Steering level
Time Commitment: Meeting once per week
Attendees: Workstream Accountable and Responsible
Directors, Coca-Cola (as required), ADP
Role:
Manage and contribute to detailed execution of plans
Take timely decisions to manage the workstream
Workstream Responsible Director / Manager
Lead director for the workstream and responsible for
attending the monthly management meetings
Convenes meetings with other directors, as well as
with managers and staff in their own directorate
Workstream Accountable Director / Manager
Phase Three Programme Director
Overall responsible director for the Programme.
Convenes and chairs monthly management
meetings
Accountable for ‘signing off’ the status reports to
funders.
Attends the steering committee meetings and feeds
back decisions to all workstreams
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Today’s key objectives are to present the proposed scope and
approach for each workstream and to socialise findings to date
Agenda for Today
12
1. Introductions & Programme Overview 9:00 – 9:30
2. Partnership Model with Coca Cola 9:30 – 9:45
3. Scope and Approach for Last Mile and Core Planning &
Procurement 9:45 – 10:30
4. Scope and Approach for Performance Management and
Monitoring and Evaluation 10:45 – 11:30
5. Yale: AIDED Model for Dissemination, Diffusion, and
Scale Up 11.30 – 13.00
6. Understanding O&SP Challenges – The Supply Chain
Game 13.45 – 15:45
7. Tools Recommendation for Network Optimisation 15:45 – 16.00
8. Progress To Date on Balanced Scorecard Design 16:15 – 16:35
9. Performance Management - Motivation & Results 16:35 – 17:10
10. Workshop Wrap Up 17.10 – 17.30
Lunch Break
Coffee Break
Coffee Break
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Direct Delivery Landscape
14
DMOs
Dispensaries
Health Centres National Hospital
Special Hospitals
Referral Hospitals
Regional Hospitals
Faith Based HF
District Hospitals
End
Customer HC Customer
Secondary Health
Institutions MSD Warehouses
ERP eLMIS eLMIS
Level
Inventory
Data Source
Direct Delivery
MSD Central Warehouse
MSD Zonal Stores
Suppliers of Medicines &
Supplies
Optimum fleet
utilization
Explore 3PL/4PL –
franchisee model
vs. Insourcing
Mobile
warehouse
vs. new
optimal
nodes
Direct Delivery route & network optimization
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Last Mile at MSD
15
Project Objectives
• Request inputs on road conditions, routing in hard to reach areas.
• Seek inputs on franchisee model and 3PL/4PL players in distribution .
• Request for Rates, security procedures and other tactical information.
• ADP will analyze the business case of using Llamasoft vs. Excel tools.
• MSD/ADP will work hand in hand to conduct optimization of existing direct delivery routes
• ADP will work together with MSD on feasibility analysis of 3PL/4PL , sharing responsibilities for data gathering and field visits to assess local conditions.
• ADP will document “lessons learned” in a manual that MSD will be able to use for the assessment, decision making and roll -out to new direct delivery regions.
Role of MSD & ADP Consultant Team Role of Coca-Cola
In Scope
• Review existing fleet, Direct delivery routes and optimize them.
• Explore Llamasoft for Network Optimization for existing Direct delivery routes.
• Explore Outsourcing (3PL/4PL) opportunities for
- MSD to Zone
- Zone to Health facility
Out of Scope
• Optimization of new direct delivery regions, analysis of expansion of ILS products like vaccines and cold chain.
Project Scope
In order of priority..
1. Derive greater efficiencies by reducing transportation costs
by optimizing existing routes from MSD to Health
facilities(Direct Delivery).
2. Through network optimization
• validate existing set up( whether big trucks acting as mobile
warehouse are optimal for re-distribution).
• explore new nodes or stock points for re-distribution
3. Evaluate 3PL/4PL usage to increase savings and optimize
MSD’s fleet utilization
MSD Project Team Cosmas Mwaifwani, Sylvester Matandiko, Lucy Nderimo, Misanga Muja,Heri Mchunga
ADP Project Team Swaraj Mukherjee
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Transforming Medicine Delivery The ILS Way
•Bringing other medicines and programs into the ILS distribution system
16
TIME
Integrating into ILS
Similar Distribution Model
Dissimilar Distribution Model
Pro
gram
M
SD
Reg
ion
al
Dis
tric
t
ILS
Health Centres and Dispensaries
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Initial Inputs to Project
17
Pro
ject Lau
nch
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Project Stage Breakdown
18
Stage 1 Optimize current
identified direct routes from MSD Zone
Stage 2 Decide on
outsourcing vs. insourcing of
routes
Stage 3
Design methodology for
MSD to do network
optimization independently
• Conduct an analysis of the current
MSD direct delivery routes and
identifying areas of opportunity for
route and network optimization with
Llamasoft leading to outsourcing
options.
• Conduct a detailed cost benefit
analysis on 3PL/4PL’s across 2 or
3 identified regions and provide
optimal node options for a Go/No
Go decision
• Coach participants on processes
and actions for achieving greater
efficiencies through optimized
network for new direct delivery
routes
Coca-Cola Contribution
• Coca-Cola will provide expertise to share 3PL/4PL providers serviceability across districts, cost and performance.
