confidencial selected case studies integrated supply chain planning integrated supply chain planning...

Confidencial

Selected Case Studies

Integrated Supply Chain Planning

Integrated Supply Chain Planning ProgrammeIntegrated Supply Chain Planning Programme

Integrated Supply Chain Planning Harmonization ProgrammeIntegrated Supply Chain Planning Harmonization Programme

Supply Chain Planning TurnaroundSupply Chain Planning Turnaround

Supply Chain Planning WorkshopSupply Chain Planning Workshop

Customer Service

Warehousing & Transportation RoadmapWarehousing & Transportation Roadmap

Warehousing & Transportation Performance ManagementWarehousing & Transportation Performance Management

Warehousing & Transportation BenchmarkingWarehousing & Transportation Benchmarking

Logistics OptimizationLogistics Optimization

Logistics Network Re-designLogistics Network Re-design

End-to-End Supply Chain

Supply Chain StrategySupply Chain Strategy

Working Capital ReductionWorking Capital Reduction

Working Capital BenchmarkingWorking Capital Benchmarking

Portfolio Complexity Management Programme Portfolio Complexity Management Programme

Make or Buy ProgrammeMake or Buy Programme

Logistics (Warehousing & Transportation)

Procurement

Regional Procurement TransformationRegional Procurement Transformation

Global Procurement TransformationGlobal Procurement Transformation

Procurement Indirect Procurement Indirect

Procurement Career FrameworkProcurement Career Framework

Indirect Procurement Simulation WorkshopIndirect Procurement Simulation Workshop

Applied Learning / Training

Supply Chain LearningSupply Chain Learning

Procurement Learning FrameworkProcurement Learning Framework

eLearning Strategic AssessmenteLearning Strategic Assessment

Supply Chain Finance e-Learning ModulesSupply Chain Finance e-Learning Modules

Distribution Network RedesignDistribution Network Redesign

Cost to Serve and Customer ProfitabilityCost to Serve and Customer Profitability

Developing a Customer MindsetDeveloping a Customer Mindset

4

Sales and Operations Implementation (S&OPSales and Operations Implementation (S&OP

Integrated Supply Chain StrategyIntegrated Supply Chain Strategy

Integrated Supply Chains (KPI’s)Integrated Supply Chains (KPI’s)

Procurement as Top and Bottom-Line ContributorProcurement as Top and Bottom-Line Contributor

Confidencial

PLANNING

Confidencial

1. All Supply Chain Planning Processes were revisited, redefined & significantly upgraded, including:1. Sales & Operations Planning2. Inventory Modeling (Finished Goods, Work in Progress and Materials)3. Demand Planning (baseline, events & new product launch)4. Supply Planning (MPS, Line Scheduling, MRP, Call-Off)5. Innovation Management

2. The S/Chain Planning system (SAP platform) was upgraded based on the new defined processes (as detailed above)

3. The Organization has been revamped based on:1. New organization chart defined (right-sizing + house-keeping)2. New Resources recruited -> 5+ (internal & external)3. Basic, Intermediate and Advanced Training for all 25+ team members4. New target setting + new meritocratic cultured implemented5. Career Planning & Succession defined

4. The new Head of Integrated Supply Chain Planning, who didn’t have any S/Chain background, was coached and mentored throughout the programme

Leading multinational organization in the Chemical & Petrochemical Industry with presence in over 50 countries.

1. Key Performance Indicators:1. 50% Customer Service Improvement (measured in Case-Fill basis)2. 20% Inventory Reduction over the first 6 months; additional 20%reduction identified to be implemented over the following 6 months3. 20% Obsolescence Improvement

2. The Supply Chain Planning department became the central point of leadership for the Company’s Integrated Supply Chain which included Manufacturing, Engineering, Logistics and Procurement

3. The S/Chain Planning team recovered its morale and credibility and progressively became the ‘place to be’ for resources development and career progression

4. The New Product Launch process was redesigned & helped the Company to deliver its substantial growth ambitions through new product categories internally manufactured and externally imported portfolios from Low Cost Countries

Business Background How Spin Consulting Professionals Helped

Achievements

3

1. The client has appointed a new leadership team in charge of the end-to-end supply chain (from customers to suppliers).

2. Service, Cash and Cost Management were defined as the new high priorities in the business agenda.

3. The integrated supply chain planning needed significant upgrading in terms of Processes, Systems and Organization.

4. Clients growth ambitions relied on substantial portfolio extension, including importation of new portfolio from Low Cost Countries.

Case Study – Integrated Supply Chain Planning Programme

Confidencial

1. Defined and Deployed the new Supply Chain Planning model which included: Simplified and Harmonized Processes & Tools, Roles & Responsibilities, Processes & Parameters, KPI’s / Reporting, Calendars, Language, Approaches, Ways of Working & Mind-Sets.

2. Assessment of the current maturity level & Definition of the Roadmap to achieve the expected maturity level – for each Category, Sub-Region and Country.

3. Facilitated over 20 workshops (over 60 days) to discuss, agree & monitor progress of the implementation plans.

4. This covered all the S/C Planning sub-processes (IM, DRP, DP, MPS, LS, CO, etc.)

5. The programme involved more than 400 planners across the region (at non-managers, managers and directors) levels and was recognized as a key enabler that allowed the delivery of the S/Chain & Business Results detailed below

1. The Programme has been successfully delivered over 5 sub-regions, a total of 20 countries, in North and Latin America

2. The Integrated Supply Chain Planning Harmonization Programme delivered:-> Reduction of 10-15% in Inventory (6 days of cover)-> Supported Customer Service Improvements of 8%-> Reduced Obsolescence by 25%

3. The Programme also enabled the On-Time & In-Full Implementation of the new ERP / SAP platform across the region.


Achievements

4

1. The Client moved the Supply Chain Planning responsibilities from the Regional to the Countries organizations.

2. There was a significant lack of harmonization on the various Supply Chain Planning activities across the different Categories (10 in total) and Sub-processes (IM, DRP, DP, MPS, LS, CO, etc.)

3. This resulted into a very challenging scenario to compare & manage the performance across the different categories, countries and in the interfaces with other S/Chain processes (e.g. Manufacturing, Logistics, etc.). As a consequence, different areas of Supply Chain Planning were under optimized (e.g. Inventory Levels, Service, Obsolescence and Costs) and it was fundamental to fully exploit all possible opportunities.

4. In addition, there was a need to standardize the processes across the region as a way to effectively implement the new ERP / SAP IT platform

Case Study – Integrated Supply Chain Planning Harmonization ProgrammeLeading multinational organization in the FMCG Industry with presence in over 120 countries.

