Supply Chain Optimization€¦ · been betting on trendy ingredients including kale and quinoa, items you never would have found on a chain restaurant menu just a few years ago. Larry

Supply Chain Optimizationright place | right time | right quantity

Chicago| 6.28.2017

welcome to Chicago

the SCO journey (so far)best practice solution framework refinement

scorecard development

TODAY’S OBJECTIVES

a collaborative program that engages manufacturers, chain operators and distributors in the development of foodservice best practices that delivers a more efficient and effective supply chain.The output of the work will ensure product is in the right place, right time and right quantity and the consumer is 100% satisfied with their food experience.

SCO CHARTER

SCOthe board

SCO SPONSORS | ASSOCIATIONS

SCO BOARD | OPERATORS

SCO BOARD | MANUFACTURERS

SCO BOARD | DISTRIBUTION

THE FULL SCO BOARD

The International Foodservice Manufacturers Association (IFMA) assigns the highest priority to full compliance with both the letter and the spirit of all applicable federal and state antitrust laws, and it is vital that this meeting be conducted in a manner consistent with that policy.

It is important to bear in mind that those participating in this meeting may work for your employer’s competitor. Accordingly, in order to ensure both strict compliance with the antitrust laws and the avoidance of any appearance of improper or anticompetitive conduct, all participants in this meeting are prohibited from discussing competitively sensitive information of competitor companies before, during and after this meeting. Competitively sensitive information generally includes non-public information about the setting of prices (including discounts, margins and sales and credit terms), profit margins or cost data, production restrictions, allocation of markets or customers, and your company’s future strategies and planning, as well as any other sensitive competitive information.

If, at any time during the course of the meeting, IFMA’s legal counsel believes that a sensitive topic under the antitrust laws is being discussed, or is about to be discussed, counsel will so advise the participants and halt further discussion of that topic. As participants in this meeting, you should likewise not hesitate to voice any concerns you may have in this regard. In addition, if your employer has an antitrust compliance policy, we encourage you to adhere to it as well. If you have any questions about appropriate topics for discussion, do not hesitate to consult with counsel.

Antitrust Reminder

What to Expect Ground Rules

o Challenge of the status quo o Ideaso Inspiration o New connectionso Some work and some fun o Raise the bar for the industry

o Participateo Respect agenda / times

o No sacred cowso There will be debateo 80/20 alignment

o No sharing of proprietary information

discovery✔

foundation & definition ✔

information and data

sharing

best practice tools activation training

pilot industry engagement

PROJECT FLOW

foundation & definition

information & data sharing

best practicetools activation training

MEETINGS

march 8 april 20 june 28 august 2 tbd

las vegas chicago chicago chicago chicago

TODAY

the SCO journey (so far)SCO

our journey

Supply Chain Report (IDC)

LEADERSHIP 6/05/2017 @ 7:00AM 2,056 views

Food Service Industry CollaborationWill Drive Supply ChainTransformation

Shutterstock

Restaurant industry sales in the United States areexpected to reach $799 billion in 2017. That’s a lotof burgers, chicken, fries, salads, burritos andmilkshakes!

While top line revenue growth is moderate, themarket research company NPD Group reportsthat U.S. foodservice traffic actually declined in2016. One of the key factors is changing consumertastes. Market research company Datassentialfound that America’s top 300 chain restaurantsand convenience stores introduced a staggering5,113 new menu items over the past 12 months inthe effort to appeal to changing consumer tastes. “What is interesting is not the types of items thatare new, what’s in them,” said Jack Li, who is amember of the Datassential research team. According to Datassential, chain restaurants havebeen betting on trendy ingredients including kaleand quinoa, items you never would have found ona chain restaurant menu just a few years ago.

Larry Oberkfell, President and CEO of theInternational Foodservice Manufacturers

Kate Vitasek Contributor

Opinions expressed by Forbes Contributors are their own.