• Coca-Cola will provide guidance on “how to” source and change identified inputs for new direct delivery routes optimization
Activities
• Coca-Cola will provide tactical knowledge to evaluate the cost driver analysis and to provide insight into what additional factors should be considered during data capture
Outcomes
• Optimized direct routes using
Llamasoft tool to bring cost
efficiencies
• Outsourcing vs. Insourcing
feasibility study and pilot
implementation
• Route and Network
Optimization methodology
document
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
• Confirm
strategic
intent
• Finalise
scope
• Define
project
plan
Project Roadmap
Month 1 Month 2 Week 1
Route & Network Optimization and 3PL/4PL cost benefit analysis & outcome (Scope of this project)
Month 3 Month 4 Month 5 Month 6 Month 7
Pre-mob
Stage 1: Review As-Is and Optimize Current DD Routes
Stage 2: Outsourcing vs. Insourcing
Stage 3: Document Methodology
Legend: Workshop Deliverable Coke Meeting
Identified Direct Delivery routes optimization conducted
Analysis on 3PL/4PL
Recommend optimized routes
Recommendations on 3PL / 4PL
Implementation
Methodology
document
Gather route information
Co-create methodology document
for new direct routes
MS
D m
an
ag
e a
nd
im
ple
me
nt
dis
trib
uti
on
Sys
tem
Evaluate Llamasoft vs. Excel tools
Request Tacit
Information
Sharing with
Coca Cola
Implement Chosen Optimization Recommendations
Implement Pilot of 3PL / 4PL Recommendations in one region
Request 3PL
Landscape
Information
from Coca Cola
Request review
of methodology
with Coca Cola
Validate rates,
serviceability and
contractual terms of
selected 3PL/4PL
providers with Coca
Cola
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Core Planning and Procurement
Core Planning and Procurement Workstream is composed of Planning process
initiative called Operations and Supply Planning (O&SP) as well as various
Procurement initiatives
21
Core planning and procurement
• Supplier scorecard
• Contract management process
• Supplier feedback forum
• Forecast sharing with suppliers
Procurement Initiatives Planning Initiatives
• O&SP Process
• Demand Planning
• process
improvements
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
In order of priority..
1. Increase product availability of ILS* products by instilling a regular process of proactive supply chain planning
2. Increase ability to evaluate and react to Health Centre level customer demand
3. Improve supplier relationships to:
1. Reduce lead times and order cycle times
2. Identify opportunities for reduced costs
3. Reduce administrative burden on Procurement
*ILS= Integrated Logistics Services, subset of all medicines
Project Overview
22
Project Objectives
• Share S&OP implementation experience and current practices
• Provide examples of Procurement analyses, scorecards, or processes that could be models for MSD
• MSD to revitalize O&SP process and ADP to support preparations each month
• MSD & ADP to collaborate with Last Mile, M&E, Talent Management, SCMS, DELIVER, Eproc. and ERP teams to ensure consistency and longevity of process change
• ADP to support procurement team with rollout of supplier relationship improving initiatives
Role of MSD & ADP Consultant Team Role of Coca-Cola
In Scope
• Gap analysis between Phase 2 O&SP plan & current state
• Regular rhythm of O&SP process, beginning with a subset of products with similar planning parameters
• Forecasting improvements at DMO level through collaboration w/ ERP, eLMIS, & SCMS
• Support of procurement initiatives e.g. supplier scorecard, contract management process, supplier feedback forum
Out of Scope
• Roll out O&SP planning process for all product lines • Customer service at End Customer level (Inventory reporting,
demand forecasting, and product availability) • Budget challenges with MOH • E procurement feasibility analysis
Project Scope
MSD Project Team Heri Mchunga, Lameck Kipilyango, Owden Mhabuka, Frederick Nicolaus, Missanga Muja, Lucy Nderimo, Sylvester Matandiko, Cosmas Mwaifwani, Shaaban Husein
ADP Project Team Alison Henning
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Confirmation of Customer Visibility
23
DMOs
Dispensaries
Health Centres
National Hospital
Special Hospitals
Referral Hospitals
Regional Hospitals
Faith Based HF
District Hospitals
End
Customer HC Customer
Secondary Health
Institutions MSD Warehouses
ERP eLMIS eLMIS
Level
Inventory
Data Source
Direct Delivery
MSD Central Warehouse
MSD Zonal Stores
Suppliers of Medicines &
Supplies
Current Inventory, Forecast &
Demand Visibility
No visibility
Order Fill Rate Known, but not
Inventory Level (Until eLMIS)
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Project Stage Breakdown
24
Stage 1 O&SP Gap Analysis
Stage 2 Roll Out
Operations & Sales Planning
(O&SP) Process
Coca-Cola Contribution
Activities
Deliverable Outcomes
• Conduct gap analysis of current
MSD planning /procurement
processes & Phase 2 O&SP design
• Update O&SP plan to include recent
changes to MSD structure
• Collaborate with ERP to design long
term O&SP process
• Prepare for and execute regular
O&SP process, using Phase 2 or
newly created tools
• Maintain O&SP steady state with
pilot item list, and create plan to
expand O&SP to other MSD items
• Support intermittent procurement
