©SupplyChainGroup-2011

Discussion of SupplyChainGroup

Capabilities for

April, 2016

www.supplychaingroup.org

©SupplyChainGroup-2011

Supply Chain and Logistics

Strategy Development

Technology Selection and Implement-

ation - LMS, TMS, WMS

Logistics Operations

Improvement

Operations Due Diligence and

Outsource Analyses

DC Operations, Layout and

Design

The Sustainable

Supply Chain

Our Goal: Help you build needed capabilities, matched to a well designed supply chain, from Concept through Design to Implementation

We Deliver:

©SupplyChainGroup-2011

Introduction

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Underlying today’s supply chain are increasingly complex and at times costly business needs.

• “Flows” can include products, services, integrated information, financial transactions, global legal requirements…

• “Customers” may be consumers, returns, stores, customer’s-customers, government agencies, third party, back hauls…

• Asset utilization is key objective in today’s economy • Business and regulatory changes are altering the dynamics of

supply chain processes in many industries • Improving SC Sustainability is becoming a board requirement

Our focus is to support your supply chain project needs in strategy, analysis, design, build, and implementation, with:

• Innovative thinking • Right talent for your project, we have a deeply skilled core team

and ecosystem of alliance consultants • Flexibility in working with you as augmentation to your team or

project lead or subject matter advisor • World class project approach and methods, that include

comparative benchmarking and best practices insights • Very competitive rate structure based on low overhead

©SupplyChainGroup-2011

How We Work

• We bring best practice, process expertise and thought leadership to support new and innovative thinking for your project across business and technology domains

• We have managed supply chain operations and program offices, led implementation of capabilities, defined strategy and directional analyses, and supported business planning and cross functional coordination.

• We work with you to provide a team-based environment, combining our design and operations experience with distribution and systems expertise with your organizational and business knowledge

• We Leverage our project experience to help you focus on the keys for project success: commitment to understood objectives, management to project plans and scope, the right methods, skills and resources for project activities, benefit areas are measured, and risks mitigated.

• Utilizing past successes for your projects we apply templates, best practices, lessons learned, and methods

Our focus is supporting clients in defining supply chain direction and achieving measureable benefits…

•The Supply Chain Group is a 3 year old firm consisting of senior level consultants with an average of 20 years of supply chain consulting experience.

•Core team formerly held senior positions with Deloitte, SAP, IBM, PWC, and AT Kearney.

•In our focus areas we have best practice tools, lean/six sigma and other proven methods, technology templates, and deep staff experience to improve:

• Supply Chain Strategy and Assessment

• Network Optimization

• Transportation Negotiations and Fleet Management

• DC Operations, Warehousing and Fulfillment

• Demand Planning, Forecasting, and Inventory

• Technology Selection & Implementation (WMS, TMS, APS, OMS, ERP)

• Strategic Sourcing, Procurement, Spend Analysis

• Sustainable Supply Chain Practices

©SupplyChainGroup-2011

SCG Value To You

• We have managed supply chain program offices, led implementation of capabilities, defined strategy and directional analyses, and supported business planning and cross functional coordination.

• We work with you to provide a team-based environment, combining our design experience and distribution operations and systems expertise with your organizational and business knowledge

• For some of our clients we have quickly identified current initiatives, capability gaps, and process disconnects then assessed these against short-term goals and the operating

• Having worked on many projects we focus with you on some keys for project success, these are: commitment to understood objectives, project plan in place and followed, scope is defined, right method/right skill/right resource for project activities, benefit areas are measured, and risks are being mitigated.

• Utilizing past successes on future projects we apply templates, lessons learned, best practices, and methods

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We bring best practice process expertise and thought leadership that supports new and innovative thinking for your project across business and technology domains

©SupplyChainGroup-2011

• Deeply experienced retail, E-commerce, consumer products and industrial supply chain project resources

• We improve performance

Some of our team’s clients

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Supply Chain Group Project Experience

©SupplyChainGroup-2011

Key Success Factors for De-centralized Projects

1. Living Architecture and Application Templates - (TMS, WMOS, OMS, ASN ) defined

blueprints and templates that address functional, technical, architecture, integration,

and operational methods are put in place early. These are updated as releases

incorporate legacy migration. Can’t keep tweaking design if moving forward.

2. User Support - Team of both operations and IT floor support personnel with back-

office technical SME as needed.

3. Formalized SOP & Training Program – Formalized SOP’s at detailed level

accompanied by process compliance audit program. SOP version control tied to #2

above. .

4. Separation of Teams and Responsibilities – Separate staff may be required to address

new release development, DC roll-out / go-live, and on-going production support. Part

time staff may also required for related support teams such as HR, Supplier On-

boarding, Facility Engineering, etc.