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industry is taking noticeSupply Chain Report (IDC)

LEADERSHIP 6/05/2017 @ 7:00AM 2,056 views

Food Service Industry CollaborationWill Drive Supply ChainTransformation

Shutterstock

Restaurant industry sales in the United States areexpected to reach $799 billion in 2017. That’s a lotof burgers, chicken, fries, salads, burritos andmilkshakes!

While top line revenue growth is moderate, themarket research company NPD Group reportsthat U.S. foodservice traffic actually declined in2016. One of the key factors is changing consumertastes. Market research company Datassentialfound that America’s top 300 chain restaurantsand convenience stores introduced a staggering5,113 new menu items over the past 12 months inthe effort to appeal to changing consumer tastes. “What is interesting is not the types of items thatare new, what’s in them,” said Jack Li, who is amember of the Datassential research team. According to Datassential, chain restaurants havebeen betting on trendy ingredients including kaleand quinoa, items you never would have found ona chain restaurant menu just a few years ago.

Larry Oberkfell, President and CEO of theInternational Foodservice Manufacturers

Kate Vitasek Contributor

Opinions expressed by Forbes Contributors are their own.

Ad closed by

Stop seeing this ad Why this ad?

Food Service Industry Collaboration Will Drive Supply Chain Tran... https://www.forbes.com/sites/katevitasek/2017/06/05/food-service-...

1 of 5 6/27/17, 12:26 PM

tools to enable SCOSCO

We have identified the need for better collaboration

Collaborative communication

Accurate & timely forecasting

Transparency / information sharing

Inventory management

Top 4 Areas of Challenge or FrustrationSCO Definition

A collaborative, transparent process and toolkit that consistently delivers

the right product

in the right quantity

at the right price

to the right place

at the right time,

to ultimately delight the consumer.

Potential tools we considered:definitionsprocess maps / summaries

templatesplanning documentscritical path / milestones

data / information standardsrecommended practices

required elementsroles & responsibilities

Proposed Elements in SCO Toolkit

Communication Map

Shows how data and information flows between partners

Data Standards

Rules establishing a consistent format for

information

PrinciplesGuide the way partners collaborate

Collaboration Process

Process that enables partners to work better

together

Scorecards

Communication MapCommunication Map

Shows how data and information flows between

partners

Overview

operator

supplier distributor

Identified over 70 elements to be communicated between partners during our last meeting

Communication Map Shows how data and

information flows between partners

Critical Data for Collaboration

Synthesized the 72 elements identified into the following key elements:

# Data Elements Provider of / User of BIC FrequencyOperator Supplier Distributor1 Location Master Data Supply Chain / IT Supply Chain / IT Operations / IT Quarterly2 Item Master Data Supply Chain / IT Supply Chain / IT Operations / IT Quarterly3 Inventory Levels Store Level Logistics Warehousing/WMS Weekly

4 Lead Time Supply Chain Production Customer Service / Ops Management Monthly

5 Capacity Store Level Production Warehousing / Transportation Monthly

6 Shipment Data (Inbound & Outbound DC) Store Level Logistics Transportation (Shipping

& Receiving) Weekly

7 P.O. (Restaurant & Distributor) Store Level Logistics

Warehousing (to Supplier) / Customer Service (from Operator)

Weekly

8 Item Forecast Marketing (LTO) / Store Level (Core)

Production / Product Management Operations Monthly

9 POS Store Level Sales / Product Mgmt. Customer Service Weekly



workshop #1Key Data & Information Sharing

purpose: get alignment on key data & information to share with partners timing: 30 minute discussion

review list of key data elementsmake any edits and/or additionsdiscuss as a tableprepare final list for report out



Critical Data for Collaboration

Synthesized the 72 elements identified into the following key elements:

# Data Elements Provider of / User of BIC Frequency Operator Supplier Distributor 1 Location Master Data Supply Chain / IT Supply Chain / IT Operations / IT Quarterly 2 Item Master Data Supply Chain / IT Supply Chain / IT Operations / IT Quarterly 3 Inventory Levels Store Level Logistics Warehousing/WMS Weekly