Confidencial

1. Led the strategic design and operational execution of all supply chain planning related activities.

2. Design and implementation of an efficient S&OP process across the different product categories.

3. Implementation of different improvement projects: inventory modeling, statistical forecasting, innovation management, material replenishment, production planning, primary distribution deployment, long-term capability planning, among others.

4. Optimization of the regional sourcing process which has resulted in the discontinuation of one production facility and rationalization of the number of co-packers.

1. Inventory reduction of 15%.

2. Customer service improvement of 8%.

3. Obsolescence reduction of more than 60%.

4. Re-shaping the team by both changing mindsets and bringing new recruits.

5. Run-strategies implemented in all factories

6. All innovations projects launched on-time and in-full

7. Portfolio of SKU’s rationalized with reduction of more than 15%.

1. Poor Customer Service levels, High Inventory Levels and Increasing Obsolescence throughout the different product categories of the local business.

2. Under developed Supply Planning and Demand Planning processes and underutilized IT Systems

3. More than 500 SKU’s in the foods division which were manufactured in 4 factories and distributed to more than 9.000 customers via 10 DC’s across the country.

Case Study – Supply Chain Planning Turnaround

Leading multinational organization in the FMCG Industry with presence in more than 80 countries needing to immediately turnaround the local supply chain operations.


Achievements

Confidencial

1. Designed an end-to-end Supply Chain Planning course structured across 3 main pillars: 1) Theory and Concepts (including practical examples & mini case-studies), 2) Interpersonal Skills and 3) Business Game Simulation.

2. The core curriculum included Integrated Supply Chain Planning, Supply & Demand Planning, S&OP, Complexity Management, Run Strategies and New Product Launch.

3. A Simulation Game has been developed in full alignment with the course curriculum to allow participants to experience ‘learning-by-doing’.

4. Embedded the existing key SC Planning initiatives of the client to leverage applied learning.

5. Piloted and Deployed the course in several countries, in the local languages, in close cooperation with the client teams.

Leading multinational organization in the FMCG Industry with presence in more than 80 countries needing to significantly upgrade the skills and competencies of the Supply Chain Planning professionals.

1. Design of the Supply Chain Planning Workshop, with a unique design and structure, composed of 3 pillars:

– Comprehensive technical theory & concepts, encompassing all relevant areas of Supply Chain Planning– Interpersonal Skills sessions (based on the Myers Brigg methodology)– Practical experience through business simulation games (developed in partnership with Cranfield University - UK)

2. Delivery of workshop with outstanding evaluation, going beyond the key objectives of technical capabilities development in planning modern efficient & agile supply chains, in-depth understanding and application of key aspects of supply chain planning and interpersonal skills enhancement for good communication & collaboration between parties involved in the supply chain.

3. The teams have developed a broader view and understanding of Supply Chain function in the business, opening new horizons for their career and re-invigorating the passion and energy for self-development and delivery of extraordinary results.


Achievements

6

1. FMCG organizations are becoming increasingly complex with even more demanding requirements for superior customer service, streamlined inventories, management of larger product portfolios and reduced time-to-the-market.

2. Responsibilities are now typically split between teams organized in local, regional and global organizations and close coordination across different functions and cultures are now instrumental.

3. Supply Networks are constantly changing and being upgraded and the end-to-end understanding of the implications of these changes is fundamental for Supply Chain Planners to deliver superior results.

Case Study – Supply Chain Planning Workshop

Confidencial

1. Spin Consulting was invited by the Supply Chain and the Sales Vice Presidents to implement a phased and comprehensive S&OP Programme.

2. The new S&OP process was designed, presented and validated with the key sponsors (including the client’s CEO) and the key stakeholders from various different functional areas (e.g. Sales, Marketing, SC, Finance, R&D, etc).

3. Pilots were successfully conducted in different segments and brands in the first quarters of the programme and a detailed roll-out plan was agreed for the upcoming 3 next quarters.

4. A new central team was formed being composed by a Manager and 3 senior analysts (Spin helped in the selection, on-boarding , technical training and on-going coaching of all candidates).

5. Incentives were aligned within the various stakeholders of the process (including sales growth, market share, top and bottom line results, service + inventory + obsolescence levels, etc)

6. A comprehensive set of KPI’s was defined by a multifunctional team and measured/communicated on a constant basis to all the involved stakeholders.


1. A new robust and respected S&OP process was implemented and recognized by the client’s board as a key contributor to the consistent top and bottom-line client’s growth (double digit on a yearly basis).

2. The new S&OP Process was crucial to integrate all functional area towards unique company-wise goals; the S&OP Process was recognized as a privileged forum where talents could participate and develop themselves.

3. Supply Chain Key Performance Indicators were significantly improved: Inventory Levels were reduced by 18%, Service Levels increased by 30% and Obsolescence Levels were decreased by 70%.

4. A Medium & Long-Term Capacity Planning Programme was launched as an extension of the S&OP Programme and allowed the client to plan the extended S/Chain (factories, DC’s, Suppliers, etc) on a detailed & constant basis – this process has been awarded as a best-in-class initiative in the global client’s supply chain forum.


Achievements

7

1. The client operated in well consolidated silos (including different silos within Sales, Marketing and Supply Chain).

2. The client’s business was formed by 3 different segments (consumer goods, government and farmers) and each of these segments had completely different dynamics and 3 different brands (each brand was positioned different at each segment).

3. Inventory was much higher than expected and Customer Service was much lower than necessary (due to the the wrong inventory being procured); Consequently, obsolescence levels were considerable elevated.

4. Top and Bottom-Line Growth was being affected by the misalignment of the different functional team and the key competitors was re-gaining market share.

5. The launch of new products (a key driver of the business growth – approx. 70% of growth was planned to come from product innovation) was poorly managed with late and uncertain launch dates, over or under-stock and slow reaction timeframes.

Case Study – Sales and Operations Implementation (S&OP)

Confidencial

LOGISTICS

Confidencial

1. Review the client’s local and regional W&T existing strategies.

2. Conduct interview with several stakeholders involved with W&T at a local, regional and global level.

3. Benchmarked external FMCG organizations, 3PL suppliers, customers, other best-in-class W&T organizations and specialized industry bodies.

4. Incorporated Spin Consulting expertise in W&T and designed a detailed W&T roadmap for the client to execute in the next 3 years, composed by more than 50 opportunities classified under 10 major clusters.

5. Spin Consulting supported the client in the implementation of some of the opportunities identified.

Leading multinational FMCG organization with presence in more than 100 countries.

1. A global W&T framework mapping the client’s triple W&T objectives (3Cs = Costs, Customer Service and Carbon Footprint) and the 10 major W&T opportunity areas.

2. Spin Consulting detailed the key initiatives, estimated the potential benefits and defined the priority areas for the coming 3 years.

