Vail Resorts Caribbean Supply Chainleeds-faculty.colorado.edu/marlattj/OPIM4850-MGMT4085/OPIM485… · Vail Resorts Caribbean ... owners of these Caribbean Vail Resorts and research

Vail Resorts Caribbean Supply Chain First Deliverable

CU Student Team: AmandaBuss [email protected] 720.352.4000JanakiDouillard [email protected] 303.718.7052MiletaGebre‐[email protected] 303.931.1094EllenHammock [email protected] 620.341.8368 Vail Resorts Client Representatives: KevinSnyder [email protected] 303.877.7712AaronRubinstein [email protected] 720.218.2953

Table of ContentsExecutive Summary .......................................................................................... 3

Project Purpose Breakdown............................................................................. 5

Project Charter .................................................................................................6 Original Project Charter.......................................................................................... 6 Revised Project Charter........................................................................................... 11

Breaking Assumptions .................................................................................... 15

Roles & Responsibilities.................................................................................. 17

Communications Plan .................................................................................... 22 Project Team Organization Chart .......................................................................... 22 Stakeholder Analysis .............................................................................................. 23

Work Breakdown Structure............................................................................ 25

Project Schedule ............................................................................................. 26 Tasks List.................................................................................................................26 Initiation Phase Gantt Chart ..................................................................................28 Planning Phase Gantt Chart...................................................................................28 Execution: Research Phase Gantt Chart ................................................................28 Execution: Analysis, Recommendation, Draft Presentation Phase Gantt Chart .29 Closing Phase Gantt Chart .....................................................................................29

Risk Management Schedule ........................................................................... 30

Best Practices...................................................................................................32

Final Deliverable Outline............................................................................... 34

VailResortsCaribbeanSupplyChain 3

Executive Summary Theintentionofthisfirstdeliverableisprimarilytoidentifytheprojectproblemandpurpose

andsecondarilytocreateaprojectplan.

TheprojectproblemandpurposearedetailedintheProjectPurposeBreakdown.Insummary,

theprojectproblemisthatVailResortshasverylittlecommunicationwithorvisibilityatthe

CaribbeanRockResorts.Theprojectpurposeisthenidentifiedastheneedtoresearchthefood

&beveragesupplychainoftheLandingsatSt.LuciaResortandcomparethistothecompetitor

analysisfindings.Fromthisdataanalysis,wewillcreateaproposalforthemostcosteffective

supplychainthatisscalabletotherestoftheCaribbeanIslandsResorts.

InordertodelveintotheprojectpurposemorethoroughlyweeditedtheProjectCharterto

includeamorenarrowedscopeandcreatedalistofassumptionsabouttheprojectthatwe

reviewedwithKevinSnyderforvalidity.

Thescopeoftheprojectwasdeterminedtoberesearchonthefood&beveragesupplychainin

St.Lucia,legalandregulatoryenvironmentoftheCaribbean,andcompetitoranalysis,whichwill

yieldaproposalforanoptimizedsupplychain.Out‐of‐Scopewasdeterminedtobethe3other

resortscurrentlyintheCaribbeanmanagedbyVailResorts;BalconesdeAtlantico,RumCay

ResortMarina,ThirdTurtleClub&Spa.Wealsodeterminedthatanycommunicationwiththe

ownersoftheseCaribbeanVailResortsandresearchintothetransitiontoVailResortsprimary

ERPsystemwasout‐of‐scope.

Athoroughunderstandingoftheprojectscopeallowedustodevelopmoreofourprojectplan.

Alistofroles&responsibilitieswascreatedforallteammembers,HitachiMentor,VailResorts

clientrepresentativesandProjectSponsor,whichhelpsensurethateveryoneinvolved

understandswhattheyareaccountablefor.Asacontinuationoftheroles&responsibilities

chartwedevelopedacommunicationplantohelpdeterminewhoallthekeystakeholdersare

andhowtheyshouldallbecommunicatedwith.

Thescopealsoallowedustodevelopaworkbreakdownstructureandprojectschedule.

ImportantProjectScheduledetailsincludethatallresearchandanalysisistobecompletedby

theDraftPresentationonNov.29th,2010.ThentheFinalDeliverableandPresentationwillbe

completedbyDec.8thandDec.13th,2010respectively.

TheProjectScheduleandWBSallowedustocompletetheriskmanagementplan,listof

competitors,andafinalprojectoutline,whichwerequiredforthefullprojectplan.Arisk

managementplanwasdevelopedtoexposepotentialrisksandpotentialpreventionmethods.A

listofcompetitorsintherealmofCaribbeanSupplyChainwascreatedasabaselineforBest

Practices.Afinaloutlinewasdevelopedtopresentaninitialunderstandingofwhatwillbe

neededasweproceedwiththisproject.

Manyofthesereportsareexpectedtochangewiththeaccumulationofmoreinformation

regardingthisproject’suniqueneeds.


Project Purpose Breakdown Thepurposeofthisbreakdownistoidentifytherootcauseoftheissueswearetoidentifyin

thisproject.ThiswillbecompletedthroughindustryresearchanddirectcontactwithThe

ProjectPurposeBreakdownwasthefirstphaseinourprojectplanning.Thebreakdownhelped

ustonarrowthescopeofourprojectinadditiontoanalyzingwhatwasactuallycausingthe

problemsVailhasexperiencedintheirCaribbeanresorts.TheProjectPurposeBreakdownwill

beupdatedafterinitialresearchhasbeenconductedandmorecompleteinformationgathered.

