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Solution-Driven Integrated Learning Paths
• Educational Sessions– Lean– Global Supply Chain– Basics of Operation Management– Demand Management, Forecasting, and S & OP– Professional Advancement– Special Interest Topics
• Plant Tours• Networking Events/Peer Interaction• Materials for Sale at the APICS Bookstore
Make the Most of Your Educational Experience
• Develop a Learning Plan• Assess your learning needs• Use teamwork• Prepare to learn• Create your own Action Plan
Live Learning Center
Sync-to-Slidewww.softconference.com/apics
Steven Crane, CSCP, is Director Strategic Supply Chain Management NAFTA, Wacker Chemie AG, where he is responsible for strategic supply chain management for the Wacker Polymers Division. This includes demand planning, supply planning, and sales and operations planning. Currently, Crane is working on the implementation of APO and S&OP for several businesses in the division.
A Roadmap to World Class Forecasting Accuracy
Six Keys to Improving Forecast Accuracy
Stephen P. Crane, CSCPWacker Chemical CorporationDirector Strategic Supply Chain Management
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusions
Content
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusion
Content
Wacker Chemie AG
WACKER Group (2007)
Over 90 Years Of Success
• Founded in 1914 by Dr. Alexander Wacker • Headquartered in Munich, Germany
• Sales: €3.78 billion
• EBITDA: €1.00 billion
• Net income: €422 million
• Net cash flow: €644 million
• R&D: €153 million
• Capital expenditures: €699 million
• Employees: 15,044
We Are Committed To Benchmark-Quality Products Designed For Our Focus Industries
Industries• Adhesives• Automotive and transport• Construction chemicals • Gumbase• Industrial coatings and printing inks• Paper and ceramics
Products: • Polymer powders and dispersions for the
construction industry• Polyvinyl acetate solid resins, polyvinyl
alcohol solutions, polyvinyl butyral and vinyl chloride terpolymers
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusion
Content
Forecast Types
Most companies use three types of forecasts:
Sales or channel forecast
Corporate planning forecasts
Supplier forecasts
These forecasts are very different in their use, frequency, and definition
Need consistent demand signal across these three forecasting processes, but most companies don’t know how to align them
Why Forecast?
The forecast drives supply planning, production planning, inventory planning, raw material planning, capital planning, and financial forecasting
Companies that are best at demand forecasting average:
– 15% less inventory
– 17% higher perfect order fulfillment
– 35% shorter cash-to-cash cycle times
– 1/10 the stockouts of their peers
1% improvement in forecast accuracy can yield 2% improvement in perfect order fulfillment
3% increase in forecast accuracy increases profit margin 2%
Source: AMR Research 2008
Inventory Level Vs. Forecast Accuracy
Source: Aberdeen Group 2008
0
20
40
60
80
100
120
20% 30% 40% 50% 60% 70% 80% 90% 100%
Forecast Accuracy at SKU Location
Inve
ntor
y D
ays
of S
ale
World class forecasting accuracy performance
– 95% currency by product line
– 90% by product family
– 85% product mix level
What Is A Good Forecast?
Source: Buker Management Consulting
Goal
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusion
Content
Management Is Often the Problem
Forecasting Challenges
Typical forecasting process involves historical demand dataloaded into a database using software to generate statistical forecastsStatistical software is rarely allowed to operate on its ownManagement usually overrides the statistical forecast before agreeing to final forecastForecasting is often a difficult and thanklessendeavor with high inaccuraciesCompanies react to inaccuracies with investments in technology, but do not guarantee any better forecastsThere are often fundamental issues that need to be addressed before improvements can be achieved
Forecasting Process
Forecasting Challenges
When businesses know their sales for next week, next month, and next year, they only invest in the facilities, equipment, materials, and staffing they need
There are huge opportunities to minimize costs and maximize profits if we know what tomorrow will bring –but we don’t.
Therefore we forecast!