3. The required investments, budget and resources were estimated where applicable.

4. Spin Consulting supported the client in the implementation of some of the opportunities identified.

1. The client spends more than £ 3 billion per annum on Warehousing and Transportation (W&T) activities.

2. W&T activities were locally managed with limited or none regional or global coordination .

3. Different regions were at different stages of maturity and there was yet limited leverage of the client’s scale across the different geographies.

4. W&T decisions and investments were typically made looking at the short / medium-term time horizon and not necessarily considering the customer service ambitions.

Case Study – Warehousing & Transportation Roadmap


Achievements

Confidencial

1. Spin Consulting developed a harmonized W&T KPI blueprint, building from what was already available within the regions, and looking externally for best practices within the FMCG, other related segments and suppliers.

2. An end-to-end perspective has been taken into consideration to ensure fully alignment across the extended W&T processes

3. The blueprint of harmonized KPIs looked not only from a Global/Regional perspective (macro-level), but it had also determine d the needs at a Local perspective (micro–level).

4. The set of W&T KPI’s has served as the basis for the subsequent streams of work (e.g. Internal and external benchmarking, network design, development of standards, etc) and has also created the platform for the further optimization of the W&T processes

1. The client spends more than £ 3 billion per annum on Warehousing and Transportation (W&T) activities.

2. Different regions were at different stages of KPI definition and harmonization. Some regions adopted a limited number of KPI’s which didn’t consider W&T from an end-to-end perspective (e.g. Costs, Service, Quality, Safety, etc).

3. Different sets of KPIs were used in different countries within the same region and in some occasions KPI’s were even defined by the 3rd party logistics suppliers (sometimes taking in perspective a more advantageous definition towards suppliers).

4. These complexities made it very challenging for the client to compare the performance across the different regions, countries and suppliers and as a consequence, different areas of W&T are under optimized.

Case Study – Warehousing & Transportation Performance Management



1. An end-to-end Warehousing and Transportation KPI’s blueprint containing more than 60 key performance indicators across the 10 major W&T sub-processes: - A set of harmonized KPI’s for each performance area. - The definition and calculation methodology for each KPI. - The typical opportunities and benefits related to each KPI and performance area. - The list of stakeholders that should prepare, communicate and receive the KPIs. - The optimum frequency to which KPIs should be produced and published.

2. The new blueprint of KPI’s has prepared the platform for the structured internal and external benchmarking by engaging the global, regional and local teams, suppliers and other external organizations.

Achievements

Confidencial


11

1. Increasing pressure for simultaneous excellence in service, competitive costs and sustainable operations requires not only operational efficiency, but also new and creative solutions though adoption of best in class W&T practices.

2. There was no structured and harmonized monitor of end-to-end W&T performance on a global level. Also, no structured internal knowledge and experience sharing, neither external best practice monitoring.

3. There was an unexploited potential of the company´s global presence, scale and knowledge in terms of the key aspects involved in W&T (service, costs and sustainability)

Case Study – Warehousing & Transportation Benchmarking

1. Conducted an extensive internal and external benchmarking , covering both qualitative and quantitative aspects of W&T.

2. The quantitative benchmark involved all key elements of W&T with focus on costs (transportation, warehousing, inventory holding, and admin.) comparing the different company´s main product categories with other 13 industries.

3. A qualitative benchmarking has focused on the FMCG and Retail industries (14 companies) ,summarizing the strategies and best practices of the key company competitors and customers within the Warehousing & Transportation arena.

4. Additionally, two other important studies were had their content summarized, supporting further benchmark of efficiency and productivity against best-in-class organizations.

1. The extensive quantitative and qualitative benchmarking has been conducted across all regions and different industries, including the company´s main competitors and organizations recognizably best-in-class in W&T activities.

2. The W&T Quantitative Benchmarking has provided clarity on the key W&T elements across a wide range of industries, enabling the company to know its W&T competitive positioning and the development of a comprehensive map of opportunities.

3. The W&T Qualitative Benchmarking has provided an overview of the W&T best-practices and trends across a wide-range of organizations, especially in the FMCG and Retail segments. It has also ranked these organizations against its current degree of centralization and maturity level, enabling the company to identify sources and references for immediate improvements and also further benchmarking in the future.

4. The benchmarking brought a new and fresh perspective for W&T global management, being a unique enabler for transformation and full understanding and exploitation of all possible opportunities. Also, it has been a fundamental input for the global W&T Roadmap and the new W&T KPI’s network.

Achievements

Leading multinational organization in the FMCG Industry with presence in more than 100 countries needing to improve its global Warehousing & Transportation (W&T) operations and identify best practices.

Confidencial

1. Inbound Logistics: Just-in Time, Kanban, VMI and Milk-Run implementation with suppliers.

2. Outbound Logistics: Warehousing and transportation optimization. Review and Renegotiation of 3PLs.

3. Rationalization of the import and export sourcing flows.

4. Design and implementation of a strategic procurement process for the acquisition of seasonal commodities

Leading multinational organization in the FMCG Industry with presence in more than 80 countries going through the integration of a large acquired local player.

1. Significant inventory reduction of 35%.

2. Logistics costs reduction of more than 20%.

3. External in-flow warehouses eliminated.

4. Primary and secondary distribution reformulated.

5. Cost savings of 15% achieved through the new seasonal commodities procurement process.

1. The multinational organisation has made the major acquisition ever in the segment by incorporating a local player with more than US$ 1 billion turnover.

2. A significant portion of the acquisition synergies would come via logistics and procurement rationalization since the previous owners didn’t see these two areas as priority in their business model.

Case Study – Logistics Optimization


Achievements

Confidencial

1. A complete map of the operation was rapidly made including efficiencies, costs, service level and local specifics (e.g. roads conditions, taxes, etc)

2. Rapid knowledge of the region was gained, identifying specific restrictions and opportunities

3. Different models and scenarios were extensively tested, showing that the best alternative was to keep most of the distribution centers and improve distribution efficiencies.

4. Design and implementation of the new logistics network, including: distribution centers closure and re-location, third parties introduction, revised inventory policies, new areas coverage and customer service targets.

Leading multinational organization in the FMCG Industry acquiring an ice cream company in Latin America and needing to re-design its logistics network.

1. Logistics costs reduction of more than 20%.

2. Customer Service Level increase of 15%.


4. Delivery lead time reduction for 14% of the customers

1. The multinational organisation had acquired the biggest player in the category. Although it had knowledge in the category (ice cream), had virtually no knowledge about the region.

2. Due to its intensive distribution, logistics is a key business function in ice cream, with relevant impact in costs, customer service and quality.