ProjectPurposeBreakdown I.IdentificationofBusinessProblems/NeedsWorksheetCompetitive: N/AFinancial:N/A

Operational:CustomsbottleneckswithintheRockResorts’Caribbeanfoodandbeveragesupplychainaredelayingandcomplicatingdistributionoftheproductsrequiredateachoftheirresorts.Organization:VailResortslackssufficientcommunicationfrom,andvisibilityat,theirRockResortsCaribbeanproperties.II.ResultingProjectPurposeThepurposeofthisprojectistoresearchanddocumentTheLandingsatSt.Lucia’sfoodand

beveragesupplychain,thelegalandregulatoryenvironmentoftheCaribbean,aswellas

competitorpractices.Fromdataanalysis,weseektocreateanoptimalsupplychainforThe

Landings,whichbothmeetstheneedsoftheresortandalignstheprocesstoRockResorts’

qualitystandards.Furthermore,weaimtoestablishasupplychainscalabletoallVailResorts’

Caribbeanproperties,utilizingtheircurrentpartnershipwithU.S.Foodservicetocutcosts,take

advantageofquantityrebatesandreducewasteproduct,ifappropriate.

Project Charter Theinitialprojectcharter,providedbyVailResorts,outlinedtheperceptionsofpurpose,

objectives,approach,assumptionsandsomehistoryfromtheperspectiveoftheclient.

Original Project Charter

ProjectCharterforVailResorts–Fall2010

ProjectPurpose

VailResortshasexperiencedchallengesdevelopingandoperatingsupplychainsatits

newhoteldevelopmentsintheCaribbeanregion.Asupplychainsolutionforfood&beverage

goodsisparticularlyimportant.

Thepurposeofthisprojectistodevelopafoodandbeveragesupplychainprocessfor

VailResortsCaribbeanpropertiesthatiseconomical,meetstheneedsofthebusiness,and

adherestolegalandregulatoryrequirementsintheregion.

History

VailResorts,parentcompanyofRockResorts,hasbeenexpandingitshospitality

operationsintotheCaribbean.ManyRockResortsbrandedhotelsarenoweitheroperationalor

underconstruction,andadevelopmentteamisactivityseekingadditionalhospitality

opportunitiesinthisarea.

ProjectObjectives

• UnderstandexistingsupplychainprocessforfoodandbeverageproductsatVailResorts’

Caribbeanhotels.

• UnderstandbusinessrequirementsofVailResorts’foodandbeverageoperationsinthe

Caribbean.


• Researchlaws,regulations,taxes,duties,etc.associatedwithimportingfoodproductsto

Caribbeanislands.

• Researchsupplychainlogisticsassociatedwithsourcingfoodandbeverageproductsinthe

Caribbean.

o FocusonutilizingVailResorts’existingnationalfoodsuppliers.

o Understandcostsassociatedwithimportingfoodandbeverageproductsto

Caribbeanislands.

• DeveloparecommendedsupplychainsolutionthataddressesVailResorts’needs

ProjectScope

• CurrentlyOperationalResorts

o TheLandingsatSt.Lucia,St.LuciaIsland

o BalconesdeAtlantico,DominicanRepublic

• ResortsUnderDevelopment

o RumCayResortMarina,TheBahamas

o ThirdTurtleClub&Spa,Turks&Caicos

Deliverables

• Researchonexistingprocesses,suppliers,andbusinessrequirements

• Analysisoflegal/regulatoryconstraints

• Analysisoflogisticsoptionsandsupplychainconsiderations

• ExecutiveSummaryofrecommendedsolution

• PowerPointPresentation

ProjectApproach

• Kick‐offmeetingatVailResortsheadquartersinBroomfield

o Reviewprojectcharter

o Introducestakeholders

o Overviewofhigh‐levelsupplychainconcepts

o AppointaStudentProjectManager

• Developresearchplan

o Identifyinformationresources&subjectmatterexperts

o Assigntaskstospecificteammembers

o Reviewwithclients

• Analyzeandvalidateresearchfindings

o Interviewswithkeystakeholders

o SWOTanalysis

o Financialanalysis/costmodels

• Developrecommendedsolution(s)

• PresentfindingstoVailResortsandRockResortsstakeholders

CriticalMilestonesandEventDates

• CharterreviewwithRickPrestonfromHitachiConsulting

• Researchplancomplete

• Analysiscomplete

• Recommendedsolutiondeveloped

• HitachiConsultingpresentationreview

• PresentprojectfindingstoVailResorts

• Coursefinalpresentation

Roles&Responsibilities

• Projectteammembers

o StudentProjectManager

ReporttoVailResortsClientRepresentatives

FulfillroleofprimarycommunicatorwithVailResortsClientRepresentatives


CommunicatewithprojectteammembersonbehalfoftheVailResorts

ClientRepresentatives

Delegatetaskstoteammembersandholdteammembersaccountablefor

assignedtasks

Determineprojectschedules,milestones,etcwithapprovalofoneormore

VailResortsClientRepresentatives

o StudentTeamMembers

ReporttoVailResortsClientRepresentatives

Completeassignedtasksinaccordancewithprojectdeadlines

Attendandparticipateinallclientmeetings,conferencecalls,etc.

• Exceptions:NoticeofabsencegiventoVailResortsClient

Representativesinadvanceofmeeting,call,etc.