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusion
Content
World Class Forecasting Accuracy Requires Making The Right Decisions
Step 1: Defining the Process, People, & Tools
Six Keys To Improving Forecast Accuracy
Step 1: Defining the Process, People & Tools
ProcessForecast accuracy improvement occurs with the proper blending of process, people, and IT tools
Overemphasis on any one leads to an imbalance that can defeat the desired result
The process should be defined first, then followed by roles and responsibilities, and then IT applications
The more people that touch a forecast, the greater the bias and the greater the forecast error
Sales & Operations Planning ProcessSupply Networking Planning
WD 1- 6
Submit Supply Plan with
Documented Options
Approve Supply Plan
Sequential Business Unit
Planning[WD 1-5]
Finalize & Approve
Supply Plan [WD 6]
Upload WD 1 Inventory
Develop Updated
Supply Plan Proposal
Review Supply Shortage &
Capacity Overload Alerts
Resolve Supply Alerts
Adjust Target Stock Levels
Fix SNP Planned orders
Enter Adjusted Demand
Supply Planning WD 13 -End
Adjust Supply Planning
Constraints
Supply Network Planning Preparation Phase
Analyze Draft Supply /
Capacity Plan
Update Supply Change
Summary
Submit Off System Demand Figures
Update Loc Shift Table For Future Source
Changes
Release FC to R3 For MRP
Update Master Data & Upload
Inventory
Refresh Inactive Version /
Release DP to SNP
Review Supply Planning Metrics
Preferred Sources
Assigned to Demand
Forecasting & Demand Planning WD 0 -16
Add New Business
Entries in R3
Upload New Sales History &
Business Combos
Apply Future Demand Changes
Create Statistical Forecast
DP Passed to CO for
Financial Forecast
Demand Planning Data Preparation Phase [WD 0-7]
Review Historical Sales
Data
Create Unconstrained Demand Plan [WD 8-16]
Review Final Sales Manager
Figures
Review Demand Metrics
Review FC Adjustments with Sales Managers
BT/BU Review & Approve
Unconstrained Demand Plan
Update Demand Change
Summary
Apply Planning Type
Assignments
Apply Historical Sales Data
AdjustmentsAPO Data
Passed to BW
Publish Unconstrained Demand Plan
Approve Supply Chain Plans WD 7-8
Agree & Communicate
Approved Plans
Communicate Implications to
Financial & Sales Plans
Partnership Meeting[WD 7]
Executive S&OP [WD 8]
Review Action Items from Last
Month
Review Revenue
Projections
Review Unconstrained Demand Plan
Exceptions
Review Supply Options & Cost
Projections
Review Performance
Metrics
Summarize Supply Chain
Plans
Review Financial Plan
Key Business Issues &
Resolution
Review Supply Chain Plans
Review Performance
Metrics
Review Action Items from Last
Month
Automated Jobs
PeoplePeople are critical to the forecasting process and how it’s used within the organization
They need to understand how their role fits with the work process and how to make improvements
Position descriptions need to be defined with clear responsibilities that are accepted by the organization
Full-time positions are essential
Limit number of people making decisions about final forecast
Step 1: Defining the Process, People & Tools
IT Tools
Forecasting software is sometimes “sold”as the answer to forecasting issues
Software does not solve forecasting problems. Processes and people solve problems
Implementing forecasting software should not be considered an IT project, but a business process improvement project
Forecasting applications can eliminate much of the manual work associated with forecasting if configured properly
Step 1: Defining the Process, People & Tools
Step 2: Establish Statistical Forecasting Capability
Six Keys To Improving Forecast Accuracy
Many supply chains are too complex to manually generate forecasts for all products and customers
Forecasting engines are widely used to improve forecast accuracy by generating statistical forecasts
Statistical forecasting uses sales history to predict the future by identifying trends and patterns within the data to develop a forecast
Need to decide at what level the forecasting should be done
– Product family– Individual product– Product/customer – Product/customer ship-to– Plant/product/customer ship-to
Step 2: Statistical Forecasting Capability
Need to decide how often to forecast– Quarterly– Monthly– Weekly– Daily
Determine how much sales history is required for meaningful statistical forecast (minimum 2 years)
