1. S U P P L Y C H A I N
The Integrative Supply Chain
From Third Party Logistics to
Joint Business Planning
Cobus Rossouw
Chief Integration Officer, IMPERIAL Logistics

2. S U P P L Y C H A I N
As
CO NS UME R S DE MAN D
more variety and quicker response,
operations planning and execution are converging -
and Logistics Service Providers are extending their
relevance and service offering to become
critical partners in
the supply chain.

3. S U P P L Y C H A I N
STR UCT U RE
Megatrends
Demand Driven Value Networks
& Gartner Top 25
Value of Convergence
Changing Role of Logistics
Service Providers
Possible, Pragmatic and Pessimistic

4. S U P P L Y C H A I N
Megatrends
1 Turbo Supply Chain Visibility
2 Perfect Logistics
Blurring of Planning
3 and Execution
7 Meaningful Collaboration
Dashboards and
8 Real-Time Analytics

6. S U P P L Y C H A I N
Megatrends: Perfect Logistics
Visibility through technology

8. S U P P L Y C H A I N
Megatrends
Meaningful Collaboration
A “truly collaborative relationship” is
0.4%
Strategic to our business 56.4%
A future goal 30.1%
Something we need
to improve
Not important
13.1%
Source: SCM World 2012

9. S U P P L Y C H A I N
Megatrends
Dashboards and Real-Time Analytics
O P ERAT I ON S
IMPERIAL
TMS
Key-Nuggets
CLIENT SCENARIO MODELLING EFFICIENCY TRACKING A D - H O C A N A LY S I S DASHBOARDS (KPIS, CO2 ETC.)
Triceps
Extract, Transform, Repository
Cognos & Load – Including Activity-based allocation of actual and budget costs
SAP Data Scrubbing (for FY2011 and FY2012 YTD)
and Calculations
Per site, Foods and C&GM, per store, per supplier, per discipline
EXTERNA L
Inbound, outbound & trunking
BENCH M A R K
DATA Supplier cost determination
Enabling competitive advantage
and sustainability

10. S U P P L Y C H A I N
Demand Driven Value Networks
20 TH CE N T U RY 2 1ST CE N T URY
Demand Point a Given Demand
Assembly Line Supply Management
Innovation and Networked Supply
Externality Embedded
Innovation

11. S U P P L Y C H A I N
G A RT NER TO P 2 5 [ 20 1 2]
C PG Co m p a n ie s
50
4 0
P ERFORMA N CE
30
20
MEA SUR E D
1 0
0
0 1 0 20 30 40 50
P E RC E I VE D E XCE LLE N CE

12. S U P P L Y C H A I N
Demand Driven Value Networks
The Transformation Journey
Responsive to Demand Growth and Profitability
COST TO DELIVER COST TO SERVE
Externally
Focused 3 Demand Driven
Build and Extend Core
4 Value Driven Network
Joint Value Outcome Focused
Demand Management Processes Performance Management
Internally
Focused 2 Customer/Brand Driven Control
I ntegrate and Consolidate Business
1 Market Focused
Acquire Merge Partner, Legacy Growth,
Process Infrastructure Business Units and Functions
COST FOCUSED REVENUE FOCUSED

13. S U P P L Y C H A I N
Convergence of Planning & Execution
UJ Masters Research
To what degree do you foresee a benefit for your outsourced partner to provide
both planning and execution functions?
22% 25% 19% 6% 25%
HUGE BENEFIT MODERATE BENEFIT SLIGHT BENEFIT NO BENEFIT POSSIBLE & UNCERTAIN

14. S U P P L Y C H A I N
Changing Role of Logistics Service Provider
Partnership
R E L AT I ON S H I P
tion Net
isa wo
rk
im
pt Pea
rve kM
-se
M
O
a
Int
od
SAR
ry
nto
eli
o
na
t-t
egra
nt Par tner
ng
Targeting
gm
Inve
Cos
Client
ent
se and effe ct
tion Par tn
Peak ILV
Cost
y
ilit Ma
ab SAR n
tion
u
n
ent
Ca
ag
Clie
tai
Sus
isa
em
Sus
em
Rou
tai
im
ent
n
pt ab
ag
er
te
Targeting
tO ilit
an
Flee y
to
ILV
Contractual
Cost
Ma
dM rke
an
ogistics V
ed L Dem t
rat isi
Flee
OF
rve
eg
bil
tO
-se
Int
ity
pt
im
Supplier
o
t-t
Client
isa
Cos tion
MATURI T Y
SAR COST
Client Supplier
IN T E G RATION PART N ER
Purchase/Transport orders POD’s & Invoices
F U NC TI O NAL PART NER
Transactional
Supplier
P ROVI D ER
T R A N S ACTI ON AL
Transport Logistics Supply Chain
E XT E N T OF I N T EG RAT I ON

15. S U P P L Y C H A I N
Pessimistic
Possible, Pragmatic and Pessimistic
rison Chess
P
Hoarding (POS) data
Avoiding measurement
Ham in the sandwich

16. S U P P L Y C H A I N
Pragmatic
Possible, Pragmatic and Pessimistic
Completeness vs accuracy
Think big, act small
Productive paranoia
Specialize

17. S U P P L Y C H A I N
Possible
Possible, Pragmatic and Pessimistic
Higher availability at lower cost
Intelligent logistics
Risk-tolerant outsourcing
Trust

18. S U P P L Y C H A I N
As consumers demand
more variety and
quicker response
operations planning and execution are converging
and Logistics Service Providers are extending their relevance
and service offering to become
critical partners
in the supply chain.