ReportstatusoftaskstoVailResortsClientRepresentativesuponrequest

• VailResortsClientRepresentatives(AaronRubinstein&KevinSnyder)

o Providestudentswithprojectguidance,advice,etc.

o ProvideStudentTeamMemberswithallnecessaryresources&contactsforproject

o Committoatleastabi‐weeklymeeting,conferencecall,etc.withtheStudentTeam

Members

o HoldStudentTeamMembersandStudentProjectManageraccountablefor

assignedtasks

o AttendatleasttwoHitachiConsultingseminars

o RespondtoStudentTeamMembers’inquiriesinatimelymanner

o Providefeedbackofstudents’performancestocourseprofessor

• HitachiConsultant




• CourseProfessor(JimMarlatt)


o Attendandfacilitateweeklycoursesessions

o HoldStudentTeamMembersandStudentProjectManageraccountablefor

assignedtasks



Assumptions

ThisProjectCharterwillberevisedbasedonthefeedbackofprojectstakeholders.


Revised Project Charter

Asitturnedout,revisiontotheprojectcharterbeganduringthefirstintroductorymeetingand

continuedthroughourformulationofacohesiveprojectplan.Aswecritiquedassumptions,

possiblerisks,communicationplans,andtheoutlineofourfinaldeliverable,wemadechanges

tothecharterthatincorporatedthefeedbackofadditionalprojectstakeholders.Thisversion

remainsaworkinprogress,subjecttomodification.WealsoremovedAssumptionsandRoles&

ResponsibilitiesfromtheCharterdocumentsowecouldgothroughthemmorethoroughlyin

theirownreports.

ProjectCharterforVailResorts–Fall2010

ProjectPurpose

VailResortshasexperiencedchallengesdevelopingandoperatingsupplychainsatitsnewhotel

developmentsintheCaribbeanregion.Asupplychainsolutionforfood&beveragegoodsis

particularlyimportant.

ThepurposeofthisprojectistoresearchanddocumentTheLandingsatSt.Lucia’sfoodand

beveragesupplychain,thelegalandregulatoryenvironmentoftheCaribbean,aswellas

competitorpractices.Fromdataanalysis,weseektocreateanoptimalsupplychainforThe

Landings,whichbothmeetstheneedsoftheresortandalignstheprocesstoRockResorts’

qualitystandards.Furthermore,weaimtoestablishasupplychainscalabletoallVailResorts’

Caribbeanproperties,utilizingtheircurrentpartnershipwithU.S.Foodservicetocutcosts,take

advantageofquantityrebatesandreducewasteproduct,ifappropriate.

History

VailResorts,parentcompanyofRockResorts,hasbeenexpandingitshospitalityoperationsinto

theCaribbean.ManyRockResortsbrandedhotelsarenoweitheroperationalorunder

construction,andadevelopmentteamisactivityseekingadditionalhospitalityopportunitiesin

thisarea.

ProjectObjectives

• UnderstandexistingsupplychainprocessforfoodandbeverageproductsatVailResorts’

Caribbeanhotels.

• UnderstandbusinessrequirementsofVailResorts’foodandbeverageoperationsinthe

Caribbean.

• Researchlaws,regulations,taxes,duties,etc.associatedwithimportingfoodproductsto

Caribbeanislands.

• Researchsupplychainlogisticsassociatedwithsourcingfoodandbeverageproductsinthe

Caribbean.

o FocusonutilizingVailResorts’existingnationalfoodsuppliers.

o Understandcostsassociatedwithimportingfoodandbeverageproductsto

Caribbeanislands.

• DeveloparecommendedsupplychainsolutionthataddressesVailResorts’needs

ProjectScope

In‐Scope:

• 2yearmanagedResort:TheLandingsatSt.Lucia

• ClarifyingandcreatingvisibilityofcurrentsupplychainatTheLandings

• ResearchingLegalandRegulatoryEnvironmentoftheCaribbeanasawhole.

• ProposeanadjustedsupplychaintoSt.Luciathatisscalabletotherestoftheisland

resortswhenandifappropriate.

Out‐of‐Scope:

• 6monthmanagedResort:BalconesdeAtlantico,DominicanRepublic

• UnderConstructionResorts

o RumCayResortMarina,TheBahamas

o ThirdTurtleClub&Spa,Turks&Caicos

• TalkingtoanyoftheResortownerstodiscovertheirexpectationsfortheproject.


• ResearchingviabilityofimplementingVailResorts’ERPsystem.

Deliverables

• FirstDeliverable‐ProjectPlan

• Researchonexistingprocesses,suppliers,andbusinessrequirements

• Analysisoflegal/regulatoryconstraints

• Analysisoflogisticsoptionsandsupplychainconsiderations

• PowerPointPresentationforDraftPresentation

• FinalDeliverable

• FinalPresentation

ProjectApproach

• Kick‐offmeetingatVailResortsheadquartersinBroomfield

o Reviewprojectcharter

o Introducestakeholders

o Overviewofhigh‐levelsupplychainconcepts

o AppointaStudentProjectManager

• Developresearchplan

o Identifyinformationresources&subjectmatterexperts

o Assigntaskstospecificteammembers

o Reviewwithclients

• Analyzeandvalidateresearchfindings

o Interviewswithkeystakeholders

o SWOTanalysis

o Financialanalysis/costmodels

• Developrecommendedsolution(s)