Sales history master data must be correct especially when migrating from legacy systems. Very difficult to do correctly
Analyze the forecast error associated with using available forecasting algorithms to optimize accuracy of forecast
Step 2: Statistical Forecasting Capability
Typical statistical forecasting methods include
– Multiple regression analysis– Trend analysis
– Seasonal
– Simple moving average
– Weighted moving average– Exponential smoothing
– Automatic selection Recommended
Step 2: Statistical Forecasting Capability
It is critical to make appropriate sales history adjustments to generate an accurate statistical forecast
Adjustments Necessary to History
– Data errors– Lost product volume– Lost customers– One time customer outages– Discontinued products– Non-optimal sourcing
Step 2: Statistical Forecasting Capability
Step 3: Forecasting Segmentation (80/20 Analysis)
Exceptions Collaboration
Business IntelligenceData Aggregation
Six Keys to Improving Forecast Accuracy
Step 3: Forecasting Segmentation - 80/20 Analysis
It is crucial to distinguish the “high-value” items for special attention while automating the “not-as-valuable” items
COV (Coefficient of Variation) = STD Deviation/Ave. Demand
Notes
High
Low
StatisticalForecastability(measured by
1/COV)
HighSales Volume/Impact
Low
Manage by Exception using Exception Reports
Collaborate with Customer (if possible)
High Impact ItemsNon-High Impact Items
Use Data Aggregation in Statistical Model for all
Non-HI Items
Gather Business Intelligence for all HI
items
~ 80% Total Volume
Step 3: Forecasting Segmentation Example
Step 4: Data Aggregation
Six Keys to Improving Forecast Accuracy
SAP APO 4.1 used for forecasting and demand planning
Forecasting done at product/customer ship-to level
Thousands of unique customer / product combinations exist to manage
Too much data for Planners to review monthly
Sales history for many combinations (~80%) was sporadicand difficult to forecast, i.e., high forecasting errors
So how do you get a good forecast for sporadic combinations?
– Forecast at a more aggregate level
Step 4: Data Aggregation
Getting a good forecast for sporadic combinations
Compile non-high impact items from segmentation analysis
Program forecast model to aggregate non-high impact items to logical planning source (plant, warehouse, prod. unit, etc.)
Generate statistical forecast at aggregate planning source
Disaggregate statistical forecast to lowest forecast level in model based on past history (plant/product/customer ship-to)
Aggregation to the plant/product level reduced number of combinations to review by 80%
Aggregation produces a more accurate forecast for sporadic items allowing more time to focus on high impact items
Step 4: Data Aggregation
Step 5: Sales Adjustments to Statistical Forecast
Six Keys to Improving Forecast Accuracy
Accurate forecasting is not just getting a forecast from the customer. The customer isn’t always right!
Source: Agere Systems Inc.; Operations Management Roundtable Research
Step 5: Sales Adjustments to Statistical Forecast
Since statistical forecasting is based on previous sales, it is necessary to account for factors that can affect future sales
Seasonality of the businessState of the economyCompetition and market positionProduct trends
It’s also important to ask customers the right sales questions to validate forecast assumptions
Where does this project rank today?When are you looking to make a purchasing decision?When will you be implementing?What would you like to see happen as a next step?
Step 5: Sales Adjustments to Statistical Forecast
Adjustments Made to ForecastPre-buyingPromotional impactsUpside and downside volumesCustomer plants expected to be downNew businessNew customers
Adjustments Made to HistoryData errors Lost product volumeOne time customer outagesPackaging changesDiscontinued products
Decide where adjustments should be made
Step 5: Sales Adjustments to Statistical Forecast
Step 6: Measurement & Exception Reporting
Six Keys to Improving Forecast Accuracy
Step 6: Measurement & Exception Reporting
If you can not effectively measure forecasting performance, you can not identify whether changes to the process are improving forecast accuracy
Effective measures should evaluate accuracy at different levels of aggregation (plant, warehouse, sales region, etc.)