initiatives such as documenting
soft copy tender evaluation,
creating supplier scorecard, and
improving supplier relationships
• Observe Coke bottlers’ S&OP meetings as example and model
• Provide examples of procurement
analyses, tools , SRM models
• Updated O&SP process
documentation
• Post ERP O&SP materials
• Preliminary product list
• O&SP roll-out communications,
timeline, and meeting preparation
materials that include:
• Customer service root cause
analysis
• Supplier call off plan
• Operational scorecard
• Plan to rollout O&SP to all Product
Categories
• Tender evaluation: 2011 Act impact
analysis
• Supplier Scorecard
• Contract Management Process
• Supplier Feedback Forum
• Forecast Sharing Tool for key suppliers
Data
Roles
Rhythm
Tools
• Provide overview of Coke bottlers’ S&OP process and development
• Implement O&SP
process from the
foundation - up
Stage 3 Support O&SP Steady State
Stage 4 Support
Procurement Improvement
Initiatives
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Kick-Off • Confirm
strategic
intent
• Finalise
scope
• Define
project
plan
Project Roadmap
Month 1 Month 2 Week 1 Month 3 Month 4 Month 5 Month 6 Month 7
Pre-mob
Stage 1: Gap Analysis
Stage 2: Roll Out O&SP Process
Stage 3: O&SP Steady State
Legend: Workshop Deliverable Coke Meeting
Resume O&SP process
Prep for and execute first two O&SP meetings
Maintain O&SP steady state
O&SP Rollout to New Product Categories
Product List Analysis, Updated O&SP Documentation
Coms, Drumbeat Timeline, Meeting Materials
Meeting Materials, Meeting Outcomes
Contract Management Process Supplier Scorecard, Tender Eval process
Supplier Feedback Forum
MSD Item Plan
O&SP Drumbeat
Overview
Meeting
Coke S&OP Observation Meeting
O&SP Refresh
Coke Procurement Sharing Meeting
Stage 4: Support Discrete Procurement Initiatives
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Today’s key objectives are to present the proposed scope and
approach for each workstream and to socialise findings to date
Agenda for Today
26
1. Introductions & Programme Overview 9:00 – 9:30
2. Partnership Model with Coca Cola 9:30 – 9:45
3. Scope and Approach for Last Mile and Core Planning & Procurement
9:45 – 10:30
4. Scope and Approach for Performance Management and Monitoring and Evaluation
10:45 – 11:30
5. Yale: AIDED Model for Dissemination, Diffusion, and Scale Up 11.30 – 13.00
6. Understanding O&SP Challenges – The Supply Chain Game 13.45 – 15:45
7. Tools Recommendation for Network Optimisation 15:45 – 16.00
8. Progress To Date on Balanced Scorecard Design 16:15 – 16:35
9. Performance Management - Motivation & Results 16:35 – 17:10
10. Workshop Wrap Up 17.10 – 17.30
Lunch Break
Coffee Break
Coffee Break
Copyright © 2012 Accenture All rights reserved.
Performance Management – Scope Schematic
• Performance Management is the process by which organizations align their resources, systems and employees to strategic objectives and priorities
• Competency Management is a tool within a performance management which contains detail around role specific
requirements and objectives
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Project Overview
29
Revised Project Objectives
• Share talent strategy including recruitment & training methodology
• Share PM processes and counsel
• ADP to work collaboratively with the Director of Corporate Affairs HR and to review current PM System and complete design for new system
• ADP to support MSD in implementing a pilot a creating tools for full roll-out
Role of MSD & ADP Consultant Team Role of Coca-Cola
In Scope
• Review of existing Performance Management (PM) System including Supply Chain Competency Model
• Design of to-be PM System to include playbook for roll-out of competency model across all MSD departments
• Pilot Implementation of to-be PM System (target population for pilot to be confirmed)
• Review pilot and define roadmap for full implementation of PM System across MSD
Out of Scope
• Detailed role descriptions and other low level detail for competency model
• Roll out of training for Supply Chain Academy
• Setting of individual and department-level targets
Project Scope
Create a PM System that aligns HR Processes to
business strategy consistently across directorates,
which will aim to:
• Improve supervision, productivity and efficiency
to enhance customer satisfaction
• Improve motivation and job satisfaction to
retain, develop and attract talent
• Introduce succession planning
MSD Project Team Victoria Elangwa, Neema Mwale, Frankie Nkone, Siku Baleja
ADP Project Team Helen Clarke
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Initial Inputs to Project
30
Pro
ject Lau
nch
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Project Stage Breakdown
31
Stage 1 Understand
Current State PM System
Stage 2 Design Future Performance Management
System
Stage 3
Run Pilot of new PM System
• Conduct an analysis of the current
MSD performance management
Processes identifying strengths and
areas of opportunity.
• Consider private sector models
and ways of working
• Recommend and design a revised
Performance Management
Process aligned to the overall MSD
Overall Scorecard and Strategy.
• Launch the Revised Performance
Management Process as a pilot
and identify key insights and
learning before defining roadmap
to expand implementation.