• PresentfindingstoVailResortsandRockResortsstakeholders

CriticalMilestonesandEventDates

• CharterreviewwithTaylorKirwanfromHitachiConsulting

o FridaySept.17,2010

• FirstDeliverable‐ProjectPlan

o WednesdaySept.29,2010

• Researchplancomplete

o WednesdaySept.29,2010

• MentorNightatCentroonPearl

o TuesdayOct.192010

• AllResearchCompiled

o Saturday,Oct.23,2010

• Analysiscomplete

o FridayOct.29,2010

• Recommendedsolutiondeveloped

o FridayNov.5,2010

• HitachiConsultingpresentationreview

o FridayNov.19,2010

• DraftPresentation

o FridayNov.29,2010

• Coursefinaldeliverable

o WednesdayDec.8,2010

• Coursefinalpresentation

o MondayDec.13,2010

• PresentprojectfindingstoVailResorts


Breaking Assumptions AfterreviewingtheprojectcharterandmeetingwithourVailcontactsforanoverview

ofprojectdetails,ourteamformulatedasetofassumptionstobesurethatallinvolvedparties

hadthesameunderstandingoftheproject’spurposeandscope.Thefollowingassumptions

surfacedinitially:

1. NickHagelwillserveasprojectsponsorandKevinandAaronwillsupportourefforts

withopenemailcommunicationandweeklymeetings.

2. Wewillseektofullyunderstandthecurrentsupplychainforfoodandbeverage

productsattheRockResortssiteatSt.Lucia.

3. Wewilldiscover,define,anddocumentthelegalandregulatoryenvironment(all

applicablelawsandrequirementsspecifictofoodtransportation)forSt.Lucia,the

Bahamas,theDominicanRepublic,andTurksandCaicos.

• Thiswillhelpensurefeasibilityandscalabilityofourproposal

4. Wewillresearch5competitorsinthepropertymanagementindustrytodeterminebest

practicesandadditionalopportunitiesforimprovement.

5. ItisofstrongpreferencetoimplementRockResort’scurrentERPsystemandmakeuse

ofthecurrentsuppliers,specificallyUSFoodService,inthefinalsupplychain.

6. Incommunicationswithprovidedcontacts,wewillapproacheachconversationasa

meansofprovidingunderstandingofcurrentprocessesratherthanimposinganyofour

ownideasorsuggestions.

7. TheproposedfoodandbeveragesupplychainwillalignTheLandingsatSt.Luciawith

RockResort’ssuperiorservicestandards.

8. Wewillconductacost‐benefitanalysisofourproposedsolutionbeforeourfinal

presentation.

Theabovelistofassumptionsservedasareferenceforameeting/conferencecallwith

TaylorKirwan(ourHitachimentor),KevinSnyder,andallmembersofourteam.Asagroup,

wediscussedeachassumptionandrevisedinaccordancewithourclientsexpectedscope

andafewadditionalpiecesofinformation.Thechangesmadearenotedinorangebelow:

1. NickHagelwillserveasprojectsponsorandKevinSnyderandAaronRubinsteinwill

facilitateonbehalfofVailresortsandsupportoureffortswithopenemail

communicationandweeklymeetings.Confirmed

2. Wewillseektofullyunderstandthecurrentsupplychainforfoodandbeverage

productsattheRockResortssiteatSt.Lucia.Confirmed

3. Wewilldiscover,define,anddocumentthelegalandregulatoryenvironment(all

applicablelawsandrequirementsspecifictofoodtransportation)forSt.Lucia,the

Bahamas,theDominicanRepublic,andTurksandCaicos.

• Thiswillhelpensurefeasibilityandscalabilityofourproposal

→NeedtoExpandScopeinordertogetthelevelofdetaildesired:Thisresearch

shouldincludefullinformationontaxes,customs,duties,tariffs,currency

exchange,FDA,andenvironmentalregulation.

→Mayalsowanttoconsidertheperishabilityoffoodandhowthatwillbe

affectedbytheaforementioneditems

4. Wewillresearch5competitorsinthepropertymanagementindustrytodeterminebest

practicesandadditionalopportunitiesforimprovement.

→VailResortshavedefinedtheircompetitorsaslargeLasVegasresort

operatorsandcruiseliners(Thiswillhelpnarrowthescoperelatedtobest

practice)

5. ItisofstrongpreferencetoimplementRockResort’scurrentERPsystemandmakeuse

ofthecurrentsuppliers,specificallyUSFoodService,inthefinalsupplychain.

→ImplementingthecurrentERPsystem(PeopleSoftandStrattenWarren

programs)isoutofscope.Wemaydiscussthepossibilityofmovingtothis

systemdowntheline,butitistoolong‐termforourconsideration.

6. Incommunicationswithprovidedcontacts,wewillapproacheachconversationasa

meansofprovidingunderstandingofcurrentprocessesratherthanimposinganyofour

ownideasorsuggestions.WewillonlybemakingrecommendationstoVailResorts.

7. TheproposedfoodandbeveragesupplychainwillalignTheLandingsatSt.Luciawith

RockResort’ssuperiorservicestandards.

→ServiceStandardsarebeingmetbythecurrentsystem,yetwemustensurethatour

proposedsolutionwillupholdthesesamestandards.


8. Wewillconductacost‐benefitanalysisofourproposedsolutionbeforeourfinal

presentation.

→Expandscopetoincludeaforecastofannualspendandanalyzehowitwould

contributetothethresholdlevelofspendwithUSFoodServiceandtherebate

theyoffer.

9. BoththeProjectCharterandscopeacrossallareasofresearchandanalysisarealways

subjecttorevisionbasedonthefeedbackofprojectstakeholders.

Whileweweremostlyontarget,thisprocessbroughteveryonetothesameunderstanding

ofscope,levelofdetail,andtheoverallaimofourwork.Thisdiscussionalsoprovidedafair

amountofresearchguidanceinwhichpossiblewebsitesandcomparablecompaniestolookinto

wereshared.