3. There were high savings expectations from closing distribution centres.

Case Study – Logistics Network Re-design


Achievements

Confidencial

1. Consolidated the Company’s 2 main Distribution Centers (DC’s) into a Major, Unique and Much More Efficient Location:

1. Detailed Capacity Planning (now & over the next 5 years) – including Storage (square meters), Handling Needs (In/Within/Out), Picking, Late Differentiation, etc

2. Defined the new optimized layout in Autocad (over 50.000 pallets positions) segmented by brand, type of storage, type of SKU, picking vs non-picking, etc

3. Identified Synergies & Significant Opportunities for Productivity Improvements in Labor, Equipment, Assets Utilization, etc

4. Significantly Raised the bar in terms of Processes and Systems utilization

5. Build the Platform for a significantly upgraded Picking Operation in order to cope with the increasing complexity within the business (‘Project Picking Plus’)

6. Defined KPI’s to dynamically measure performance (operational, tactical and strategic)


1. On-Time, In-Full and within Costs consolidation of the Company’s 2 main distribution centers (including the disposal of the 2nd company site)

2. Elimination of External Warehousing with Logistics Providers (including Finished Goods, Work-in-Progress and Raw & Packaging Materials)

3. 5% Cost Reduction in the combined operation through gains in efficiencies & improved productivity (storage, handling and picking)

4. 20% Service Improvement through better accuracy, reliability & more robust processes

5. 10% Inventory Reduction due to a centralized network (avoiding inventory sitting in multiple DC’s)


Achievements

14



3. The Company’s wide Distribution Network was sub-optimized in terms of numbers of locations, placement, capacities and usage of external warehousing.

Case Study – Distribution Network Redesign

Confidencial

CUSTOMER SERVICE

Confidencial

1. A complete map of the cost to serve was made: sales,, warehousing, distribution, administrative, equipments and inventory

2. A revised and consistent customer segmentation was conducted

3. New ‘serving offers’ were designed by segment, including (but not restricted to) visit and delivery frequency, type of equipment for point of sale, delivery lead time, customer service level

4. Implementation of the segmented ‘service offers’ in sales and logistics

Leading multinational organization in the FMCG Industry needing to increase profitability by efficiently cutting costs in sales and distribution.

1. Logistics costs reduction of 8%.

2. Sales cost reduction of 10%.

3. Point-of-sale equipment and maintenance cost reduction of 15%

4. Customer Service Level improvement for the 20% most important customers (key segment)

1. Sales and distribution costs had been increasing for the past 3 years, without volume or customer service improvement.

2. No clarity of real cost to serve resulted in frustrated initiatives in the past.

3. Poor customer segmentation prevented specific and effective actions

Case Study – Cost to Serve and Customer Profitability


Achievements

Confidencial

1. Spin professionals developed the strategic Five Years Master plan and the Customer Mindset Roadmap which are the key enablers of the program within the client.

2. The Customer Mindset Roadmap was a two stage – engage and embed – and four stepped journey. Each step of the roadmap is composed by several courses and interventions and Spin professionals have designed and deployed the different courses and interventions across the different regions and operating companies.

3. Spin Consulting professionals has also led the RFQ process which selected and contracted different course providers around the world and has helped the client to quantify the end-to-end Total Cost of the Service Culture program and its ROI modeling.

4. Spin professionals played to role of Programme Management and also established the Customer Mindset Community of Practice (CoP).

1. The Customer Mindset program is being fully deployed in Asia, Europe and Americas.

2. More than 3.000 employees have gone through the program until the moment with very positive feedback.

3. Service level have been consistently improving over the few months and the key clients customers have recognized that the client leads the development of the Service Mindset within the industry.

4. Another important delivery in program was the integrated Customer Mindsets Communication Roadmap and its different elements: intranet portal, newsletters, interviews with the senior leadership, DVD’s, library, etc.

1. The multination organization has decided that the Supply Chain contribution to the growth target would be via service through the vision: ‘Live Service, Deliver Growth’.

2. The rational was that service was going to be the differentiator and competitive advantage in the market.

3. Winning with customer service is a qualifier in today’s game changing market where product, fair price, together with service is the bare minimum needed to compete in the customer market where increasing consolidation, margin pressure and reduced shelf-space are the order of the day.

4. Underpinning poor service levels was a poor Service Culture or Mindset.

5. The Mindset program therefore was the key enabler to clients success at increasing service levels.

Case Study - Developing a Customer Mindset

Leading multinational organization in the FMCG Industry with presence in more than 50 countries facing significant declining service levels.


Achievements

Confidencial

PROCUREMENT

Confidencial

1. Design and implementation of the executive procurement process which centralized in Brazil all the procurement activities in the Latin America region: supplier selection, price negotiation, innovation management, logistic optimization and price trends.

2. Responsibility for the procurement of packaging materials and ice-cream freezers in more than 10 countries in the region, with an annual purchase value of Euro 50 million and 3.500+ items.

1. Implementation of the regional executive procurement process (more than 90% adherence in value).

2. Re-shaping the team by both changing mindsets and bringing new recruits.

3. Cost savings of more than 15%.


5. Creditors position improvement of 8 days.

Case Study – Regional Procurement Transformation

Leading multinational organization in the FMCG Industry with presence in more than 100 countries going through the integration of a large acquired local player and regionalizing the procurement function.

1. The multinational organisation has made the major acquisition ever in the segment by incorporating a local player with more than US$ 1 billion turnover.

2. A significant portion of the acquisition synergies would come via logistics and procurement rationalization since the previous owners didn’t see these two areas as priority in their business model.

3. The multinational organisation has decided to move from local to regional procurement process to leverage synergies and achieve cost savings.


Achievements

Confidencial

1. Design and implementation of the executive procurement process which centralized in Italy all the procurement activities in the globe: supplier selection, price negotiation, innovation management, logistic optimization, e-procurement and price trends.

2. Responsibility for the global procurement of ice-cream freezers and distribution cold boxes in more than 60 countries (Europe, Latin & North America, Asia, Africa and Middle East) with an annual purchase value of Euro 100 million and 250+ items.

1. Implementation of the global executive procurement process (in the first year, more than 85% adherence in value).

2. Shape the team with new recruits.

3. Cost savings of more than 25%.

4. Number of suppliers rationalized (from 60 to 10 strategic partners).

5. Several global sourcing opportunities implemented.

6. Creditors position improvement of 19 days.

Case Study – Global Procurement Transformation

Leading multinational organization in the FMCG Industry with presence in more than 100 countries globalizing the procurement function.

1. The multinational organisation has decided to move from regional to global procurement process to further leverage synergies and achieve cost savings.

2. Global sourcing from low cost countries needed to be rapidly developed and implemented in order to ensure cost competitiveness in the market-place.

3. Innovation and time-to-market was seem as a key competitor differentiator in the segment and a range of new innovative suppliers needed to be developed.