Coca-Cola Contribution
• Share experience of successes and challenges in Coke PM System
Activities
Deliverable Outcomes
• Advise on experience with multi-location, multi role implementation
• Documented review report of current
performance management system
including strengths and areas of
opportunity (in PowerPoint)
• Research report of relevant PM
models (in Powerpoint)
• Design of to-be Performance
Management System for MSD
• Implementation of to-be design
of PM Process for pilot group
• Creation of roadmap for future
implementation of to-be design
of PM Process across MSD
• Provide overview of Coke’s current state PM System – the ‘RED System’
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Project Roadmap
32
Improved Performance Management
Legend: Workshop Coke Meeting Deliverable
Implementing the
Roadmap
Workshops
Pre-launch
Week 1
• Confirm
strategic
intent
• Finalise
scope
• Define
project
plan
Imp
lem
en
tati
on
of
Ro
adm
ap
Month 1
Stage 1: Review As-Is Talent Processes
Month 2
Kick-Off
As-is Research
As-is Analysis
Stage 2: Design New PM Model
As-Is Review and Idea Generation Workshop
Month 3
Implementation Planning Workshop
Create To-be PM Design & Templates and Communication Strategy
Private sector models research
Stage 3: Implementation
Design pilot*
Month 4
Current state review report
Overview of Coke PM Model
Mid-Design Workshop
Design for new PM Model & Communication Strategy
Prepare and Run pilot
Review pilot Create and socialise
complete PM roadmap
*Target population for pilot tbc. To include broad spectrum of roles, levels and geograpgies across MSD.
Communicate plans with workforce
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Scope Schematic - Monitoring and Evaluation
Translate Mission
and Vision into
Strategy Map
Strategy Map
Value
Drivers Objectives
Cause-effect
relationship
Consistent Reporting Formats
BAU* Executive
Scorecard (KPIs)
Governance Framework
Continuous Performance Improvement
Translate Value
Drivers into
Executive
Scorecard KPIs
*Business as Usual
Revised M&E Manual incl. KPI Dictionary
Improvement
Projects Tracker
Define Process for
Data Collection and
Reporting; Dept. Level
Accountability; Rules
of Engagement with 3rd
Party Partner
Organizations
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
• Validate the design of the scorecard
based on experience from RED*
• Provide guidance on data collection and
reporting in the context of a
geographically wide-spread business
Project Overview
• MSD and ADP to co-create executive level scorecard
• ADP to review and redefine the governance framework to monitor Improvement projects and BAU performance
• ADP to facilitate MSD meetings with 3rd parties
Role of MSD & ADP Consultant Team Role of Coca-Cola
• Define a governance framework for M&E within MSD, to cover:
• Monitoring and evaluation of MSD’s Improvement Projects
• Process to produce executive level scorecard on a regular basis
• Where necessary, partnership agreements with third parties to
measure MSD’s performance on it’s core supply chain functions
• Detailed design of an executive level scorecard to capture a
comprehensive yet concise set of measures and steer weekly and
monthly management meetings
• Create a tracker for MSD’s Improvement Projects to manage adherence
to plans and achievement of objectives
• Pilot the M&E processes on one Improvement Project and create first
iteration of the executive scorecard from available data.
• Create plan for development of scorecard as data becomes available
Out of Scope
• Process mapping to define metrics and scorecard for each directorate
• Field surveys to assess MSD’s impact on grassroots health outcomes
Project Scope
MSD Project Team Joseph Mgaya, Shabaan Husein, Cosmas Nalimi, Sako Mwakalobo
ADP Project Team Piu Bose
Project Objectives
• Define M&E governance which clarifies
roles and responsibilities for the
collection and processing of metrics, as
well as responsibilities for root cause
analysis and continuous improvement
• Develop a set of metrics which track the
achievement of MSD strategy over time
• Develop a tracker for monitoring
achievement of Improvement Project
outcomes
• Enable MSD to source data from third
parties where necessary to monitor
MSD’s own performance
• Build capacity within MSD for
implementation of M&E
*RED is Coca-Cola’s M&E effort, RED stands for Right Execution Daily
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Initial Inputs to Project
36
Pro
ject Lau
nch
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Project Stage Breakdown
• Develop and validate top level org.
KPIs with Director General
• Define department level accountability
for reporting on key metrics which map
up to top level org. KPIs
• Assign roles and responsibilities within
the reporting process specific to M&E
staff vs. Directorates
• Review and update the M&E manual incorporating more detailed methods and process for
• BAU Monitoring via scorecard • Improvement Projects Monitoring • Partnership agreements with third
parties, where required
• Create an implementation plan for
MSD’s M&E group for systematically
integrating and scaling-up of monitoring
and evaluation capabilities across all
BAU and Improvement projects
• Coach the M&E team by conducting a
pilot M&E initiative for an Improvement
project
Coca-Cola Contribution
• Provide best practice guidelines on how Coke run their business including combining operational measures with market data and tracking improvement projects
Activities
Deliverable Outcomes
• Post implementation analysis on
requirements to get RED live in
Tanzania including timeline, approach,
training, system revamping, etc.
• Executive Level Scorecard • Metrics Dictionary
• Description (quant. vs. qual.) • Algorithm & Aggregation Rule • Processor (M&E) vs. Owner (Directorate) • Frequency of data collection
• Revised M&E Manual
• Improvement Projects Tracker
• Master Plan of Current Improvement Projects
• Process manual on partnership agreements
with third party development orgs.
