project maestro - sapevents.edgesuite.net · • demand management capabilities that leverage...
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May 2013
Project Maestro
Maximize Profits with Integrated Inventory and Service-Level
Optimization
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Agenda
• Introduction to Campbell’s
• Project Maestro
• Inventory Optimization Solution
• Results
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The Campbell Product Portfolio
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Who We Are
•26+ worldwide brands
•20+ market-leading
brands
•Operating in 120+
countries
•18,000+ employees
worldwide
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Who We Are
• Campbell North America
–Campbell USA
–Pepperidge Farm
–North America Foodservice & StockPot
–Canada
• Campbell International
–Asia Pacific
–Europe
–Mexico and Latin America
–Emerging Markets of Russia and China
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Who We Are
• $8 billion portfolio highly focused in three core
areas: simple meals, baked snacks, and healthy
beverages.
• Operations are organized in the following segments:
–US Soup, Sauces and Beverages
–Baking and Snacking
–North America Foodservice and StockPot
–International Soup, Sauces and Beverages
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Campbell’s Supply Chain
North America consumer products supply chain
• 4 plants
• 5 DCs
• 10 finished-good SKUs
• 5 types of soups
• Tomato Soup
• Chicken Noodle Soup
• Mixed Vegetable Soup
• Beef Mushroom Soup
• Creamy Potato Soup
• 5 types of pasta sauces
• Tomato Basil Sauce
• Meatball Sauce
• Three Cheese Sauce
• Marinara Sauce
• Garden Vegetable Sauce
• BOMs spanning 18 raw materials and 2 packaging components
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Agenda
• Introduction to Campbell’s
• Project Maestro
• Inventory Optimization Solution
• Results
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Project Maestro
S&OP (Business Integration)
Demand Management &
Supply Planning
Business Intelligence
Inventory Optimization
Supplier Collaboration
Network Optimization
Customer Collaboration
Detailed Scheduling
• Demand Management capabilities that leverage consumer insights and
collaboration with customers to improve forecast accuracy
• Agile, flexible and responsive Supply Planning capabilities and a
Network that reacts quickly to changes in consumer & customer demand
• What-if analysis capabilities that allow planners to model multiple
scenarios to drive quicker, informed, and more optimized decisions
• Integrated relationships with customers and suppliers to leverage scale,
improve information flow, and provide better responsiveness
• Exception management processes and enhanced information delivery
capabilities that provide greater insight into business performance
• Aligned metrics and Integrated Business Management to enhance
collaboration between functions to drive improved profitability
• Significantly reduced grind through better processes, capabilities, skills
and organization design
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Phase 1 Plan
Defined Stage Gates
Master Data Cleansing
Change Management Workshops
Power User Training
User Training
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8
Build and String Test
Integration Test
Cycle 1 Cycle 2DP Cutover
UAT
DP Go Live
Month 9 Month 10
Hypercare
Cycle 3
PPDS
Cutover
Deployment
Month 11
SNP Cutover
SNP Go Live
PPDS Go
Live
Month 12
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Agenda
• Introduction to Campbell’s
• Project Maestro
• Inventory Optimization Solution
• Results
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Resources
c:\documents and settings\popoffi\my documents\aps files\sales deck\sco next steps 04-27-11.ppt
Director Supply Chain Optimization
Inventory
Optimization Manager
Network Optimization
Manager
Network
Optimization Planner
SCO Financial SME
IT Optimization
Lead
Implementation
Project Manager
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End to End Process Architecture
SAP
Enterprise Inventory Optimization
SAP
Co
nn
ect
or Staging Gateway
DIM MIPO
Data Store
ECC
APO
BW
Path
Sourcing
Forecast
Shipment
History
Stocking Point
Process BOM
Items
Locations
Results
Results
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Material Master Enhancement
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APO Planning Books
Supply Planning Book
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Agenda
• Introduction to Campbell’s
• Project Maestro
• Inventory Optimization Solution
• Results
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Baseline vs Segmented “Fix the Mix” Chart
(20.000)
(15.000)
(10.000)
(5.000)
-
5.000
10.000
15.000
20.000
Baseline CSL Segmentation
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• Currently utilizing EIO output to develop a static
“Safety Time” value for use in ECC
•Approach in use for approximately 55% of Active SKUs
• Targets are conservative
•Execution of the resulting supply plan should result in an inventory
reduction of >5%.
• Will not reach fully integrated state until Sept ’13
•EIO Planning Workbook in APO
• Ultimately will manage by exception
Results
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• Be honest with yourself about your current
processes
•Quality of Master Data
• Key Figure Maintenance
• Product Lifecycle
•Qualifications of your Supply Planners
• Are they ready to manage inventory a different way?
•Organizational Structure
• Who owns inventory – Who has the authority to make the call?
Learning