Achievements

Confidencial

1. A three phased approach was followed:

2. Phase 1 – Business Case. The purpose of this phase was to develop and build the business case and implementation approach

3. Phase 2 – Pilot. This is a proof of concept which has limited general users. It sets the foundations for the full roll out.

4. Phase 3 – Roll out. System is rolled out to extended user base. More suppliers were included and the extended catalogue.

1. Developed, and obtained approval, for e-procurement business case identifying savings of £7M per annum.

2. Developed Access based spend analysis database covering £500M of bought in goods and services

3. Designed process and technology architecture and supporting implementation plan for roll out of solution.

4. Delivered technology selection exercise resulting in Commerce One being chosen

5. Mobilized first phase implementation

1. The development of a business case to prove (or otherwise) the financial and other business benefits available through the introduction of e-procurement

2. The identification and selection of the most appropriate solution provider(s)

3. The development of a pilot implementation which will prove the concept of the proposed solution in advance of the submission of the business case

Case Study – Procurement Indirect

Leading financial services organization with presence in more than 20 countries.


Achievements

Confidencial

Case Study - Procurement Career Framework

1. Internal benchmarking has been conducted with other functional areas within the client.

2. Extensive external benchmarking has been conducted in the market place to understand what were the existing best practices with in career management and development with the industry.

3. A new Procurement Career Framework has been developed based on the internal challenges and external benchmarks.

4. Senior leadership teams within and outside the Procurement function have been engaged to gain additional insights and buy-in .

5. A comprehensive plan for the global launch has been designed and executed together with the Procurement and HR functional teams.

Leading multinational organization in the FMCG Industry with presence in more than 100 countries needing to significantly develop the Competency of the Supply Chain and Procurement professionals.

1. A new Procurement Career Framework has been designed and deployed globally to support the career development and progression within the global procurement organization.

2. Examples of possible career paths have been developed and complemented by a number of real-life examples of procurement professionals around the globe.

3. A detailed set of career principles and options has been defined, and rectified by the Procurement and HR teams and utilized the global, regional and local managers as reference for career discussions, talent management, etc.

1. A new Chief Procurement Officer has been being appointed and a new Procurement strategy has been defined.

2. The global procurement team totaled around 2.000 professionals around the globe.

3. New job profiles have been defined as part of the new organization design and responsibilities have been redistributed within the MCN organization structure (materials, categories and national).

4. Professionals became part of a truly global and virtual procurement teams operating in different regions, cultures and time zones.

5. Within the new environment, careers management and development have been very unclear and the client has started to loose some of its key talents to the market place.


Achievements

22

Confidencial

1. Designed an end-to-end Indirect Procurement Simulation Workshop structured across 3 main pillars: 1) Theory and Concepts (including practical examples & mini case-studies), 2) Interpersonal Skills and 3) Business Game Simulation.

2. The core curriculum included Business and Indirect Procurement, Procurement Strategies, Supply Market Analysis, Influencing and Persuading, Relationship Management, Negotiation, etc

3. A Simulation Game has been developed in full alignment with the course curriculum to allow participants to experience ‘learning-by-doing’.

4. Embedded the existing key Indirect Procurement initiatives of the client to leverage applied learning.

5. Piloted and Deployed the course in several countries, in the local languages, in close cooperation with the client teams.

Leading multinational organization in the FMCG Industry with presence in more than 80 countries needing to significantly upgrade the skills and competencies of the Indirect Procurement professionals.

1. Design of the Indirect Procurement Simulation Workshop, with a unique design and structure, composed of 3 pillars: – Comprehensive technical theory & concepts, encompassing the most relevant areas of Indirect Procurement (Business

and Indirect Procurement, Procurement Strategies, Supply Market Analysis, etc.)– Interpersonal Skills sessions (Influencing & Persuading, Relationship Management, Negotiation, etc.)– Practical experience through business simulation games

2. Delivery of workshop with outstanding evaluation, going beyond the key objectives of technical capabilities development in indirect procurement, in-depth understanding and application of key aspects of indirect procurement and interpersonal skills enhancement for good communication & collaboration between parties involved in indirect procurement.

3. The teams have developed a broader view and understanding of Indirect Procurement function in the business, opening new horizons for their career and re-invigorating the passion and energy for self-development and delivery of extraordinary results.


Achievements

23

1. FMCG organizations are becoming increasingly complex with even more demanding requirements for superior customer service, streamlined inventories, management of larger product portfolios and reduced time-to-the-market.

2. Responsibilities are now typically split between teams organized in local, regional and global organizations and close coordination across different functions and cultures are now instrumental.

3. Supply Networks are constantly changing and being upgraded and the end-to-end understanding of the implications of these changes is fundamental for Indirect Procurement professionals to deliver superior results.

Case Study – Indirect Procurement Simulation Workshop

Confidencial

1. Based on the initial assessment by interviewing all the team, key sponsors, key stakeholders, internal & external clients and suppliers, Spin devised and implemented a new Procurement Strategy called 3C’s: Cost, Cash and Collaboration.

2. Processes, Systems and Organization were all realigned towards the 3Cs strategy: a) a new set of robust procurement processes were progressively deployed to allow revisiting the existing suppliers basis and renegotiated the key contracts;b) a new organization design set-up was designed, roles & responsibilities and portfolios were redistributed, new buyers were hired (internally and externally), formal and on-the job training was provided to the extended team; the key leader (new into procurement) received on-going coaching throughout the programme.c) based on the new processes, the existing SAP platform was upgraded with tools to automate / optimize the daily tasks; a new tool was implemented to increase visibility & allow VMIs initiatives with the key suppliers;

3. A comprehensive collaboration programme was implementing including Logistics Integration, Embedding new trends/technologies provided by the suppliers into the business, Quality Excellency, Certification/Qualification of Suppliers, Auditing, Internal Business Partner Mindset, among others.


1. Combined Cost Reduction (Directs + Indirect + Trading) of over 10% calculated as gross saving (new price versus price previous year). This significantly collaborated to the EBITDA’s growth of 3.5 points percent over the period of 12 months.

2. Cash requirements extended from 85 to 114 days (nearly 35 percent) through renegotiation of existing suppliers and/or hedging operations with financial institutions

3. Progressive Collaboration with the Key Suppliers:a) Logistics -> Performance Measurement, Visibility, JIT/Call-Off/Kanban, VMI, Hole in the Wall, etcb) Business Wide -> Open Innovation, Supplier Relationship Management, Total Cost of Ownership, Sustainable Sourcing, Corporate Social Responsibility

4. Formation and development of a new team, focused in tangible and intangible results, short/medium/long term views of requirements, truly embedded as an important business parters in the business (especially in Indirect Procurement)


Achievements

24

1. The client established a new strategic initiative to double the top-line and triple the bottom-line of the business within a 4 years timeframe.