• Capacity building within M&E team to
independently roll out organization wide
monitoring and evaluation initiatives
• Leverage learning from RED framework on optimal number and complexity of metrics to use in a fast moving environment
Stage 1 Design
Executive
Scorecard
Stage 2 Define M&E
Governance
Framework
Stage 3 Pilot & Planning
for M&E
Implementation
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KPI Dev. Workshop
Create Strategy Map
Kick-Off
Project Roadmap
38
Stage 1: Develop Scorecard Pre-mob
Week 1
• Confirm
strategic
intent
• Finalise
scope
• Define
project
plan
Stage 2: Define Governance Framework
Executive Score-card & Governance Framework
Design process for Root-Cause Analysis & continuous improvement
Redefine monitoring & reporting process
Stage 3: Implement Pilot
Setup process and actions for pilot
Month 4
Legend: Workshop Deliverable Coke Meeting
MS
D m
an
ag
e a
nd
im
ple
me
nt
PM
Sys
tem
Define dept. level accountability
Create KPI Dictionary
Create partnership agreements with 3rd parties
Month 3 Month 2 Month 1
Review
RED
Exec. Scorecard
Design
Revised
M&E
Manual
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Balanced Scorecard: Background and Rationale
• A balanced scorecard allows executives to keep a pulse of the business at all times by focusing on the ‘right’ metrics that are a weighted balance to all the key levers of the business
• Balanced Scorecard is a balanced view of
organizational performance and typically there are 4 quadrants to track:
• Value • Operational Excellence • Suppliers & Customers • Organization & People
• The balanced scorecard strikes a balance
between “quality & productivity”, “efficiency & effectiveness”.
• What are the critical success factors in each
of the four scorecard perspectives?
• What are the key measurements that will tell us whether we’re addressing those success factors as planned
The Balanced Score-card Perspective
Value
Sup./Cust.
Org. & Ppl.
Op. Excel.
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Today’s key objectives are to present the proposed scope and
approach for each workstream and to socialise findings to date
Agenda for Today
40
1. Introductions & Programme Overview 9:00 – 9:30
2. Partnership Model with Coca Cola 9:30 – 9:45
3. Scope and Approach for Last Mile and Core Planning & Procurement
9:45 – 10:30
4. Scope and Approach for Performance Management and Monitoring and Evaluation
10:45 – 11:30
5. Yale: AIDED Model for Dissemination, Diffusion, and Scale Up 11.30 – 13.00
6. Understanding O&SP Challenges – The Supply Chain Game 13.45 – 15:45
7. Tools Recommendation for Network Optimisation 15:45 – 16.00
8. Progress To Date on Balanced Scorecard Design 16:15 – 16:35
9. Performance Management - Motivation & Results 16:35 – 17:10
10. Workshop Wrap Up 17.10 – 17.30
Lunch Break
Coffee Break
Coffee Break
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Yale Presentation
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Afternoon Session
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Today’s key objectives are to present the proposed scope and
approach for each workstream and to socialise findings to date
Agenda for Today
43
1. Introductions & Programme Overview 9:00 – 9:30
2. Partnership Model with Coca Cola 9:30 – 9:45
3. Scope and Approach for Last Mile and Core Planning & Procurement
9:45 – 10:30
4. Scope and Approach for Performance Management and Monitoring and Evaluation
10:45 – 11:30
5. Yale: AIDED Model for Dissemination, Diffusion, and Scale Up 11.30 – 13.00
6. Understanding O&SP Challenges – The Supply Chain Game 13.45 – 15:45
7. Tools Recommendation for Network Optimisation 15:45 – 16.00
8. Progress To Date on Balanced Scorecard Design 16:15 – 16:35
9. Performance Management - Motivation & Results 16:35 – 17:10
10. Workshop Wrap Up 17.10 – 17.30
Lunch Break
Coffee Break
Coffee Break
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Welcome to the Supply Chain Game
45
• Please do not touch the board or any of the pieces yet!
• Teams of 4 people
• Each table has a facilitator
• The 2 hour slot will comprise:
• 15 minutes introduction & rules
• 1 hour playing game
• 45 minutes wrap up & lessons learned
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The Supply Chain Game: A brief History
The Supply Chain Game is based on a game called “The Beer Distribution Game”
that is used in Supply Chain training courses around the world.
46
Created
● Professors at MIT Sloan School of Management in the 1960’s
● To demonstrate key principles of supply chain management
Spread
Used today at top universities and Supply Chain and Management Programs to demonstrate:
● Supply Chain Collaboration
● System Dynamics
Adapted
● For today’s workshop
● Demonstrate MSD specific challenges
Game Objectives
o Gain an insight into some of the pitfalls of supply chains
o Learn and experience the rationale behind some of the concepts behind Operations & Supply Planning
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The Simulation
• Each table represents an international Stethoscope supply chain,
from raw materials to consumer.
• We will play in turns. Turns represent time passing.
• Everyone plays a different role, but all players have the same
steps.
• Consumer demand is received by the retailer. Orders are placed
upstream (to your right) and actual stethoscope are received
downstream (from your right.)
• Your goal is to meet your customer demand while minimizing
your inventory and backorder costs.
47
Orders Flow Upstream
Stethoscopes Flow Downstream
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Order
Flow
Material Flow
Orders Sold to Customers
Raw Materials from Suppliers
The Board
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The Board
The 4 big boxes represent warehouses for each entity in the supply chain.
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The Board
The 4 trucks along the bottom represent transportation delays in the supply chain.
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The Board
The 4 boxes along the top represent order delay.