Measuring and reporting forecast accuracy helps to build confidence in the forecasting process
Once people realize that sources of error are being eliminated, the organization will begin to use the forecast to drive business operations decisions
A variety of analyses and exception-based measurements are needed to understand where the biggest sources of forecast error are– Identifying High Impact exceptions for Sales review
– Accuracy of adjustments made to statistical forecast
– Identifying non-High Impact exceptions
– Current month variances (Forecast – Actual)
– Forecast but no sales
– Sales but no forecast
– No sales in last 12 months
Step 6: Measurement & Exception Reporting
Identify High Impact “Exceptions” to focus forecast review
– Decreasing or increasing sales rates
– Aggressive statistical forecast based on historical run rates
High Impact Exceptions for Sales Review
Sold To Loc Product MAY 2006 JUN 2006 JUL 2006 JUL 2006 AUG 2006 SEP 2006Customer A MO Product 1 142,800 80,948 101,251 88,863 80,000 80,000 Customer B GA Product 2 - 20,276 - - 10,000 10,000 Customer C TX Product 3 101,577 101,378 81,284 82,009 86,990 87,060 Customer D AZ Product 4 60,899 81,166 39,208 60,000 60,000 60,000 Customer E TN Product 5 60,954 20,348 81,247 53,012 60,520 60,582 Customer F TX Product 6 141,131 121,971 141,321 120,000 140,000 120,000 Customer G NY Product 7 101,496 81,438 82,019 81,210 87,681 87,738 Customer H FL Product 8 100,761 120,302 100,788 103,993 104,148 104,239 Customer I GA Product 9 121,753 142,392 121,817 116,505 117,554 117,554 Customer J NJ Product 10 163,003 142,709 61,217 155,800 155,800 155,800
History S&OP Forecast
(Units in KGS)
Statistical ForecastFinal S&OP Forecast (Includes Forecast Adjustments)Impact +/-
Accuracy of ForecastAdjustments
Ship-to CustomerJun06 Stat
FcstStat FcstAbs Error
Jun06 S&OP Final
S&OP Abs Error Impact +/-
Customer A 2,167,904 1,465,968 701,936 1,691,155 476,749 225,187Customer B 286,650 494,531 207,881 281,859 4,791 203,090Customer C 316,315 454,387 138,072 313,809 2,506 135,566Customer D 743,619 906,002 162,383 680,000 63,619 98,764Customer E 20,266 0 20,266 50,000 29,734 (9,467)Customer F 244,023 370,466 126,443 205,698 38,325 88,117Customer G 332,211 252,729 79,482 330,000 2,211 77,271Customer H 20,312 40,547 20,236 113,400 93,088 (72,853)Customer I 50,000 130,416 80,416 80,000 30,000 50,416Customer J 301,221 111,502 189,719 159,757 141,464 48,255Customer K 40,479 56,471 15,992 102,000 61,521 (45,529)Customer L 142,709 84,879 57,830 155,800 13,091 44,739Customer M 163,592 237,196 73,604 193,000 29,408 44,196Customer N 0 1,603 1,603 40,000 40,000 (38,397)Customer O 40,615 0 40,615 37,800 2,815 37,800Customer P 0 52,893 52,893 16,000 16,000 36,893Customer Q 152,434 194,153 41,719 140,000 12,434 29,285
Jun06 Act
Accurate customer intelligence provided by Sales cansignificantly improve forecast accuracy
(Units in KGS)
Accuracy of ForecastAdjustments
If adjustments to the statistical forecast do not improve forecast accuracy, why make them?