2. Procurement was seem as a key top and bottom line contributor as it was responsible for over 80% of the overall cost of the client.

3. The existing team of 25+ people was in place since few years and there was a low willingness to deliver the expected results (including the senior procurement leaders).

4. The procurement portfolio of composed of: 1) A main commodity (USD 450MM/year), 2) Direct Materials (USD 200MM/year), 3) Indirect Materials (USD 350MM/year). 4) Trading (import/export)

5. Most of the standard procurement processes (e.g. Strategic Sourcing ,7 Steps-Methodology, Category Management, SRM, TCO, etc) was mostly non-existing or very poorly implemented.

6. The portfolio of suppliers was summarized as being: large, mostly national, long-standing relationships, unclear cost structures, transactional, non-integrated through systems and logistically.

Case Study – Procurement as Top and Bottom-Line Contributor

Confidencial

INTEGRATEDSUPPLY CHAIN

Confidencial

1. Spin Professionals conducted a detailed benchmarking exercise looking at clients direct peer groups competitors and also leading edge organizations in the field. Quantitative and qualitative analysis has been part of the study.

2. Spin Professionals conducted a extensive number of interviews with clients internal representatives of different business units, regions, functional area and hierarchical levels.

3. Spin consultants scout future capabilities in the different areas of supply chain and conducted specific internal and external strategic supply chain benchmarking for the senior supply chain leadership team.

4. Faculties and professors of renamed universities were consulted.

1. Development of several benchmark studies in different industries and clients.

2. Development of industry-related benchmarking

3. Provision of strategic recommendations.

4. A new supply chain strategy has been devised and proposed.

5. In-company implementation solutions.

1. An outdated Supply Chain Strategy combined with fast-paced changing external customers has required the client to revisit the Supply Chain Strategy.

2. A Customer Driven approach was clearly been demanded by customers in order to achieve improved customer service levels.

3. The client was significantly lagging behind competition in terms of developing leading-edge practices in terms of collaboration, on-shelf availability, innovation management, among others.

Case Study – Supply Chain Strategy

Leading multinational organization in the FMCG Industry with presence in more than 50 countries in the process of updating the supply chain strategy.


Achievements

Confidencial

1. Opportunity / Benefit-Investment Matrix

2. Market specific initiative recommendations

3. High level initiative deployment plans

4. Company cash flow entitlement

5. Company market value release plan

6. Wave 2 and wave 3 pilot recommendations

1. Take 3 days out of DSO by end of 2008, take 10 days out by 2010

2. Achieve top quartile DSO performance within 5 years

3. Create $ 80 million in sustainable DSO related cash flow benefits above and beyond the $400 million needed by 2011

1. The client was undertaking a corporate wide productivity transformation programme to enable a move to the next generation business model.

2. To enable this transformation and future growth, the client needed to significantly improve working capital, targeting c. $40 million in working capital improvements in 2008, with even more aggressive objectives by 2010.

3. Outstanding accounts receivable (AR) represents possibly the largest area of opportunity, accounting for over $1 billion - or nearly half - of potential free cash flow sources.

Case Study – Working Capital Reduction

Leading pharmaceutical organization with presence in more than 30 countries.


Achievements

Confidencial


28

1. Increasing pressure for working capital reduction has trigged initiatives to identify the key performance drivers and quickly build an opportunity map.

2. There was no relevant external information available for comparison and identification of possible opportunities in the working capital and its drivers (accounts payables, accounts receivables and inventory).

Case Study – Working Capital Benchmarking

1. Structure of an external benchmarking , covering working capital performance and its drivers.

2. Development of an extensive benchmark involving comparison in 20 industries of the relevant KPI´s(*) for working capital management : accounts payables, accounts receivables, inventory and working capital .

1. The extensive benchmarking has been conducted across 20 different industries, including Chemicals, Food Products, Household Product, Pharmaceuticals and Special Retail, indicating the performance of each industry in Working Capital and as well as in each of each drivers.

2. It has enables the identification of best in class performance for each relevant KPI impacting the Working Capital Management.

3. The benchmarking brought a new vision in terms of the areas where efforts should be focused and the `possible limits` to be reached.

* DSO (Days Sales Outstanding), DIO (Days Inventory Outstanding), DPO (Days Payable Outstanding), DWC (Days Working Capital)

Achievements

Leading multinational organization in the FMCG Industry with presence in more than 100 countries needing to identify opportunities of Working Capital reduction.

Confidencial

1. Definition, Development and Deploying of the 3 Building Blocks composing the Programme, namely:

1. Survivor: End-to-End Rationalization of the Portfolio of SKUs (Low GM & Low Strategic Value)

2. Less is More: End-to-End Rationalization of the Ingredients,, Packaging, Formulations, etc.)

3. Intelligent Platforming: Embed Continuous Complexity Management throughout the European Business to avoid new proliferations of Complexity in the Future

2. In addition, Spin Consulting supported the client with the overall Programme Management which included Project Planning, Communication, Steering Committee, Stakeholders Mapping, Engagement & Management, Ways of Working, Roles & Responsibilities, Target Setting (Short-Medium-Long Term), Closely Monitor & Report Progress, Resourcing & Budgeting

Leading multinational organization in the FMCG Industry with presence in over 120 countries.

1. Supply Chain Benefits:1. Portfolio Management Country Level: Reduce SKUs / Components per Country and in the network (Net target -20% vs 2011 by 2013)2. Build Regional Complexity Portfolio: Share SKUs cross border (Target 2x by 2013)3. Efficient use of SC capabilities / Intelligent Platforming: Increase speed to market & flexibility in proposition

2. Business Benefits:1. Margin improvement

- 50bps through removed tail / dogs - 50bps through improved mix - 50bps through harmonised of packs/formulations2. Growth:

- 100bps of growth by adding 10% new channel and value specific SKUs


Achievements

29

1. The client needed to significantly reduce / rationalize the end-to-end Complexity of the business. This included Finished Goods, Raw & Pack Materials, Formulations, etc in its European Business Unit (over 10 countries, aprox. 22.000 SKUs)

2. The Complexity Management programme has been defined by the European Leadership Team as a strategic business priority tor the region for the current fiscal year. The goal was to reduce 20% of the SKU portfolio, 25% of raw+pack+formulations and increase the regional sourcing by 20%

3. This with a vision of increasing the Gross Margin in the short / medium / long-term and allow new & more attractive innovation SKUs to be launched in a faster and more efficient way.

Case Study –Portfolio Complexity Management Programme

Confidencial

1. Defined the Make or Buy framework which determined the key value drivers (operational and financials) for each Category / Sub-Category / SKU level.