4 Lead Time Supply Chain Production Customer Service / Ops Management Monthly

5 Capacity Store Level Production Warehousing / Transportation Monthly

6 Shipment Data (Inbound & Outbound DC) Store Level Logistics Transportation (Shipping

& Receiving) Weekly

7 P.O. (Restaurant & Distributor) Store Level Logistics

Warehousing (to Supplier) / Customer Service (from Operator)

Weekly

8 Item Forecast Marketing (LTO) / Store Level (Core)

Production / Product Management Operations Monthly

9 POS Store Level Sales / Product Mgmt. Customer Service Weekly



Data Map Excel Draft

From ToSupplier Operator

Information / Data Supplier Operator WhenInfo Source Data UserSourcing & Manufacturing Capabilities Production Supply Chain AnnuallyCapacity Production Supply Chain QuarterlyContingency Plans Production Supply Chain QuarterlyLead Times Requirments Production Supply Chain MonthlyProduction Schedule, Minimums & Capacity Production Supply Chain MonthlyFood Quality & Safety Programs Quality Assurance Quality Assurance QuarterlyPricing / Cost Transparency Sales Supply Chain QuarterlyPricing Customer Service Supply Chain WeeklySales & Marketing Capabilities Sales & Marketing Marketing AnnuallyInnovation / Menu Development Culinary / R&D Culinary AnnuallyInventory Levels Production Supply Chain WeeklyItem Master Data Supply Chain & IT Supply Chain & IT QuarterlyLocation Master Data Supply Chain & IT Supply Chain & IT QuarterlyShipment Data Logistics Supply Chain WeeklyPurchase Orders Logistics Customer Service Weekly

Data StandardsData Standards Rules establishing a

consistent format for information

Application of Data StandardsData Standards Rules establishing a


• Item Master Data• Location Master Data• Shipment Data: Inbound &

Outbound• Point of Sale (POS)

• Inventory Levels• Purchase Orders:

Restaurant & Distributor

• Lead Times• Forecast

• Capacity

Descriptive

What happened?

Diagnostic

Why did it happen?

Predictive

What will happen?

Prescriptive

What should I do?

Decision Support

DecisionAutomation

Decision Action

Data Analytics Human Input

Gartner®:AnalyticsMaturityModel

Gartner’s Analytics Maturity Model Data Standards Rules establishing a


Supply Chain Data Management Model: Roadmap

EXPAND:ExpandForecasting,PlanningandReplenishmenttoincludecontinuousitemsforOperators,DistributorsandManufacturers

ENABLE:Forecasting,PlanningandReplenishmentforLTOs,regionaloffers,andnewitemlaunches

ENHANCE:ReportingandcollaborationcapabilitiesacrossOperators,DistributorsandManufacturers

EXPAND:Datacollectionincluding:PMIX,DCShipments,Receipts,Multi-EchelonInventories,AdditionalLocations

COLLABORATE:Create,generateandsharereportingacrossOperators,DistributorsandManufacturers

COLLECT:Transactionaldatafrompilotlocations– Inventory,ItemUsage,POS

ESTABLISH - SingleSourceofTruthforMasterDataacrossOperators,DistributorsandManufacturers– ItemIDs,Locations,Users,Hierarchies1 MasterData

Foundation

2 TransactionalDataAcquisition

3 SupplyChainVisibility– Stage1

4 ExpandedDataCollection

5 SupplyChainVisibility– Stage2

6 AdvancedPlanning–Events

7 AdvancedPlanning–AllItems

Data Standards Rules establishing a


DistributorsSupplier

Operators

Key Questions to Ask Partners

1. Who Are the Data Sponsor(s) & Steward(s)

2. What Data Will Be Collected/Shared? Why?

3. How Will the Data Be Organized?

4. How Will the Data Be Documented?

5. How Will Data Quality Be Assured – QA?

6. What Will Be the Data Storage/Preservation Strategy?

7. What Are the Data Policies?

8. How Will the Data Be Disseminated/Shared?

9. What Are the Assigned Roles and Responsibilities?

10.What Is the Data Management Cost Structure?