Order
Flow
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Your Materials
52
You should have in front of you:
1. One Pencil
2. One Inventory Tracking
Sheet
3. Post-It Notes for
placing orders
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What are we shipping?
53
Small Paper Clips
Large Paper Clips
Colorful Paper Clips
1 Stethoscope
5 Stethoscopes
10 Stethoscopes
Remember to ship your stethoscopes in a box!
The board is specially set up to be a supply chain – in progress.
Please do not touch them yet.
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5 Steps in Each Round
During each round you will:
1. Receive inventory
2. View orders from your customer
3. Ship orders to your customer
4. Write down your inventory level
5. Place orders for more supplies to your supplier
54
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1. Receive inventory:
With your right hand, take the
inventory from the truck to your
right and put it in your
warehouse.
DISTRIBUTOR Shipping
delay
Incoming Orders Order Placed
5 Steps in Each Round
Shipping
delay
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DISTRIBUTOR Shipping
delay
Incoming Orders Order Placed
5 Steps in Each Round
2. View your
customer’s orders:
With your left hand, pick up
the order on your left that
came from your customer.
Shhhhh… Don’t show
anyone your order!
1
Shipping
delay
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DISTRIBUTOR Shipping
delay
Shipping
delay
1
Incoming Orders Order Placed
5 Steps in Each Round
3. Ship Orders to
Customer
Use the inventory in your
warehouse to fulfil your
customer’s order by
moving the inventory into
your delivery truck which is
to the left of your
warehouse.
Throw the order note away.
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DISTRIBUTOR Shipping
delay
Shipping
delay
Incoming Orders Order Placed
5 Steps in Each Round
4. Do a stock-
check:
Write down your current
inventory level.
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DISTRIBUTOR Shipping
delay
Shipping
delay
Incoming Orders Order Placed
5 Steps in Each Round
5. Create an order:
On the sticky side of a
Post It note, write the
number of stethoscopes
you would like to order.
With your right hand, put
the order face down, in the
order box to your right.
Shhhhh… Don’t tell
anyone your order!
2
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How Do I Keep Score?
Reminder:
During each round, inventory or backorders will be counted
• 1 unit of inventory costs 1 point
• 1 unit of backorder costs 2 points
60
Your goal is to meet your customer demand while
minimizing your inventory and backorder costs.
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Basic Rules
1 – No talking between “different supply chain levels”
2 – Do not move ahead of the facilitator
3 – Hide your orders from your neighbors
61
The facilitators are there to: • Answer questions
• Accept stethoscopes from the retailer
• Provide raw material supplies to the factory
• Stop you from cheating!
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Quick Rules Sheet
62
Rules
• No talking between “different supply chain levels” • Do not move ahead of the facilitator • Hide your orders from your neighbors Steps
1. Receive inventory 2. View your customer orders 3. Ship orders & backlog to customer 4. Record inventory and backlog (on provided sheet) 4. Place new orders
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Backorder Pause
63
If Order from Customer > Inventory In Stock, this is a backorder.
E.g.
Inventory Level: 4
Order from Customer: 5
New Inventory Level: -1
If you have enough inventory to only cover part of your customer’s
order, you ship what you can and record the backorder as negative
inventory.
If you don’t have any inventory to fill your customer’s order, you ship
an empty box.
What if we run out of stock?
On your sheet, backorders are recorded as negative
Inventory
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Backorder Pause
64
Backorders are cumulative. You must fill the backorder as soon as you can.
E.g.
Inventory Level: -4 (backorder because it’s negative)
Order from Customer: 5
New Inventory Level: -9
The factory will always receive the exact amount of stethoscopes that it
orders - there is no limit.
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Debrief
65
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Quick Rules Sheet
66
Rules • No talking between “different supply chain levels” • Do not move ahead of the facilitator • Hide your orders from your neighbors Steps 1. Receive inventory 2. View your customer orders 3. Ship orders & backlog to customer 4. Record inventory and backlog (on provided sheet) 4. Place new orders
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Think about it….
• How did you feel while you were playing?
• What went wrong?
• What assumptions were you making when you placed
your orders?
• How does this reflect real life?
67
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Your Experience
Erratic Demand
68
What we saw…
Do any of these challenges from the game sound like real
life challenges at MSD?
• Don’t know consumer demand
• Departments within an organization not talking
• Trading partners not communicating
• Sales surges at end of period, demand swings
• Gifts in Kind - people “stock the pantry”
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Erratic Demand at MSD:
O&SP Impact
O&SP drumbeat brings the right MSD players to the table on a regular
basis to learn from the past and be proactive about the future.
69
Demand Supply
(Goods)
Supply (Funds)
Operational Strategy
Past Future
• Troubleshooting
• Root Cause
• Trends
• Actual vs Fcst
• Upcoming trends
• Upcoming
challenges
• O&SP Plan
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Understanding O&SP Challenges Wrap Up
Over the next 7 months, the Core Planning & Procurement work
stream will implement O&SP from the foundation up.