2. For each SKU, the ideal manufacturing strategy (Make or Buy) has been defined based on a detailed analysis of over 30 quantitative and qualitative parameters. This has been conducted for the 3 company’s businesses, 130 categories, 6.700 SKUs

3. For each SKU, the ideal manufacturing placement has been defined (In-House, Nearly <200Km, Nearly <500Km, Nationalwide, Abroad or Abroad in Low Cost Countries)

4. The recommendation was presented to the Company Board who endorsed the Viability Study and Risk Assessment Analysis for each of the identified opportunities.


1. Definition of a Company wide Make or Buy Model which has been adopted as reference in all other Client’s operations around the world.

2. Identification of significant opportunities in Manufacturing & Productivity Optimization, Cash Release (Assets & Inventory) and Head-Count Reduction through a better and optimized manufacturing blueprint.

3. Identification of a wide range of Portfolio Optimization opportunities(over 20% of SKUs count) based on a detailed analysis of the operational & financial value drivers (at SKU and category level)

4. An improved discipline for new product launch and future manufacturing expansion.


Achievements

30



3. The Company’s wide Manufacturing Network was sub-optimized in terms of numbers of locations, placement, capacities and usage of 3PMs (3rd party manufacturing).

Case Study – Make or Buy Programme

Confidencial

1. Spin Consulting was invited to support the client in the development and implementation of the new Integrated S/Chain Strategy, based on the existing internal strategies, but also bringing outside best-practices from various industries (Gartner top 25 S/Chains)

2. A 4-day Workshop with over 70 leaders (VP, Directors, Managers, Others Stakeholders – Sales, Marketing, Sales) was conducted to present, define, detail and validate the new S/Chain Strategy. The process was very collaborative and detailed discussions on the hard and soft elements which formed the new S/C Strategy.

3. Visual Maps were built detailed the key Projects / Initiatives of the 7 years Journey to deliver the agreed S/Chain Vision; each Project / initiative was detailed in Workplans by the primary leadership team and served as the basis for guide and monitor progress of the implementation milestones.

4. A robust communication plans was built to cascade the new S/Chain Strategy throughout the business , including the extended S/Chain team of over 2.000 employees, the key internal clients (Marketing & Sales), the key internal stakeholders (Finance, HR and TI), regional and global S/Chain teams, etc

Leading Biotechnology and Crop Protection multinational company with presence in over 65 countries.

1. A new Integrated Supply Chain Strategy was developed and implemented, detailing the Key Projects / Initiatives for the following 7 years

2. The entire S/Chain extended team was involved in co-building the new strategy and the whole S/Chain team was communicated on the new strategy

3. All Projects / Initiatives were detailed in Workplans documents defining why each project / initiative was necessary, what was in scope (and what not), wjo is going to lead work, when/how is going to be implemented, key dependencies, required investments, expected returns, risks & mitigation plans, etc.

4. The new strategy was the first local Integrated S/Chain Strategy in the globe and has been used as a reference to the development of other’s markets strategies.

5. A methodology of 2-3 Health Checks per years was agreed with the local leadership team to monitor progress & identify potential gaps, ultimately guaranteeing the on-time and in-full implementation of the new Integrated Supply Chain Strategy.


Achievements

1. The S/Chain organization design was functionally orientated towards the traditional Source-Plan-Make-Deliver framework; each functional had a basic local and regional strategy, however they were not aligned;.

2. That resulted in a sub-optimum and silo orientated Supply Chain; As a consequence, Customer Service levels was much lower than expected, Cost not as competitive as the benchmark in the markets and inventory Levels considerable higher than expected.

3. A new Supply Chain leader has been appointed (SC Vice President) having under his responsibility the Integrated Supply Chain Responsibility (from Customer to Suppliers); underneath him, a new leadership team has been appointed, being formed by directors responsible for Order to Cash (Deliver + Customer Service), Integrated Planning, Manufacturing and Procurement.

4. A new integrated local S/Chain Strategy needed to be devised, building on the existing functional strategies, leveraging on the client’s global scale and engaging the whole local organization (over 2000 S/Chain professionals)

Case Study – Integrated Supply Chain Strategy

Confidencial

1. Spin Consulting developed a set of primary and secondary Key Performance Indicators (KPI’s) embedded the Integrated Supply Chain and its core sub-processes, namely Procurement, Integrated Planning, Manufacturing(Make, SHE, Quality, etc) and Deliver (Logistics, Customer Service).

2. The historical performance was captured as a starting point of reference and new performance levels were set-up as targets & ambitions, for each part of the S/Chain, in the short-medium-long-term.

3. Systems were adapted and key people were trained to collect, structure and communicate the new KPI’s on a timely & accurately basis.

4. Based on the new KPI’s, targets for the senior, medium and low management were defined, based on a cross-functional shared objectives system.

5. A new on-line IT platform was developed to publish & communicate the S/Chain KPI’s throughout the various manufacturing sites and across the other related functional teams (e.g. Sales, Marketing, etc).

6. The new set of KPI’s was considered benchmarking in the region and was progressively being deployed throughout other client operations.


1. A new set of integrated Key Performance Indicators was developed and implemented – enabling performance measurement across the Integrated Supply Chain and across the S/Chain sub-processes.

2. Opportunities were identified against internal and external benchmarks and action plans were devised to close the existing gaps.

3. A new meritocratic and performance orientated culture was progressively implemented and a crucial element to drive forward continuous improvement initiatives across the Procurement, Integrated Planning, Manufacturing and Deliver sub-progresses.

4. As a consequence of the new ‘numbers orientated culture’, performance was progressively upgraded in terms of Service, Costs, Safety, Inventory, Obsolescence, Quality, etc


Achievements

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1. Over several months, Spin Consulting supported the client in upgrading its various S/Chain sub-processes (Procurement, Planning, Deliver, Customer Service).

2. The client didn’t have a culture of on-going performance measurement throughout its Supply Chain; in addition, the few existing performance indicators were not directly linked with customer satisfaction and top & bottom-line growth;

3. As a result, continuous improvements initiatives were not necessarily directly embedded in the S/Chain agenda and consequently the various S/Chain sub-processes were under-optimized.

Case Study – Integrated Supply Chains Key Performance Indicators (KPI’s)

Confidencial

LEARNING

Confidencial

1. Development and deployment of the supply chain skills and capabilities to supply chain professionals world-wide via the Supply Chain Academy.

2. Scout future capabilities in the different areas of supply chain and conduct specific internal and external strategic supply chain benchmarking for the senior supply chain leadership team.

3. Responsible for ensuring that all supply chain professionals within the client (20.000+) possess the necessary skills and capabilities to effectively perform their jobs.

Leading multinational organization in the FMCG Industry with presence in more than 50 countries needing to significantly develop the skills of the Supply Chain and Procurement professionals.