Operators

Best Practice Data Standard TypesData Standards Rules establishing a


Data Creation StandardsData Acquisition Standards

Data Format StandardsData Curation StandardsData Delivery StandardsData Search Standards


Operators

Best Practice Data Standard ExampleData Standards Rules establishing a


Data Creation Standards• Map Current and Future Business Processes• Determine Users and Use Cases• Determine System(s) of Record• Create Data Dictionary

• Examples: Item and Location Master Data –Creation, Maintenance, Deletion

workshop #2Data Standards

review data standards types & planning questions

make any edits and/or additionsdiscuss as a table

capture recommended edits for report out

purpose: identify data standards best practices timing: 30 minute discussion



Distributors Supplier

Operators

Best Practice Data Standard Types Data Standards Rules establishing a


Data Creation Standards Data Acquisition Standards

Data Format Standards Data Curation Standards Data Delivery Standards Data Search Standards

Distributors Supplier

Operators

Key Questions to Ask Partners

1.  Who Are the Data Sponsor(s) & Steward(s)

2.  What Data Will Be Collected/Shared? Why?

3.  How Will the Data Be Organized?

4.  How Will the Data Be Documented?

5.  How Will Data Quality Be Assured – QA?

6.  What Will Be the Data Storage/Preservation Strategy?

7.  What Are the Data Policies?

8.  How Will the Data Be Disseminated/Shared?

9.  What Are the Assigned Roles and Responsibilities?

10. What Is the Data Management Cost Structure?



report out and discussion

Proposed Elements in SCO Toolkit

Communication Map

Shows how data and information flows between partners

Data Standards

Rules establishing a consistent format for

information

PrinciplesGuide the way partners collaborate

Collaboration Process

Process that enables partners to work better

together

Scorecards

Process introduction and jbp-ocm linkageSCO

Collaboration ProcessProcess that enables partners

to work better together

Do you need another forecasting process?

CollaborationThis is about

the solution must include…

stronger alignmentbetween trading partners

SCO PRINCIPLES

CollaborationTrustTransparencyTimelinessAccuracyOwnershipAccountability

OCMA Chain Operator-Manufacturer-validated process

for effective segmentation, collaboration and planning to help drive improved business results.

OCM segmentation model+joint business planning model

OPERATOR COLLABORATION MODEL

OCMRelationship Pyramid

strategic

collaborative

preferred

transactional

TRANSACTIONAL PREFERRED COLLABORATIVE STRATEGICPRICE

Pricing Competitive, standard price contract Customized price contract Customized contract, some

degree of cost transparencyCustomized contract, higher

level of cost transparency

Risk Management

None Commodities buying programs Customized Commoditiesbuying strategy

Commodity risk management/procurement

strategy, shared risk

PLACE

Assured SupplyMeet standard logistical

and billing needs (fill rates, damage, shelf life)

Higher than average fill rates Some supply chain integration and programming

Custom supply chain support, programs and integration

Customer Service

Meets basic requirements Provides some additional support (e.g. ability to drop ship

Multiple levels of contact across functional areas

Dedicated support contacts,multiple contacts across

functional areas

QA/Regulatory Meets basic requirements Provides some additional support

Shared insights, dedicated resources, transparency in data

Strategic planning and investment on QA and

regulatory initiatives/management

PRODUCT

Culinary/R&D None Some culinary or technicaladvice

High level of customized support and first-in access to

new technology

Committed culinary/R&D development resource, joint

menu development

Innovation Off-the-shelf SKUCan meet operator

specifications and supply custom formula product

Provides custom collaborative product development,

category lead in innovation

Collaborative Innovation strategy and pipeline

development, preferred access to new technology

PROMOTION

Marketing None Promotion/merchandising funding

Joint marketing and promotion development, higher level of

funding support

Agency collaboration, branding to the patron, joint

advertising,LTO strategy

PLANNING

InsightHigh level category insights, basic/intuitive supported by

internal sales data

Syndicated data sources (CREST, MenuTrends, IRI) + some

primary insights

Proprietary research includingneeds assessment research, operator/consumer concept