Roles & Responsibilities

Theresponsibilitymatrixfocusesontheprojectteamwhereeachteammemberreachesan

agreementthatidentifieshisorherresponsibilities.Thismatrixreducesoverlapaswellas

assistsstakeholdersinidentifyingwhomtocontactwithprojectspecificquestions.

Role ResponsibilitiesProjectSponsor:NickHagelSeniorManagerProcurement

• Respondtoemailcorrespondencewithin3businessdays;phonecallswithin48hoursduringabusinessweek.

• Provideprojectresourcesneededtocompleteprojectasplanned.

• Communicateanychangesincompanystrategyorfocusthatmayimpactprojectinatimelymanner.

• GiventheunderstandingthatstudentteammembersaretocontacttheVailResortsClientRepresentativesprimarily,SponsorwillprovideappropriateresourcesandanswersthatClientRepsareunabletoprovide.

• Helpprojectteamresolveanyproblemsencounteredduringproject.


VailResortsClientRepresentatives:AaronRubinsteinSeniorManager–Analytics&ProcurementKevinSnyderProcurementAnalyst • Approvenecessaryadditionsandalterationsto

projectcharter. • Provideallnecessaryprojectresourcesand

contactsforproject. • Communicateanychangesincompanystrategy

orfocusthatmayimpactprojectinatimelymanner.

• Communicateanynewresourcesthatweshouldutilizetousinatimelymanner.

• Providestudentteamwithprojectguidance,advice,etc.

• Committoatleastabi‐weeklymeeting,conferencecall,etcwithstudentprojectteam.

• Holdstudentteammembersandstudentprojectmanageraccountableforassignedtasks.

• AttendatleasttwoHitachiConsultingseminars • Providefeedbackofstudents’performancesto

courseprofessor.


StudentProjectManager:JanakiDouillard

• Createandmaintainmeetingminutes,progressreports,andemailcorrespondence.

• Serveassinglepointofcontactforstudentteam‐widequestionsandscheduling


• Attendandparticipateinallclientandmentormeetings,conferencecall,etc.

• Exceptions:NoticeofabsencegiventoVailResortsClientRepsorHitachiMentorinadvanceofmeeting,call,etc.

• Developandgetapprovalonprojectplan • CommunicateprojectissuestoVailResorts

ClientRepresentativesassoonastheyareidentified.

• Communicateprojectinformationasappropriatetoprojectteamonadailybasis.

• Providesupporttoprojectteamsotheyareclearabouttheirresponsibilitiesandmakesuretheyhavetheresourcestheyneedtoaccomplishtheirtasks.

• Holdteammatesaccountablefortheirresponsibilities.

• Determineprojectschedule,milestones,etcwithapprovalofoneormoreVailResortsClientRepresentatives.

• Maintaintheprojectscheduleandotherplanningdocumentstobeclearaboutactualprojectprogress.

• Communicatetoteammatesiftheyareindangerofbeingfiredfromthestudentteam.

• Understandthatconsistentfailuretocompletetasksontimecouldleadtoexpulsionfromthestudentprojectteam.

AS‐ISSupplyChainLead:EllenHammock


• Completeassignedtasksinaccordancewithprojectdeadlines


o Exceptions:NoticeofabsencegiventoVailResortsClientRepsorHitachiMentorinadvanceofmeeting,call,etc.

• ReportstatusoftaskstoVailResortsClientRepsuponrequest.

• Documentallresearchandcorrespondence • Makerecommendationsforoptimizingcurrent

supplychain • Understandthatconsistentfailuretocomplete

tasksontimecouldleadtoexpulsionfromthestudentprojectteam.

• ResearchsupplychainsofthecurrentlocalRockResortsinordertocomparetoSt.Lucia.

Legal/RegulatoryEnvironmentLead:AmandaBuss






• Documentallresearchandcorrespondence • Makerecommendationsfornavigating

legal/regulatoryenvironmentforSt.Lucia,DominicanRepublic,theBahamas,andTurksandCaicos.

• Understandthatconsistentfailuretocompletetasksontimecouldleadtoexpulsionfromthestudentprojectteam.

• Ensurethatallsuggestionstosupplychainmaintainthatthesafetyofthecustomersisparamount.Ex.PerishabilityofFoods

• Researchtaxes,duties,customs,currencyexchangeandtheenvironmentalregulation/lawintheCaribbean.

BestPracticesLead:MiletaGebre‐Michael







• Documentallresearchandcorrespondence • Makerecommendationsforoptimizingcurrent

supplychain • Understandthatconsistentfailuretocomplete

tasksontimecouldleadtoexpulsionfromthestudentprojectteam.

• DeterminewhoisthecurrentF&BsupplierinSt.Lucia,ifThelandingsusesa3rdpartydistributor,whatleadtimesare,iftheyuseapushorpullsupplychain,andiftheyaresourcinganythinglocally.

HitachiConsultant:TaylorKirwan


• AttendatleasttwoHitachiConsultingseminars.


CourseProfessor:JimMarlatt


• Attendandfacilitateweeklycoursesessions • Holdstudentteammembersandstudent

projectmanageraccountableforassignedtasks.

• AttendatleasttwoHitachiConsultingseminars.


Communications Plan Toensurethatcommunicationisbeingperformedinthemosteffectivemanner,weset

acommunicationplanthatclearlystatesthebestmeansofcontactingeachteam

member,bothformalandinformal,aswellassettingthestandardforthetimeframeof

whentorespond.

Project Team Organization Chart


Stakeholder Analysis

TheStakeholderAnalysisfactorsinallpartiesthatwouldbeaffectedbytheproject.The

identifiedindividualsprovideprojectresourcesandsupport.