1. The ‘one-stop shop’ supply chain portal has been fully implemented and 150+ websites have been discontinued.

2. The blended-learning solution composed by different learning solutions (e.g. 25+ courses, 250+ eLearning courses, webex’s, etc) has been designed and deployed worldwide.

3. Skill dictionaries, job profiles and learning frameworks for each of the specific supply chain areas have been designed and rolled-out globally.

4. The supply chain career framework which details the different career principles and options for the supply professionals has been designed and deployed worldwide.

1. Through internal interviews and third-party assessments, the client has identified significant gaps in skills and competencies of the Supply Chain and Procurement professionals around the globe.

2. The lack of a learning strategy for the Supply Chain and Procurement community has resulted in a lack of ability to effectively understand and deliver results in a progressively challenging environment.

3. The Supply Chain Leadership team sponsored the development and implementation of the Supply Chain Academy in order to close the identified gaps.

Case Study – Supply Chain Learning


Achievements

Confidencial

Case Study – Procurement Learning Framework

1. Identification of the internal and external required skills within the organization and market to support the short, medium and long-term strategies

2. Design of a new Supply Management learning framework composed by Strategic and Operational elements.

3. Engagement of senior stakeholders within and outside the Supply Management function to gain buy-in and support for the deployment of the new SM Learning Framework.

4. Review of the existing eLearning capabilities and development of a proposal for revamping its contents and delivery.

5. Identify , develop and deploy new learning assets (e.g. face-to-face courses, Virtual Gatherings, etc) to complement the existing gap areas within the Learning Framework.

Leading multinational organization in the FMCG Industry with presence in more than 100 countries needing to significantly develop the Competency of the Supply Chain and Procurement professionals.

1. A new Supply Management Learning Framework fully aligned with the Supply Management and Business strategies, composed by a set of Strategic and Operational priority learning areas.

2. Engagement of senior stakeholders to gain buy-in and subsequent deployment within the extended supply management community (approx. 2.000 professionals around the world)

3. Comprehensive learning assets mapping for each of the learning areas identified (eLearning, face-to-face, virtual gatherings, etc)

4. Design of accreditation routes with internationally certification bodies.

5. Development and deployment of new blended learning assets to support the Learning Framework.


Achievements

35

1. Supply Management was historically part of the S/Chain function within the client. Given the extremely volatile economic environment and the pressure to strong generation of cost reductions and cash, a new Chief Procurement Officer has been being appointed, reporting directly to the CSCO.

2. A new Supply Management strategy has been defined and immediately it has became clear that the client organization was lacking the necessary functional skills to support the delivery of the Supply Management and business strategies.

Confidencial

1. Spin Consulting revisited the client’s e-learning usage and community feedback since the start of the global deployment.

2. Spin Consulting benchmarked with other organizations using similar eLearning solutions and identified alternative sources for supply chain and procurement e-learning provision.

3. Cost effectiveness were comprehensively re-accessed considering the current and project client’s costs, external benchmarks, alternative sources of e-Learning and face-to-face courses.

4. Several scenarios were simulated and a set of recommendations were made for the renegotiation of the contract with the existing e-Learning provider.

1. A comprehensive internal and external assessment of the client’s eLearning program including cost, quality, content, relevancy, service, reporting capabilities, etc.

2. A set of opportunities were identified to leverage the return of investment of the current eLearning platform in the short and medium-term.

3. Alternative external providers and learning curriculum were identified and mapped against the different supply chain areas (procurement, planning, manufacturing and customer services)

4. Several scenarios were devised and simulated to define the client’s best way forward for the provision of supply chain learning solutions for the extended community of professionals.

1. The client had signed a multi-million dollar deal with an e-Learning provider for the global deployment of the e-Learning curriculum over a period of 5 years across the supply chain global community (more than 20.000 professionals)

2. The client has asked Spin Consulting to perform a comprehensive strategic assessment of the effectiveness of the eLearning programme, including cost, quality, content, relevancy, service, reporting capabilities, etc.

Case Study – eLearning Strategic Assessment


Achievements


Confidencial

1. Spin Consulting developed & deployed a total of 3,5 hours of specific e-learning modules to deliver the business needs identified by client.

2. This included their contents, look & feel, e-tool interactive platform and test your knowledge sections.

3. The e-modules were target at non-managers, managers and directors directly (or indirectly) involved in the Supply Chain Operations

4. The Key contents of the Modules included:

- Overview of the End-to-End Clients’s P&L & its links with Supply Chain - Detailed Understanding of the Client’s Total End-to-End Supply Chain Cost (‘Cost Profiling’) - Key Impacts of Supply Chain (Key Levers / Value Drivers / Choices & Decisions, Potential Impacts, Main Trade-Offs, etc) - Introduction to Supply Chain Decision Making - Supply Chain Business Partnering - Mindsets / Behaviours / Attitudes / Incentives - Communicating in the Language of the Business

5. The following Key Levers were built into the e-Modules: - Cost, Service, Quality, Freshness, Product Range, Innovation, Responsiveness, Sustainability / CSR, Health/Safety/Environment, Total Productivity

Leading multinational organization in the Tobacco Industry with presence in over 80 countries.

1. On-Time, In-Full and On-Cost delivered of the Development & Deployment of the e-Modules

2. Over the first 6 months, more than 500 professionals working in the various global operations of the client completed the e-Modules with a very positive average evaluation ratio of 82%.

3. Participants provided quantitative & qualitative positive feedback of the e-Modules (an average of 8.7 out of 10.0). Further adjustments & opportunities were identified and progressively incorporated into the e-Modules


Achievements

37

1.The Clients’s new Supply Chain Agenda emphasized the importance of finding the Optimum Cost (not necessarily the minimum one) by taking into consideration the relevant trade-offs between Cost, Service, Quality, among other variables.

2.Although Costs were no longer the only key driver of the S/Chain agenda, it would definitively continue to be the most relevant one, therefore there is a compelling need to deeply understand the S/Chain Costs structure, its key element and levers.

3.It was envisaged in the new S/C Agenda that S/Chain professionals would progressively become Business Partners to the rest of the Organization; therefore, a clear understanding of the P&L and Key Supply Chain Cost Drivers by the extended S/Chain community was crucial.

4.Understanding the P&L and the Key Supply Chain Cost Drivers will not only allow S/Chain professional to act & influence within their remit of responsibility, but also communicate much more effectively by better ‘talking the Language of the Business’.

5.The Supply Chain Finance e-Learning Modules became an integral educational element in informing the extended S/Chain community about the key costs managed by them and also supported the Decision Making process by detailing the required Behaviours, Mindsets and Attitudes.

Case Study – Supply Chain Finance e-Learning Modules

confidencial selected case studies integrated supply chain planning integrated supply chain planning...

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