testing, pricing studies

Proprietary research conducted in partnership with operator on category strategy

and growth initiatives

Joint Business Planning

NoneSome planning on commodities

buying, logistics strategy, annual business reviews

Joint business planning across product, logistics andprocurement areas

Integrated bus planning, regular business reviews, C-level

engagement and alignment

Category Management

None Some suggestions categoryimprovement opportunities

Category leadership role on insight and product

development

Category "Captain" support, Collaborative Category Growth

strategy

Support Matrix

88%lack a formal JBP process

opportunistic

sales lead driven

inconsistent

JBP

Segmentation JBPselect partners1 build

relationships &align on opportunities

2 execute initiatives3


OCM

usinginsights

OCMOPERATOR COLLABORATION MODEL

build common perspective on

the category


OCM

SegmentationModel Toolkit

TRANSACTIONAL PREFERRED COLLABORATIVE STRATEGIC CATEGORY ROLE Operational Enabler, Seasonal/LTO or Core Operational Enabler, Seasonal/LTO,

Core or Differentiator Operational Enabler, Seasonal/LTO,

Core or Differentiator Core and Differentiator

PRICE

Pricing Competitive, standard price contract Customized price contract Customized contract, some degree of cost transparency

Customized contract, higher level of cost transparency

Risk Management None Commodities buying programs Customized Commodities buying strategy Commodity risk management/procurement strategy, shared risk

PLACE

Assured Supply Meet standard logistical and billing needs (fill rates, damage, shelf life) Higher than average fill rates Some supply chain integration and programming Custom supply chain support, programs and

integration

Customer Service Meets basic requirements Provides some additional support (e.g. ability to drop ship Multiple levels of contact across functional areas Dedicated support contacts,

multiple contacts across functional areas

QA/Regulatory Meets basic requirements Provides some additional support Shared insights, dedicated resources, transparency in data

Strategic planning and investment on QA and regulatory initiatives/management

PRODUCT

Culinary/R&D None Some culinary or technical advice High level of customized support and first-in access to new technology

Committed culinary/R&D development resource, joint menu development

Innovation Off-the-shelf SKU Can meet operator specifications and supply custom formula product

Provides custom collaborative product development, category lead in innovation

Collaborative Innovation strategy and pipeline development, preferred access to new technology

PROMOTION

Marketing None Promotion/merchandising funding Joint marketing and promotion development, higher level of funding support

Agency collaboration, branding to the patron, joint advertising, LTO strategy

PLANNING

Insight High level category insights, basic/intuitive supported by internal sales data

Syndicated data sources (CREST, MenuTrends, IRI) + some primary insights

Proprietary research including needs assessment research, operator/consumer concept testing,

pricing studies

Proprietary research conducted in partnership with operator on category strategy and growth initiatives

Joint Business Planning None Some planning on commodities buying, logistics strategy, annual business reviews

Joint business planning across product, logistics and procurement areas

Integrated bus planning, regular business reviews, C-level engagement and alignment

Category Management None Some suggestions category improvement opportunities

Category leadership role on insight and product development

Category "Captain" support, Collaborative Category Growth strategy

MANUFACTURER’S SCORECARD for evaluating chain account relationships

Metrics

11 areas from Support Matrix

Account Criteria Account Support Evaluation Guide Score Weight (1-3) Total

Metrics Revenue <$3MM = 1, $3MM-$10MM = 2, >$10MM = 3 3 3 9

Gross Margin Rate Low = 1, Medium = 2, High = 3 1 3 3 Volume Growth Rate <2% = 1, 2%-8% = 2, >8% = 3 1 2 2

Operator's Sales Growth Rate <2% = 1, 2%-8% = 2, >8% = 3 3 1 3 Price

Pricing Trans = 1, Pref = 2, Coll = 3, Strategic = 4 2 3 6 Risk Management Trans = 1, Pref = 2, Coll = 3, Strategic = 4 1 1 2

Place Assured Supply Trans = 1, Pref = 2, Coll = 3, Strategic = 4 3 2 4

Customer Service Trans = 1, Pref = 2, Coll = 3, Strategic = 4 2 2 4 QA/Regulatory Trans = 1, Pref = 2, Coll = 3, Strategic = 4 2 1 4