5. Measurement & Tollgates – measurement based tollgates to confirm go-live

readiness, monitor production ramp-up, process compliance, and operational

sustainability (i.e. take the subjectivity out of the decision making to reduce risk)

Supply Chain Lessons Learned

©SupplyChainGroup-2011

Synchronizing Supply Chain with Marketplace

• Improving “fit for purpose” merchandise flows: Temperature, Global, Mechanized, DSD, Flow-through, Slow moving, Promotional, and In-house Manufacturing

• Better integrating suppliers for improved freshness: Field to Table, Ready to Eat, Local, and Green SC

• Reducing store labor through store friendly sortation based on Categories and Shelf plans

• Adding global sourcing and Product Lifecycle Management (PLM) functionality that supports tracking, visibility, Country of Origin and Lot Control

• Rapidly supporting new items and retail concepts: new merchandise types such as apparel, new concepts and channels, all driving more SKU’s, UOM’s, and case-packs

• Optimizing transportation: Global, Inbound And Outbound, Parcel, LTL, TL, Air, Ocean, Fleet Operations, B2B and B2C

©SupplyChainGroup-2011

Leveraging Electronic Demand to Synchronize the Supply Chain

Shorter Lead

Times for Greater

Freshness

POS-based

Customer

Demand with

Forecasting

Supply Chain

Consolidation

and Flow

Optimization

Better

Consumer

Service and

Product

Availability

Local and

Global

Sourcing

Store Friendly

•Containers and

Greater Productivity

©SupplyChainGroup-2011 9

Application Implementation Cycle

Conceptual Supply Chain Application Cycle

Strategy &

Objectives

•-Bus

Requirements

•- IT Strategy/Arch

- LMS Selection

- Cost/Benefit

- Approvals

Design

•Blueprint

- Functional Flow

- To Be Process

- CRP’s

- Integration

- Specifications

•Build & Test

- Configuration

- Coding

- Test Scripts

- Installation

- Test Execution

Go-Live/

Stabilize

- Final user

acceptance

- Go-live exec

- Issue Resolution

- System tuning

- Monitoring

Realization/

Rollout

- Operations Audit

- KPI’s/Metrics

- Bus Case Review

- Rollout template

- Next site /project

©SupplyChainGroup-2011

What does “Change” Look Like

“Start” “Project Completion”

Reactive and opportunistic supply chain projects

Legacy supply chain network

Operations view of costs

Reactive use of outsourcing

Manual and reactive scheduling

Legacy material handling equipment and processes

Category product slotting

Decentralized Freight Procurement

Separate domestic/international transportation

Load planning based on carrier availability

Delivery status updates are manual and reactive

Fleets resources are under utilized

Product is received and staged

Provide limited visibility to cross-docking opportunities set-up manually

Manually process rush and special orders creating less productive picking assignments

ASNs cover a few vendors and are not utilized by WMS for DC execution

Returns processing involves multiple manual steps and keying of product and cost information

Multi-year roadmap for migration with KPI’s in place

Forward-looking and analytics based supply chain design

Complete understanding of Total Cost to Deliver

Outsourcing when total cost justified

Centralized planning using forecasting technology

Streamlined product flow

Dynamic and volumetric based slotting

Core Carrier Management Program

Centralized planning for all transportation needs

Load plans based on optimal least cost solutions

Proactive status messaging to alert right arties

Fleets are optimized to improve utilization

System directed door to door optimal material movement

System direct some or all of receipt to cross-dock opportunities and merges for fluid loading

Capability to handle rush and special orders through tasking and inclusion in waves

Utilize EDI/ASN to process receiving’s and in support of internal/external cross docks & merge in transit

Scan Returned Authorization for process automation start

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©SupplyChainGroup-2011

Our Leadership Team

• Jeff Kazanow, Partner Supply Chain Improvement Strategic Sourcing Supply Chain IT Solutions Jeff offers 25 years of senior logistics, distribution and supply chain improvement expertise across the

retail and distribution industry sectors. He utilizes strong methodologies and best practices from his consulting roles with IBM, AT Kearney, SAP, and Deloitte. His areas of expertise include strategic development and implementation of supply chain networks, transportation, warehousing, strategic sourcing, operations improvement, change management, and accelerated IT project implementations. Jeff has supported multiple WMS and TMS projects. Jeff brings extensive value to clients in the management of supply chain systems, including their design and implementation. Throughout his career he has defined and implemented cost saving and service enhancing business solutions. Jeff is Six Sigma certified and holds an MBA in Materials and Logistics Management from Michigan State University.

• Jonathan Kates, Partner Supply Chain Transformation SC Strategy Supply Chain IT Solutions

Jonathan has over 20 years experience in supply chain and business transformation; defining direction, developing and translating client goals, building consensus, and, coaching staff at all levels and from differing cultures to deliver results. Jonathan is a recognized as a consultant with a predisposition toward action. His leadership, communication, technical expertise, and problem-solving capabilities, draw on deep industry best practice knowledge and supply chain, operations, and technology project experience to drive client initiatives. Focus areas comprise: strategy, financial modeling, organizational change, supply chain operations, process transformation, lean, strategic sourcing, business turnarounds, and IT implementations. In IT projects he has supported successful design and implementation projects across WMS, TMS, and ERP applications. Prior to joining our group he has had consulting roles for IBM, PWC, and Rath & Strong and was a Retail Supply Chain executive. Jonathan is an author on supply chain and sustainability topics and a graduate of McGill University

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