MonthActual
DemandStat
Forecast
Stat Forecast
ErrorS&OP
Forecast
S&OP Forecast
Error ImpactJan06 6,091,955 7,593,962 5,196,370 5,918,751 1,886,262 54.3%Feb06 9,147,987 8,661,173 4,497,213 9,061,139 3,013,993 16.2%Mar06 11,570,962 11,932,441 3,992,114 12,448,817 2,885,691 9.6%Apr06 10,625,650 12,512,901 5,348,524 13,477,086 4,550,418 7.5%May06 10,815,034 9,840,902 3,791,501 11,297,905 3,059,782 6.8%Jun06 8,817,693 9,041,067 3,697,356 9,311,634 2,569,887 12.8%Last 6 Month Ave. 57,069,281 59,582,446 26,523,078 61,515,332 17,966,033 15.0%
These items have the biggest overall impact to forecast accuracy resultsDetermine the source of the variances
Current Month Variance Analysis
Product Customer JULY Actual JULY Forecast JULY Variance JULY Fcst Accuracy
Product 1 Customer A 2,134,314 KG 1,611,990 KG 522,324 KG 67.6%Product 2 Customer B 1,230,867 KG 900,000 KG 330,867 KG 63.2%Product 3 Customer C 433,674 KG 147,542 KG 286,132 KG -93.9%Product 4 Customer D 0 KG 240,000 KG 240,000 KG 0.0%Product 5 Customer E 61,117 KG 300,000 KG 238,883 KG 0.0%Product 6 Customer F 165,799 KG 330,000 KG 164,201 KG 50.2%Product 7 Customer G 431,901 KG 268,665 KG 163,236 KG 39.2%Product 8 Customer H 424,536 KG 262,575 KG 161,961 KG 38.3%Product 9 Customer I 334,660 KG 174,096 KG 160,565 KG 7.8%Product 10 Customer J 20,040 KG 175,167 KG 155,127 KG 11.4%Product 11 Customer K 490,342 KG 355,456 KG 134,886 KG 62.1%Product 12 Customer L 40,642 KG 171,132 KG 130,490 KG 23.7%Product 13 Customer M 264,235 KG 143,679 KG 120,557 KG 16.1%Product 14 Customer N 181,589 KG 77,946 KG 103,644 KG -33.0%
Forecast Variances -- By Ship-to Customer JULY 2006
Zero out the history for these customers in the forecast model
Forecast but No Sales
Last 3 Mo. Stat Fcst Final Fcst Final Fcst Final Fcst
Product Customer Ship-to
Average Monthly Demand
Ave Fcst Next 3 Mo. 09/2006 10/2006 Ave Fcst Next 3
Mo.
Product 1 Customer A 0 0 125,000 125,000 125,000Product 2 Customer B 0 15,694 80,000 123,000 101,333Product 3 Customer C 0 0 87,000 87,000 87,000Product 4 Customer D 0 0 72,000 72,000 72,000Product 5 Customer E 0 34,619 34,485 34,676 34,619Product 6 Customer F 0 0 1 20,000 20,000Product 7 Customer G 0 18,047 18,047 18,047 18,047Product 8 Customer H 0 17,293 17,282 17,298 17,293Product 9 Customer I 0 10,654 10,624 10,667 10,654Product 10 Customer J 0 9,763 9,744 9,772 9,763Product 11 Customer K 0 8,223 8,223 8,223 8,223
Add forecasts for these customers
Sales but No Forecast
Act Sales Act Sales Act Sales Last 3 Mo. Stat Fcst Stat Fcst Final Fcst Final Fcst
Product Customer Ship-to
05/2006 06/2006 07/2006Average Monthly Demand
09/2006 10/2006 09/2006 10/2006
Product 1 Customer A 0 0 84,550 28,183 0 0 0 0Product 2 Customer B 0 0 61,117 20,372 0 0 0 0Product 3 Customer C 29,402 20,330 0 16,577 0 0 0 0Product 4 Customer D 13,789 12,093 20,339 15,407 0 0 0 0Product 5 Customer E 0 0 40,760 13,587 0 0 0 0Product 6 Customer F 0 0 40,587 13,529 0 0 0 0Product 7 Customer G 5,700 11,400 22,800 13,300 0 0 0 0Product 8 Customer H 0 0 39,635 13,212 0 0 0 0Product 9 Customer I 0 0 39,608 13,203 0 0 0 0Product 10 Customer J 0 0 35,150 11,717 0 0 0 0Product 11 Customer K 654 0 34,382 11,679 0 0 0 0