Product Culinary/R&D Trans = 1, Pref = 2, Coll = 3, Strategic = 4 3 2 6

Innovation Trans = 1, Pref = 2, Coll = 3, Strategic = 4 3 3 9 Promotion

Marketing Trans = 1, Pref = 2, Coll = 3, Strategic = 4 2 2 4 Planning

Insight Trans = 1, Pref = 2, Coll = 3, Strategic = 4 2 2 4 Joint Business Planning Trans = 1, Pref = 2, Coll = 3, Strategic = 4 2 2 4

Category Management Trans = 1, Pref = 2, Coll = 3, Strategic = 4 1 2 2 TOTAL 66

Joint Business Planning Toolkit

FOODSERVICE JBP BEST PRACTICE - THE PROCESS

5

Discovery

& Strategic

Alignment

Goal Setting &

Initiative

Design

Launch

Review

&

Refine

� Share

Corporate

strategies

� Understand

capabilities &

requirements

�  Identify &

prioritize

common

opportunities

� Analyze &

identify

relevant

insights

� Leverage

opportunities

& agree on

priority

initiatives

� Build

scorecard &

align on goals

& timing

�  Identify

development

teams

� Collect &

assess progress

vs. scorecard

� Discuss

successes &

opportunities

for

improvement

� Make plan

adjustments

Tactical

Development &

Testing

� Build tactical

roadmap &

testing plan

� Complete

tactical

development

& testing

� Create and

communicate

launch plan

�  Implement/

roll-out/

launch

initiative

Align&Proceed

Align&Proceed

Align&Proceed

Align&Proceed2A: KEY INITIATIVE OVERVIEW

Opportunity (from Worksheet 1C) Initiative Name

XX Translate opportunity into a specific & actionable initiative

Initiative Description

•  XX •  XX •  XX •  XX

Key Elements (High Level Tactical Overview)

•  XX •  XX •  XX

Success Criteria Elements Out of Scope

e.g. $xM in Sales in first 6/12/18 Months

e.g. $xM in Cost savings by y date

e.g. x% increase in patron satisfaction scores by y date

Resource Needs (People, Capital, External Support) Key Milestones

e.g. Supplier Culinary e.g. Concepts Complete: June 1

e.g. Operator’s Advertising Agency e.g. Test Complete: Sept 1

e.g. Packaging Redesign Cost Estimate: $50,000 e.g. Full Launch: Jan 1

FOODSERVICE JBP Worksheets

18

OCM

Supply Chain Process

Commodities Consumers Restaurants Suppliers Distribution Transportation

Food & Supplies

Financial

Information / Data

OCM JBP select partners 1 Build relationships

& align on opportunities

2 execute initiatives 3

Support Matrix design Scorecarding Pyramid population Partner selection

discovery & strategic

alignment

goal setting & initiative

design

tactics development & testing

launch

review & refine

OCM / Joint Business Planning Process

Operator

Supplier Distributor

a simple process that enables optimization of supply chain collaboration between the operator, distributor and supplier

Process – the needSCO

SCO Collaboration Process

1.Align on Partnership

2. Share Areas of

Collaboration4.Review &

Refine

3. Identify Opportunities

& Activate

• Utilize OCM model to determine type of current relationship as well as desired relationship with partner(s)

• Align with partner(s) on relationship desired

• Utilize Communication Map and Data Standards to assess current communication and data flows

• Share approach to key processes such, i.e.: forecasting, planning, order management, and fulfillment

• Agree on specific improvement opportunities, both quick wins and longer term initiatives

• Develop initiative plan(s)

• Create scorecard to track results

• Develop approach to update meetings (timing, who’s involved)

• Review execution against initiatives and scorecard

• Discuss status of relationships and new initiatives



1.Align on Partnership

2. Share Areas of

Collaboration4.Review &

Refine

3. Identify Opportunities

& Activate

Who’s Involved: Who’s Involved: Who’s Involved: Who’s Involved:

PrinciplesCollaboration Trust Transparency Timeliness

Accuracy Ownership Accountability

SCO Collaboration Process Collaboration ProcessProcess that enables partners


Workshop #3SCO Collaboration Process & Principles

purpose: review and refine the new SCO collaboration process

timing: 45 minute discussion

report out – 20 minutes



report out & discussion

SCO scorecardingSCO

Not everything that canbe counted counts;And not everything thatcounts can be counted.

