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The Rate DepotHow The Coca-Cola Company’s Commercial Product
Supply Organization Effectively Manages Rates and
Rate Loading Using SharePoint and Microsoft
in collaboration with
AGENDA• Abstract
• Who are We?
• Business Case
• Rate Depot Evolution
• Rate Gathering
• Rate Status
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• Rate Loading Process Map
• Special Considerations
• Overview of Tool & Demo
• Next Steps
• Questions
• Contacts
in collaboration with
ABSTRACTThe transportation rate gathering and loading process can be cumbersome, error prone, and time consuming. The Coca-Cola Company’s Commercial Product Supply (CPS) organization, in collaboration with Capgemini, has developed a tool to reduce the complexity and time for gathering and loading rates.
The time required for loading rates was reduced from weeks to just minutes while eliminating rate issues in the OTM Production Environment. This overall process allows the business teams to become intimately involved in gathering, formatting, and loading rates while reducing the dependency on technology resources.
This session will demonstrate and highlight:
• Challenges Overcome and Lessons Learned • A Discussion of the Roles and Responsibility needed to utilize this approach• End-to-End OTM Rates Process Tool Demonstration
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WHO ARE WE?
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BUSINESS CASEBackground/Situation
• Transport spend = 7th largest ingredient spend in CPS
• Decentralized coordination with little plant/region collaboration
• Manual and inefficient processing of Rates - Non Standard rate loading process
• Manual and inefficient invoicing and payment processes
• Needed Carrier Consolidation driven by Rate Negotiations and Partnerships
• Global Visibility of Negotiated Rates
• Lack of Business Ownership for Rates
Challenge• Develop and implement standard transportation processes with consistent technology
Business Goal• Standard Global Rate Loading and Tracking process and tool that is managed and owned by business
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RATE DEPOT EVOLUTION
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PAIN POINTS
• Multiple Rate Loading Files Per Plant
• Inconsistency Between Region Rates
• No Standard Naming Convention
• Multiple Rates for the Same Lane
• No Internal Ownership / No Context of Business
• No Global Business Requirements
• No Rate Validation prior to loading in Production
• No visibility for period Accessorial Changes (i.e. BAF)
OPPORTUNITY
• Standardize and/or Eliminate Use of Excel files
• Develop a Consistent Global Process
• Require Rate Testing in Test Environment
• Reduce Rate Loading time (initially 3 weeks)
• Decrease Dependency on consulting resources to Load Rates
• Increase Business Knowledge of Procurement Negotiations and “Complexity of Rates”
• Establish and Enforce Naming Standards
• Standardize “Accessorials”
APPROACH
• Global Visibility• Reduced Rate Loading time
(from 3 weeks to 2 days)• Eliminated Use of Excel files
(from 11 to 0)• Developed a Consistent
Global Gathering Tool using SharePoint
• Require Rate Testing in Test Environment
• Eliminated Dependency on consulting resources to Load Rates
• Established and Enforce Naming Standards
• Standardized “Accessorials” Globally
LESSONS LEARNED
• Rate Negotiations are not standard globally
• Lack of Business knowledge related to rate complexity
• Business skillset limited in troubleshooting rate issues
• Business eager to simplify rates process
in collaboration with
RATE GATHERING
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Rate DepotPlant
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Plant
4Plant
3
Plant
2
Plant
1Plant
60 - Pending Carrier Onboarding
1 - In Process of Loading Rates in Template
2 - Ready to Load in Test
3 - Loaded in Test
4 - Confirmed in Test (Ready for Prod)
5 - Loaded in Prod
6 - Confirmed in Prod
7 - Seasonal Reload
8 - Expiring Rate
9 - Rate Extension
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RATE STATUS
Ready to
Load in
Test
In Process
of Loading
Rates in
Template
Loaded in
Test
Confirmed
in Test
(Ready for
Prod)
Loaded in
Prod
Change of Status initiates Alerts2 - Ready to Load in Test
4 - Confirmed in Test (Ready for Prod)
in collaboration with
RATE LOADING PROCESS MAP
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Rates Gathering into SharePoint1
2 Load in Test
3 Validate in OTM Test 4 Load in Production
5 Confirm in Production
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SPECIAL CONSIDERATIONS• When new costs are needed and all required data remains the
same, Rates can be loaded with SEQUENCE to force a NEW COST
• REGION always supersedes the CITY / COUNTRY rate information
when loading rate information
• Required Fields are enforced to create UNIQUE Rate Offering and
Rate Record Names
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OVERVIEW OF TOOL & DEMO
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NEXT STEPS
• Continue to Seek Balance between Procurement Negotiations,
Complexity of Rates and OTM Rates Processing
• Transition Rates Loading Process to Centralized Business Resource(s)
• Procurement Analysis to Simplify Rates
• Realize Additional Savings by Loading Rates more Effectively
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QUESTIONS
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CONTACTS
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• Jimmy Harper, [email protected]– Jimmy Harper is a 26 year veteran at The Coca-Cola Company with 15+
years managing global technology projects in supply chain.
• Julia Walley, [email protected]– Julia Walley has over 15 years of consulting and industry in Supply Chain
Transportation Management, specifically with OTM and is currently
collaborating with The Coca-Cola Company as a Capgemini OTM
consultant.