Data
Roles
Rhythm
Tools
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Before starting phase three, we should review progress in Phases 1
and 2 in enabling MSD to design routes and networks
72
Phase One
Conducted end to end assessment of MSD’s routes and network in excel
Identified opportunities to improve supply chains to overcome stock-outs across the country
Piloted key Last Mile implementations
Phase Two
Built MSD’s ‘Last Mile’ capability for direct delivery roll –out to health facilities, as mandated by MoHSW
Baseline information captured in excel for speed of gathering
Prepared a tool kit in excel to replicate direct delivery to more regions
Phase Three Objectives
Drive further optimization of existing direct delivery routes to bring cost efficiencies:
Review of route and network mapping, and seek out ordering cycle synergies
3PL/4PL analysis based on lessons learnt from Last Mile operations for the past 1 year
Build capability within MSD to design and roll-out new direct delivery routes efficiently and effectively, as funds become
available from MoHSW
Excel has been the most effective way to gather data and achieve ‘quick win’ results
in past phases, but may not be the most sustainable option
Key Question: What tool is best suited to provide MSD with scenario modelling capability, to achieve optimum results in the quickest time?
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The Llamasoft tool offers improved capabilities to model route and
network scenarios, and has become easier to use in recent versions
73
Capabilities and limitations of current modeling approach
Capabilities Excel Llamasoft
Ability to handle large and complex models
Support data synthesis and aggregation
Ability to solve model vs. heuristic approach
Service level optimisation
Multi mode transport modelling
Multi drop transport modelling (Pseudo-
Routing)
Inventory modelling
Constraints modelling
Sensitivity analysis
Reporting capabilities
Ability to model global geography
Very high Medium Low Very low High
Llamasoft
Complemented by Excel
Ideal Tools
Re-Use of Existing Tools
• Excel data capture templates could be re-used to complement Llamasoft
• Llamasoft can be used to run multiple potential scenarios and select the optimum result, this cannot be achieved
efficiently using excel as the processing tool
Outcome: MSD will able to build new direct delivery routes that are better optimized using Llamasoft
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Llamasoft is the current preferred tool for USAID. Compared to other
network modeling tools, Llamasoft has three distinct advantages
74
Dynamic network models will allow MSD to predict very accurately how well a design will
perform over time, in a variety of metric categories, such as inventory level, cycle time
measurement, warehouse fill rate, and detailed costing.
Multi Time Period modeling
Llamasoft will enable MSD to determine the optimal stock keeping points (network
nodes) as well as the optimal inventory levels (including safety stock) over time.
Integrated Network and Inventory modeling
With simulation functionality MSD will be able to modify critical parameters (e.g. service
levels, shipping frequencies) and to test the supply chain performance (e.g. safety stock
levels) and understand the potential impacts of risks to the supply chain and to support
the definition of mitigation strategies.
Simulation
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Llamasoft offers advantages, but its use is subject to cost constraints
75
Costs of Llamasoft
Llamasoft’ s License cost would be approximately $35,000/year for the first year
Up to 3 users, one per Zonal Cluster
Includes 15 Llamasoft consulting days to support MSD users long term
Disadvantages of Excel
The Phase Two Excel Model is an unsupported tool
Excel will not have the same scenario modeling capability to allow such thorough optimization
Excel will not have such a user-friendly interface as a commercial off the shelf application
Suggested Next Step:
Organize meeting next week between MSD,USAID, JSI and ADP to conclude the way forward in tool selection:
What has been the experience of using Llamasoft for other programmes, are the user-friendly benefits worth the
cost?
What has been the success rate in training users on the more sophisticated capabilities?
Are there any options for leveraging the standing agreement for USAID’s use of the Llamasoft tool to reduce costs?
What is an acceptable ongoing usage budget that MSD or others can sustainably fund?
Decision Making Factors and Next Steps
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The Monitoring and Evaluation workstream has so far included two
sessions to begin the Balanced Scorecard design and a field trip to
Mwanza Zone
Key Findings: Few quantitative metrics are available and reported on a regular
schedule, and in some cases inappropriate proxy measures may mislead
Challenge 1: Data Exists, but is not monitored and reviewed on a regular schedule
Avg. Stock-out
Rate of gt. 70%
Q1: Jul – Sep 2011; Q2: Oct – Dec 2011; Jan – Mar 2012
Sto
ck-o
uts
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The Monitoring and Evaluation workstream has so far included two
sessions to begin the Balanced Scorecard design and a field trip to
Mwanza Zone
Key Findings: Proxy metrics available in the system are often not the right measure
and lead to misleading interpretations
Challenge 2: No systematic approach to verify and track orders demanded vs.
orders that were fulfilled
Metric Proxy Data Issue
Order Fill Rate Fill rate reporting doesn’t reflect the impact of substitutions
Demand Forecast Forecasts for Demand Planning are based on Sales, not ‘Raw Demand’
R&R
Order Form Sales
Invoice
Rept. Fill Rt. 85%
Act. Fill Rt. 40%
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The Balanced Scorecard will address these issues by creating a
comprehensive, yet concise, set of metrics and defining how they
are calculated
Org. &
People
Supplier &
Customer Value
Operational
Excellence
Balanced
Perspectives
MSD’s Nine Existing Strategic Objectives
1. Increase stock availability from 90% to 95% for catalogue
items up-to June 2013 (catalogue items are a collection of
‘must have’ items*)
2. Improve performance efficiency from 90% to 95% by June
2013
3. Improvement of ICT systems from 80% to 100%
4. Improve communication with clients and stakeholders from
80% to 95%
5. Improve HR and QA functions from 74% 100%
6. Improve MSD business segments financial viability from
80% to 100%
7. Strengthen ILS program from 30% to 100%
8. Increase zonal presence from 60% to 75% by making
organizational adjustments
9. Expand market base by 20%
Objective
• To select a mix of metrics that provide a balanced view of the organization across the 4 quadrants: Value, Supplier &
Customer, Operation Excellence and Organization & People
• To focus on a few vital metrics that are SMART (Specific, Measurable, Achievable, Relevant and Timely)
• By providing a limited set of key metrics, encourage focus and follow-up amongst the MSD EMT
Approach Review of MSD’s strategic objectives listed in the Annual Business Plan FY 2012/13 and classify into corresponding
quadrants
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Strategy Maps will be created to breakdown the MSD Objectives
into the key Value Drivers that can be measured. This analysis
allows design of a comprehensive yet concise set of metrics
Order Process
• Inflexible lead time
• Long Port clearing process
• Inflexible contract mgmt.