CommunicationsPlanStakeholderAnalysisName Organization Role Interest Influence UniqueFacts Expectations(success

means?)WaystoManageExpectations

NickHagel SeniorManagerProcurement

ProjectSponsor

High High Hediscoveredtheproblemsthatledtothisproject’sinitiationandtheprojectishisbaby.PreferstobecontactedforansweringquestionsonlyifKevinandAaroncannotanswerthequestionsfirst.

HeexpectstheprojecttobringclaritytoprocessescurrentlybeingusedattheLandingsinSt.Lucia.AlsoexpectsthattheproposalwillbeatleastequaltoorlessthancurrentSCcosts.

ThefirstphaseofthisprojectistoresearchthecurrentSC,whichwilladdresstheclaritywanted.ACost‐BenefitanalysiswillbedoneduringtheAnalysisphaseoftheprojecttoensureourproposalmeetstheseexpectations.

KevinSnyder

ProcurementAnalyst

Client High High KevinisaCUAlumnithattookProjectManagementwhenhewasinhisundergradandactuallyworkedwithVailresorts.

Kevinexpectstheprojecttohaveasolid,detaileddescriptionofsuggestionsforincreasingvisibilitywithTheLandingaswellaslogisticsbeingfactoredintoeverypart.

Biweeklymeetingswillgiveupdatesbyeachteammember’sresearchandinterviews.Ifanyquestionsorpressinginformationarises,itwillbebroughttoKevin’sattentionandusehisinsightfordecisions.

AaronRubinstein

SeniorManager–Analytics&Technology

Client High High Aaronexpectsforthetimelineofresearchandinterviewstobecompleted.Healsoexpectsaproposalthatreflectsalltheresearchdoneaswellasacostbenefitanalysisoftherecommendations.

Hewillansweranyandallquestions.Addressanyissuesthatarebroughttohisattention.Hewillofferfeedbackontheupdatesgivenbyeachteammemberinthebiweeklymeetings.

AdamSmock

Food&BeverageDirector‐TheLandingsatSt.Lucia

St.LuciaAs‐IsSupplyChainContact

Medium Medium ActionItem:Waitingoncontactresponse

ActionItem:Waitingoncontactresponse


ThomasDeLouise

VailResortsCorporateFood&BeverageDirector

ContinentalU.S.SupplyChainContact

Medium Medium ActionItem:Waitingoncontactresponse



JanakiDouillard

CUStudent StudentManager

Medium Medium Preferstobecontactedviaemailforinformationthatexceeds2topics.Preferstobecontactedviaphoneforcommunicationthatneedstohappenquickly.

Sheexpectsthisprojecttoendwithaproposalthatmeetsandideallyexceedsstakeholderexpectations.Alsoexpectsthattaskswillbemanagedsothattheprojectteamdoesn’tfeelthetimeconstraints.

Shewillworkhardcontrollingtheprojectscheduletoensuretasksarecompletedontime.Shewillmanageandcontrolforqualityofdatathatmeetsstakeholderexpectations.

AmandaBuss

CUStudent Legal/RegulatoryLead

High Medium Prefersemailcommunicationforcomplicateddetailsandphoneforactionitems.

Amandawillsavecopiesofallcommunicationwithintervieweesandrespondtoteammembersinatimelyandcompletemanner

Shewillbethoroughlypreparedforeffectiveinterviewsandprioritizecommunicationwithallstakeholders

MiletaGebre‐Michael

CUStudent BestPractices

High Medium Preferstobereachedviaemailandbyphonethroughtextmessagesforitemsthatneedimmediateresponse.

Miletawilldocumentallresearchaswellasinformationfrominterviewees.Shewillalsocompletetaskswiththeteammemberswithintheexpected3businessdays.

Miletawillhavereviewedandbringallnecessarymaterialstoeachteammembermeeting.

EllenHammock

CUStudent As‐IsSupplyChainLead

High Medium Greatestavailabilityinthemornings.Preferstobecontactedbyemailforallcommunications.

Shewillconductthorough,professionalinterviewsandrelyallinformationgatheredtoteamthroughformalwrittenreports.Ellenwillanalyzeallfindingscongruentlywithregulatoryrequirementstooptimizesupplychainrecommendations.

Shewillbethoroughlypreparedforeffectiveinterviewsandprioritizecommunicationwithallstakeholders.


Work Breakdown Structure

Project Schedule Thisisanestimateprojectschedulethatwillserveasabaselinefortherestofourproject.

Changeswillofcoursebebroughttolightbutthebuffersprovidedattheendofmanyproject

phasesshouldallowforsomevariationtoplan.TheTasksListgivesaclearoutlineofthe

activitiestheprojectcurrentlyrequirestheirapproximatestartandfinishdatesandthepeople

assignedtothetasks.ThefollowingGanttChartsprovideavisualrepresentationofhowthe

taskswithineachphaserelatetooneanother.

