Optimizing the Exchange Supply Chain...Supply Chain Optimization Team Organizationally resides in...
Transcript of Optimizing the Exchange Supply Chain...Supply Chain Optimization Team Organizationally resides in...
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Optimizing the Exchange Supply Chain:Organizational Structure, Communication and Process Discipline
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Eric BoenVice President,
Planning, Allocation and Replenishment
Speakers
Jeremy BoydVice President
Supply Chain Optimization
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▪ Change your organizational structure to positively impact the supply chain operations and build trust
▪ Re-ignite traditional communication methods to flow information across the aisle and break down information silos
▪ Build and deploy tactical teams to target supply chain problem areas
▪ Develop a governance model to identify and highlight gaps in process, inconsistency in decisions, and unnecessary supply chain costs
Agenda
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Prior Structure
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INVENTORY MANAGEMENT TEAM
LOGISTICS TEAM
Transportation
Operations
Support Activities
Impact Team (POD) –By Category
Buyer
Planner
Allocator
Replenisher
Support Activities
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Problem
INFORMATION FLOW:
INFORMAL INCONSISTENT REACTIVESOMETIMES
ABSENT
LED TO:
REACTIVE BEHAVIOR
COST OVERRUNS
PROTECTIVE BEHAVIOR
POOR RESOURCE
UTILIZATION
LACK OF TRUST
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Solution
TWO MAJOR CHANGES:
Re-organize Planning, Allocation and
Replenishment Team
Establish Supply Chain Optimization Team
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Re-Organize Planning, Allocation, and Replenishment Team
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Center of Excellence Model
Planning Allocation Replenishment MerchandiseOperations
VP, Planning, Allocation, and Replenishment
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Center of Excellence Model
Planning Allocation Replenishment MerchandiseOperations
VP, Planning, Allocation, and Replenishment
Category
Category
Category
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Center of Excellence Model - Benefits
Staffing Team Synergy EfficienciesEnterprise
systems Analytics
Optimizes requirements
Emphasizesprocess skills over category
knowledge
Improves program
execution
Standardizes processes
Stronger approaches to decision points
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Establish a Supply Chain Optimization Team
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New Structure
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INVENTORY MANAGEMENT TEAM LOGISTICS TEAM
Transportation
Operations
Support Activities
Supply Chain Optimization
Pla
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Rep
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Mer
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Category
Category
Category
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Supply Chain Optimization Team
Organizationally resides in the logistics division
Staffed with a mix of logisticians and experienced inventory managers
Designed to “speak both languages”
Brings perspective to the conversation
Identifies supply chain improvement opportunities
Establishes and reports on shared KPIs
Facilitates flow of valuable information across the aisle
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Information Flow
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INVENTORY MANAGEMENT TEAM
LOGISTICS TEAM
Large purchases / disruptive quantities / High cube
Current financial metrics
Promotional Plans
Supplier constraints/changes
Capacity/Operational constraints
Current KPIs
Opportunity Inventory
Transportation disruptors
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Formalized Planning Meetings and Site Visits
▪ Bi-weekly communication with key teams:▪ DC operations ▪ Inventory management team▪ Transportation
▪ Held at the director/manager level; executive leadership is excluded
▪ Discussions include:▪ Sales plans ▪ Promotional activity▪ Current KPIs ▪ Operational constraints
Communication Improvements - How?
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Tactical Teams
What does the Tactical Team do?
▪ Responsible for specialized actions requiring unique tactics and approaches
▪ Fills any gaps presented in the structure
▪ Standardizes actions and provides a single point of contact
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RETAIL SUPPORT
ECOMMERCE SUPPORT
Tactical Teams
▪ Opportunity inventory▪ Frustrated receipts▪ Aged or near-aged product▪ Special allocation tasks
▪ Cost-focused inventory placement
▪ In-stock and promotional monitoring
▪ Primary contact for store inventory questions
▪ Resolves problems
INVENTORY RESOLUTION
DISASTER INVENTORY SUPPORT
MERCHANDISEANALYTICS
CONTINGENCY
▪ Inventory support to military in remote and austere locations
▪ Supports Exchange operations in southwest Asia and Mobile Field Exchanges
▪ Rapid-response support/recovery in disaster situations
▪ Consistent DC operations and transportation communication for emergency orders
▪ Planogram (POG) changes▪ Lead-time reviews▪ Tool development▪ Process mapping▪ Fiscally responsible cross-balances
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Takeaways
• If the structure is in the way of progress, change the structure
• Identify and remove barriers that prevent excellence
• Develop a supply chain focused approach – don’t overlook the bigger picture
• Don’t be afraid to communicate and share KPIs, even if the information is not favorable
• Allow teams to specialize and become subject matter experts
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Thank you!
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Thank you!