• Drugs out of date
• Non-optimal use of space
• Delay at Delivery
• Inflexible policies and guidelines
stipulated by MoH
• Inaccurate forecasts by zones
• Lack of consumption data
• Lack of quality measurement
• Long procurement procedures
• Information silos
• Lack of Funds
• Low Cash Flow and WC
• Lack of performance based
incentives
• Lacking necessary skillsets
• Lacking the required
infrastructure at health facilities
Strategy Maps illustrate cause and effect relationships, which helps select metrics
Financial Mgmt.
Storage & Delivery
Training
Supplier
MSD Objective 1 Increase stock availability from 90% to 95%
Strategy Map
Value
Drivers
MSD
Objectives
1 to 9
Cause-
effect
relationship
Using this example, a limited set of metrics can be selected, which relate to each of
the quadrants in the Scorecard to achieve balance
Org. &
People
Supplier &
Customer Value
Operation
Excellence
Balanced
Perspectives
Is metric SMART? • Specific • Measurable • Achievable • Relevant • Timely
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved. 82
The ‘Give’: Motivational Drivers
offered by the Organisation
The ‘Get’: Business Results
The Employee Value Proposition is a measurement of the balance between
what an employee receives from their employer in return for their performance
on the job; It is the "get" versus the "give.“
‘GIVE’
‘GET’
PERFORMANCE
MANAGEMENT
Performance Management:
Managing and monitoring the
relationship between the
‘give’ and the ‘get’.
Motivation & Results – The intrinsic link Financial reward
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Employee Motivation – your view
83
The following list are some key motivators for employees globally, across
different cultures and organisations..
Opportunities for career
development
Work/life balance
Level of responsibility
Non-financial rewards
Brand of the organisation
Financial reward
Type of work Recognition
Working atmosphere
Quality of leadership
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Employee Motivation – your view
84
How would you order these key drivers of employee motivation?
(Discuss in your group)
10 Mins
Opportunities for career
development
Work/life balance
Level of responsibility
Non-financial rewards
Brand of the organisation
Financial reward
Type of work
Recognition
Working atmosphere
Quality of leadership
1
2
4
3
5
6
7
8
10
9
Opportunities for career
development
Work/life balance
Level of responsibility
Non-financial rewards
Brand of the organisation
Financial reward
Type of work Recognition Working
atmosphere
Quality of leadership
Copyright © 2012 Accenture All rights reserved. Copyright © 2012 Accenture All rights reserved.
Employee Motivation - study
85
• A Global study* into employee motivation found the following results..
*Study by Mercer, 2011
• In order to achieve the desired business results it is imperative to
understand what motivates your workforce
Being treated with respect
Work-life balance
Type of work
Quality of people you work with
Quality of leadership
Base Pay
Motivating
Factors
1
2
3
4
6
5
• Note that non-financial factors play a prominent role - useful to employers
facing budget constraints.
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Employee motivation – global views on ‘what matters at work’*
86
Europe # 1: Base pay Italy # 3: Career
advancement
Netherlands # 3: Retirement savings or
pension plan
Spain # 3: Flexible work schedule
Ireland # 2: Job security
India # 1: Career advancement
Australia # 2: Type of work
Argentina, Brazil & Mexico # 3: Training
opportunities
Canada # 4: Working for a respectable
organisation
• Significant variety exists globally on what employees seek from their employer
• Globally, being treated with respect was the most important factor. followed by
work/life balance, type of work, quality of co-workers and quality of leadership.
*Study by Mercer, 2011
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Tanzanian Motivators
• How would you rank the following from your working experience in Tanzania?
• Working in groups, use the cards on your table to order, and the blank cards to
add in any additional factors you think are missing?
• What are the outcomes?
87
Opportunities for career
development
Work/life balance
Level of responsibility
Non-financial rewards
Brand of the organisation
Financial reward
Type of work Recognition ?
Working atmosphere
Quality of leadership
?
Opportunities for career development
Work/life balance
Level of responsibility
Non-financial rewards
?
Brand of the organisation
Financial reward
Type of work
Recognition
Working atmosphere
?
Quality of leadership
1
2
4
3
5
6
7
8
10
9
11
12
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What we are doing to understand employee motivation at MSD..
88
• The outcomes of your discussions in this session will be used as input in this research –
thank you!
…Today’s workshop!
Peer Educators
Employee Survey
Focus groups in each zone
HR workshops
Interviews with MSD
EMT