Tasks List TaskName Start Finish ResourceNamesVailSupplyChainProject MonSep6,'10 MonDec13,'10

Initiation MonSep6,'10 ThuSep23,'10

ProjectFair‐IdentifyStudentGroup MonSep6,'10 MonSep6,'10

SelectProjectManager MonSep6,'10 TueSep7,'10 Team

CollectContactInformation SatSep11,'10 TueSep21,'10 Janaki

ReviewProjectCharter WedSep8,'10 WedSep22,'10 Janaki

IdentifyStakeholders WedSep8,'10 ThuSep23,'10 TeamPlanning MonSep13,'10 WedSep29,'10

CreateProjectPurposeBreakdown WedSep15,'10 WedSep22,'10 Ellen

DocumentBreakingAssumptions WedSep15,'10 WedSep22,'10 Amanda

CreateWBS MonSep13,'10 ThuSep16,'10 Team

CreateFinalDeliverableOutline SatSep18,'10 SunSep26,'10 Mileta

DevelopSchedule FriSep17,'10 SatSep18,'10 Janaki

CreateRiskManagementPlan SunSep19,'10 MonSep27,'10 Team

DetermineRoles&Responsibilities FriSep17,'10 MonSep20,'10 Janaki,Mileta

PlanCommunications ThuSep23,'10 MonSep27,'10 Ellen,Amanda,Mileta

DevelopScriptforInterviews TueSep21,'10 MonSep27,'10 Ellen,Amanda,Mileta

5SimilarBusinesses FriSep17,'10 FriSep24,'10 Mileta

FirstDeliverable WedSep29,'10 WedSep29,'10 Execution WedSep29,'10 MonNov29,'10

ResearchPhase WedSep29,'10 SatOct23,'10

AS‐ISSupplyChainResearch WedSep29,'10 FriOct22,'10 Ellen

InterviewSupplyChainContacts WedSep29,'10 TueOct5,'10

FollowupwithSCContacts WedOct6,'10 TueOct12,'10

FullWriteUpofCurrentSC SunOct17,'10 FriOct22,'10

CreateCurrentSCFlowChart SunOct17,'10 FriOct22,'10

Legal/RegulatoryEnvironment WedSep29,'10 FriOct22,'10 Amanda

ResearchLegal/Reg.Enviro. WedSep29,'10 MonOct11,'10


InterviewLegal/Reg.Contacts WedSep29,'10 TueOct5,'10

FollowupwithLegal/RegContacts TueOct12,'10 SatOct16,'10

FullWriteUpofLegal/Reg.Enviro. SunOct17,'10 FriOct22,'10

Highlightpotentialbottlenecks SunOct17,'10 FriOct22,'10

Documentareasofimprovement SunOct17,'10 FriOct22,'10

BestPracticeResearch WedSep29,'10 FriOct22,'10 Mileta

ResearchBestPractices WedSep29,'10 MonOct11,'10

Interviewsimilarbusinesses WedSep29,'10 TueOct5,'10

FollowUpwithContacts TueOct12,'10 SatOct16,'10

DocumentSim.&Diff. SunOct17,'10 FriOct22,'10

Documentdecidingfactors SunOct17,'10 FriOct22,'10

AllResearchCompiled SatOct23,'10 SatOct23,'10

AnalysisPhase SatOct23,'10 FriOct29,'10

Cost‐BenefitAnalysis SatOct23,'10 FriOct29,'10

SWOTAnalysis SatOct23,'10 FriOct29,'10

AnalysisComplete FriOct29,'10 FriOct29,'10

TO‐BERecommendations SatOct30,'10 FriNov5,'10

DevelopDiagramsforTO‐BE SatOct30,'10 FriNov5,'10

FullWriteUponRecommendations SatOct30,'10 FriNov5,'10

RecommendationSolutionDeveloped FriNov5,'10 FriNov5,'10

DevelopDraftPresentation SatNov6,'10 MonNov29,'10

DevelopPowerpoint SatNov6,'10 FriNov12,'10

DevelopStory SatNov6,'10 FriNov12,'10

DraftPresentation MonNov29,'10 MonNov29,'10 Closing MonNov29,'10 MonDec13,'10

Confirmworkisdonetorequirements MonNov29,'10 ThuDec2,'10

Gainformalacceptanceoftheproduct FriDec3,'10 SatDec4,'10

Completefinalperformancereporting FriDec3,'10 MonDec6,'10

Updatelessonslearnedknowledgebase FriDec3,'10 MonDec6,'10

FinalDeliverable WedDec8,'10 WedDec8,'10

FinalPresentation MonDec13,'10 MonDec13,'10

Initiation Phase Gantt Chart

Planning Phase Gantt Chart

Execution: Research Phase Gantt Chart


Execution: Analysis, Recommendation, Draft Presentation Phase Gantt Chart

Closing Phase Gantt Chart

Risk Management Schedule

Inordertoensurethatourprojectiscompletedsuccessfully,ourteamidentifiedpossiblerisks

astheypertaintoscope,resources,scheduling,andtechnicalrequirements.Thisoutlineofrisks

notonlybringsawarenesstoareasthatmayposecomplexity,butalsoprovidesaframeworkfor

approachingsuchhurdlesshouldtheyarise.

Risk/Cause Likelihood Impact HowtoMinimizeCause

CurrentStatus

ActionItems ResponsiblePerson

SCOPE InabilitytoperformresponsibilitiesduetounwillingnessofContactparticipation.

Low High ProvideincentiveswhenfirstaddressingContacts.“Howdoeshelpingusbenefitthem?”

CommunicationhasnotyetcommencedwithContacts.IncentiveshavebeenoutlinedforDistributioncontactsandF&Bmanagers.

Developideasformakingallcontactsinvestedintheoutcomeofthisproject.

‐ProjectManager‐AS‐ISSupplyChainLead‐Legal/RegulatoryLead‐BestPracticesLead

Stakeholder’sexpectationsaredifferentthanprojectteamsduetolackofclearon‐goingcommunications

Medium High StayinconstantcommunicationswithVailClientRepresentativesandadditionalstakeholderstofirstunderstandtheirexpectationsandthenworktohelpthemunderstandtheprojectteams.