- Albert Einstein

• Effective relationships can be the difference between success and failure

• Scorecards need to balance tangible and intangible elements

• Intangible elements are often the reason a collaborative, trusting partnership fails

Scorecards

Top 9 Data & Information Sharing Must-Haves - ScorecardLevel 1 Level 2 Level 3/Best Practice

Item Master DataLack of integrated data, inconsistent data

Proprietary data system Full GS1 integration and implementation

Location Master DataLack of integrated data, inconsistent data

Proprietary data system Full GS1 integration and implementation

Shipment Data - Inbound & Outbound

Limited visibility & accuracy Accurate and available as needed

Real-time visibility, High degree of accuracy

POS Data - store levelNothing Batch, consolidated, ad-hoc Real-time, portal or online access

Inventory LevelsFluctuating levels, too much/too little, shortages, inefficient

Process or system has limitations that cause fluctuations

Just-in-time, maximizing turns, no shortages

Purchase Orders -Restaurant/Distributor

Ad-hoc, incomplete, fax/manual Ineffective system, process or skills set

Timely, complete, electronic/EDI+

Lead TimesMinimal, insufficient Sufficient with some lack of

consistencySufficient, consistent and realistic

Forecasting

Poor inputs, lack of accuracy, poor process integration, limited track record, lack of skill, incorrect ownership

Ineffective system, process or skills set

Integrated process, proven accuracy, timeliness, track record of success

CapacityPoor understanding & use, strained capacity

Acceptable with limited projections

Understanding, optimizing, predicting

Principles - Scorecard

Lost

Relationship is permanently

damaged

Damaged

Relationship is damaged due to

serious issues

Neutral

New relationship or little engagement

by either party

Demonstrated

Provencommitment and

delivery

Established

Committed, invested and

consistent over time

Trust

Collaboration

Transparency

Timeliness

Accuracy

Ownership

Accountability

Workshop #4Input to SCO Scorecard

discuss scorecard elements at your tablemake edits to scorecard elements

report out

purpose: identify missing elements needed to improve SCO scorecard

timing: 30 minute discussion

report out – 20 minutes

report out and discussion

SCO pilot overviewSCO

Objectives

ü Test the supply chain best practice elements in a practical business situation

ü Identify pilot learnings to leverage into IFMA whitepaper and into industry outreach efforts such as the Presidents Conference

Approach

ü Conduct an audit of the current operator-distribution-manufacturer supply chain situation as compared to the new SCO best practices as defined today

ü Jointly determine opportunities to implement SCO best practices

pilot objectives & approachSCO

pilot detailsSCO

o July: Determine pilot partners

o Aug: Kick off call with partners

o Late Aug - Early Oct: ½ day work shop at Operator’s headquarters

o Late Sept - Mid Oct: Next steps call with partners

o Nov 6-7: Pilot panel at Presidents Conference

o Assessment of current supply interaction against best practice

o Facilitated work session to identify opportunities to implement SCO best practices with your partners

o Opportunity to demonstrate industry leadership

timing benefits

pilot next steps SCOo Operators to complete prioritization of potential pilot

partners by mid July

o Finalize list of pilot partners by August 2nd Board Meeting

o Schedule kick off call for August

UP NEXT

Embassy SuitesRosemont O'Hare8:00am – 3:30pm

foundation & definition

information & data sharing

best practicetools activation training

march 8 april 20 june 28 august 2 tbd

las vegas chicago chicago chicago chicago

MEETING #4

August 2|Chicagoactivation

Supply Chain Optimization€¦ · been betting on trendy ingredients including kale and quinoa, items you never would have found on a chain restaurant menu just a few years ago. Larry

Documents