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusion
Content
Forecast Accuracy Improvement
40
50
60
70
80
90
100
4Q03
1Q04
2Q04
3Q04
4Q04
1Q05
2Q05
3Q05
4Q05
1Q06
2Q06
3Q06
% F
orec
ast A
ccur
acy
(Product Mix Level)
Process, People,Statistical Forecasting
Exception AnalysisForecast Adjustments
Forecast SegmentationData Aggregation
World Class
+ 6% + 15%+ 7%
50
60
70
80
90
100
Prod
uctio
n Pl
an A
dher
ence
(%)
38% Improvement
2004 2007
Production Plan AdherenceSupply Planning Accuracy
30
40
50
60
70
80
90
100
Dire
ct P
rofit
Acc
urac
y (%
)
21% Improvement
2004 2007
Financial Forecast Accuracy
Forecast Deviation Trend
• Forecast deviation at chemical product levelAPO Go-Live
Target
.0
.1
.2
.3
.4
.5
Jul-0
7
Aug
-07
Sep-
07
Oct
-07
Nov
-07
Dec
-07
Jan-
08
Feb-
08
Mar
-08
Apr
-08
May
-08
Jun-
08
Jul-0
8
Aug
-08
Sep-
08
Oct
-08
Nov
-08
Dec
-08
Jan-
09
Feb-
09
Mar
-09
Fore
cast
Dev
iatio
n
APP Wacker
• Forecast deviation at chemical product level
Target
0%
20%
40%
60%
80%
100%
Sep
-08
Oct
-08
Nov
-08
Dec
-08
Jan-
09
Feb-
09
Mar
-09
Apr
-09
Fore
cast
Dev
iatio
n % Forecast Deviation Reduced 56%
Forecast Deviation Trend
Forecast Deviation Vs Inventory Levels
0%
10%
20%
30%
40%
50%
Nov
-08
Dec
-08
Jan-
09
Feb-
09
Mar
-09
Apr
-09
Fore
cast
Dev
iatio
n %
10
20
30
40
50
60
Inventory DO
S
Forecast Deviation Inventory DOS
Inventory Decreased 29%
Forecast Deviation Vs On-Time Delivery
0%
10%
20%
30%
40%
50%
Nov
-08
Dec
-08
Jan-
09
Feb-
09
Mar
-09
Apr
-09
Fore
cast
Dev
iatio
n %
90
92
94
96
98
100
On-Tim
e Delivery %
LDU Forecast Deviation Calvert On-Time Delivery
On-Time Delivery Increased 2%
Forecast Deviation Vs Revenue Accuracy
0%
10%
20%
30%
40%
50%
Nov
-08
Dec
-08
Jan-
09
Feb-
09
Mar
-09
Apr
-09
Fore
cast
Dev
iatio
n %
60
70
80
90
100
Revenue A
ccuracy %
Forecast Deviation Revenue Accuracy
• Aligning demand plan with financial forecasting process
Revenue Accuracy Increased 29%
WACKER Company OverviewWhy Forecast?Forecasting ChallengesSix Keys to Improving Forecast Accuracy– Process, People, & Tools– Statistical Forecasting– Forecasting Segmentation– Data Aggregation– Sales Adjustments to Statistical Forecast– Measurement & Exception Reporting
Forecasting Accuracy ResultsConclusion
Content
If you follow the Roadmap to improve your company’s sales forecasting practices, you will experience
reductions in costs and increases in customer and employee satisfaction. Costs will decline in inventory levels, raw materials, production, and logistics. But the first step a company must take before realizing
these kind of benefits is to recognize the importance of sales forecasting as a management function, and to
be willing to commit the necessary resources to becoming world class.
CONCLUSION
THANK YOU FOR YOUR ATTENTION
The WACKER Group
Stephen P. CraneDirector Strategic Supply Chain [email protected]
CREATING TOMORROW'S SOLUTIONS