Therearestakeholdersthatexistinthecurrentsupplychainoperationsthathavenotyetbeencontactedbecausethereisnocurrentknowledgeofwhotheyare.

CommunicatewithcurrentcontactsinSt.Luciatodevelopanunderstandingoftheadditionalstakeholdersforthisproject.

‐ProjectManager‐AS‐ISSupplyChainLead

RESOURCE ProjectChampion(KevinSnyder)leavestheorganizationbeforetheprojectiscompleted.

Low Medium CheckwithChampionupfrontregardinghis/hercommitmenttotheorganization,haveasecondchampionavailableincaseofworst

Championiscommittedtotheproject.

Identifyasecondchampionandgethisapproval.

ProjectManager


casescenario.Schedule Projecttimerequirementunderestimatedforagiventask

Medium High Takethetimetomakesureestimatesarereasonableandcalculateabuffer

Onschedule Comparewithotherprojecttimelines

ProjectManager

Deliverabledatesconflictwithothertestsandworkloads

High Medium Compareprojecttimelinewithallotherschedulesandplanaccordingly

Onschedule Constantlyupdateandcross‐checkallschedules

ProjectManager

Interviewsarebehindscheduleduetodelayinreceivingcontactinformation

Medium High Proposedatesthatinformationmustbyreceived

Partiallyreceived

NeedFedExcontact

ProjectManager&VailClientRepresentatives

Researchislackingduetopoorplanning

Low High Stayontopofresearch

Researchplanningstarted

‐As‐issupplychain‐Legal/regulatory‐BestPractice

ProjectManager

Meetingsaremissedbyanypartyandre‐schedulingconflictsdelayprogress

Medium High Makemeetingsatoppriority

Nomeetingshavebeencancelled

Allpartiesinvolved

Technical Systemsonislandresortsmayneedupgradetosupportourrecommendation

Medium Low(withinourscope)

Recommendnecessarychangesatlowestpossibleextrinsicandintrinsiccost

VailClientRepresentatives

Understandingoftechnologyusedinthedistributionprocessisincomplete

High High Doresearch,conductinterviews

Lackvisibility RESEARCH,writescriptsandsetupinterviews

‐As‐issupplychainlead‐Legal/Regulatorylead

Best Practices FoodandBeverageSupplyChainsvarieswithineachcompany.Thislistofresortshasbeen

compiledaspertinentcompaniestointerviewregardinganF&BsupplychainintheCaribbean.

Theinformationgatheredwillbeusedtocompareandanalyzeprocessesthatarerelevantto

ourproposal.

Elite Island Resorts St.Lucia‐VillageInn&Spa

http://www.eliteislandresorts.com/stLucia/index.html

ContactInformation:ManagingDirector:LawrenceSamuelLaClery,ReduitBeach,RodneyBay,St.LuciaDirectTelephone:(758)458‐3300DirectFax:(758)458‐3600StevenHeydt,President:[email protected],Inc.1065Southwest30thAvenueDeerfieldBeach,FloridaUSA33442IntheU.S.:800.858.4618 International: 954.481.8787

IslandLuxe Resorts Ladera,St.Lucia http://www.ladera.com/

ContactInformation: KarenBullAssociates3355LenoxRoadSuite750Atlanta,GA30326

Tollfree:80025980177703946565Fax:4042371841


Interstate Hotels & Resorts: www.ihrco.com

ContactInformation:

CorporateHeadquarters:InterstateHotels&Resorts4501N.FairfaxDriveArlington,VA22203P:703.387.3100

Carnival Corporation http://www.carnival.com/contactus.aspx?icid=CC_Header_467

ContactInformation:RICHARDD.AMES‘SVP’SHAREDSERVICES3655NW87thAve.Miami,FL33178‐2428UnitedStatesPhone:305‐599‐2600

Sandals All Inclusive Resorts

http://www.sandals.com/main/stlucia.cfmContactInformation:SandalsGrandeSt.Lucian‐Castries,St.Lucia P.O.BoxG.I.2447Gross‐Islet St.Lucia,WestIndies Phone:(758)455‐2000SandalsHalcyonBeach‐Castries,St.Lucia P.O.BoxGM910,ChocBay,Castries St.Lucia,WestIndies Phone:(758)453‐0222SandalsRegencySt.Lucia‐Castries,St.Lucia P.O.Box399,Castries St.Lucia,WestIndies Phone:(758)452‐1012

Final Deliverable Outline

I. ExecutiveSummary

II. ProjectPurposeBreakdown

III. ProjectCharter

a. OriginalCharter

b. RevisedCharter

IV. BreakingAssumptions

V. Roles&Responsibilities

VI. CommunicationsPlan

a. ProjectTeamOrganizationPlan

b. StakeholderAnalysis

VII. EmailCommunication

VIII. MeetingMinutes

IX. ProgressReports

X. WorkBreakdownStructure

XI. ProjectSchedule

a. TasksList

b. InitiationPhaseGanttChart

c. PlanningPhaseGanttChart

d. Execution:ResearchPhaseGanttChart

e. Execution:Analysis,Recommendation,DraftPresentationPhaseGanttChart

f. ClosingPhaseGanttChart

XII. RiskManagementPlan

XIII. BestPractices

XIV. CostBenefitAnalysis

XV. SWOTAnalysis

XVI. RecommendationsTOBE

Documents

Vail Resorts Caribbean Supply Chainleeds-faculty.colorado.edu/marlattj/OPIM4850-MGMT4085/OPIM485… · Vail Resorts Caribbean ... owners of these Caribbean Vail Resorts and research