bill stankiewicz copy scope 2010 wilkinson sword company
DESCRIPTION
Scope conference 2010 in Florida, Bill Stankiewicz attended.www.shipperswarehouse.comTRANSCRIPT
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SCOPE East
Orlando, April 2010
CK Leung
Schick-Wilkinson Sword
An Energizer Company
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Energizer Holdings, Inc. (ENR) is a consumer goods company operating globally in
the broad categories of household and personal care products. We currently offer
solutions in portable power, lighting, wet shave and personal grooming, skin care,
feminine care and infant care.
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Manufacture & Distribute system and disposable shave products for men and women
Market in > 140 countries
World # 2 in wet shaving
Acquired Edge in 2009
> 1 B revenue
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2005 2010
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Supply Chain
Strategy?
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Lead time
Forecast accuracy
Inventory
Flexibility and Responsiveness
Cost
Customer satisfaction
Demand driven
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fragmented systems around the world
NA AP EU LA
Plan
ERP
Plan Plan
ERP
ERP
ERP
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Strengthen the demand planning organization
Apply lean, pull and postponement strategies in different manufacturing locations
Integrate demand and supply planning processes
Improve the Global and Regional S&OP processes
Implement Global instance of MGX and SAP
Revisit the Sourcing strategies
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Regional Demand Planning function established
Clarified Forecasting accountability
Aligned Performance Measures
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The scope:– Single instance of Manugistics and SAP in all
regions
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Common Systems
NA AP EU LA
Plan
ERP ERP
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Project Team
Steering Committee
ExecutiveSponsors
Project Management
Team
Procurement Finance Production Demand Fulfillment S&OP
Process Owners & User Community
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Project Approach– Design Phase
• Dedicated team members• 6 months
– Implementation Phase• 4 regions• 18 months
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Process Design– Manugistics (demand & fulfillment)– SAP– 6 months
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Virtual Factory
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Overview of Supply Planning - Integrated with ERP
Inte
gra
ted
Pla
nn
ing
3.1
WIP Capacity
Planning
3.2
Packaging
Capacity
Planning
WIP and
Packaging
Master
Production
Schedule
Material Planning
and Detail
Capacity Planning
2.3
WIP
Replenishment
Planning
Latest Forecast
2.1
Market
Replenishment
Planning
2.2
Plant Packaging
Replenishment
Planning
Latest
Production
Plan at
Integrated
Planning
4.1
(FG) Deployment
Planning
Updated
Production
Plan based
on Planning
Results
Production
Execution
4.2
Deployment
Execution
Next Cycle can be started after
this point
Remark:
WIP in Manugistics: Interplant Components
and all WIP that shares Capacity with them.
ERP
OTC
Regional Global
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RSOP & GSOP
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RSOP & GSOP– The way to drive business forward– Local Regional Global– Discipline– Right focus– Leadership– Education & Training
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17 implementations world-wide– North America, Asia, Europe & Latin America
Over 150 Colleagues/Consultants involved– Local user led project structure
Aggressive implementation plan– 24 months from design to going live
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Global Governance Team– Members came from existing users around the
world
Roles & Responsibilities– Provide supports to fellow/new users– To identify improvement opportunities– To evaluate and approve change requests on
business– Maintain policies and procedures– Ensure compliance– Resolve Global Vs Local process conflicts
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In 2007, all systems went live successfully...
but, this was not the end...
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Energizer acquired Playtex
Integration began
Project Sunshine provided a robust platform for new business migrations
not that easy, though...
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Resources
System Capacity
Change Management
Communication
Integration Vs Improvement
Understanding of the New Business
Timeline Pressure
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All set and done in 9 months!
Thanks to the
Global
Governance
Team !
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OK, time to revisit our strategies...
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Product Life Cycles– newly launched Vs declining products
Customer Preferences– high end products
– low cost products
– cosmetics
Competition Situations
Market Economic Situations– developed markets
– emerging markets
Sales Channels
Political Environment and Regulations– import duties / restrictions
Supply chain opportunities and risks– shift in costs
– new materials / technologies/ suppliers
– other interruptions
There is no one size fits all
solution!
Whatever solutions we
have developed, they will
be changed later !
30
We have to be agile in
order to survive the ever
changing environment !
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Agility is the ability to:– provide a broad range of products cost-effectively– respond to customer demands and marketing
events in the shortest possible time without increasing total cost
– accommodate volume variations without increasing total cost
– anticipate market dynamics and implement winning strategies
Create Value under
the Continuous Changing Environment31
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Superior Services Cost
SpeedWorking Capital
Flexibility
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Productivity
>98%
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Customer Segmentation
Cost to serve
Demand sensing
Inventory Optimization
Customer & Supplier Integration
Supply Chain Visibility
Flexible sourcing strategies
Design for Agility
Risk Management
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Strategic Supply Chain Management– Transformation is a process keep transforming– Knowing the purposes is of paramount importance– Define the supply chain(s) and view it holistically– Define/redefine core competence– Off-shore + Near-shore– Finance is our alliance Where is the real money?– Choose the right mix of performance measures
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People– Education, Education & Education– Rewards drive behaviors– Never take away the ownership– Collaborate, not compromise– The best training program Sharing
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Process– Invest enough resources to develop the right
processes– There is no “one size fits all” solution– The best practice the practice fits us most and
delivers results
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IT Systems– Most of the time, it’s not their fault– Process drives IT specifications– Customization Vs Standardization– Enabler Vs Cost center– Pick the right modules, not all– There is no magic button
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