Chemical Supply Chain

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How to Improve and Accelerate your S&OP process April 20th 2010 Logichem Düsseldorf

By Elke Servaes

LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.

Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.

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Chemical Supply Chain

  1. 1. How to Improve and Accelerate your S&OP process April 20th 2010 Logichem Düsseldorf Elke Servaes Senior Consultant OM Partners © Proprietary and Confidential - p. 1 -
  2. 2. Contents The OM Partners Group: 5 min - Who we are - What we do How to improve & accelerate your S&OP process with OMP Plus 35 min - S&OP? - S&OP according to OM Partners OM Partners © Proprietary and Confidential - p. 2 -
  3. 3. Contents The OM Partners Group: - Who we are - What we do How to improve & accelerate your S&OP process with OMP Plus - S&OP? - S&OP according to OM Partners OM Partners © Proprietary and Confidential - p. 3 -
  4. 4. The OM Partners Group: ActivityOM Partners = Provider of Demand and Supply Chain Planning Solutions Solutions SUPPLY SUPPLY MANUFACTURING MANUFACTURING DISTRIBUTION DISTRIBUTION DEMAND DEMAND OM Partners © Proprietary and Confidential - p. 4 -
  5. 5. The OM Partners Group: History Founded in 1985 - Strong roots in Mathematical Optimization - Subsequent evolution towards Supply Chain Solutions Key figures - Personnel : 130 employees - Turnover : 15.5 mio € - Clients : over 200 clients and 400 implementations OM Partners © Proprietary and Confidential - p. 5 -
  6. 6. The OM Partners Group: International StructureHeadquarters OM Partners (Antwerpen)Subsidiaries - OM Partners France - OM Partners Deutschland - OM Partners Nederland - OM Partners USA - OM Partners UK - OM Partners Asia OM Partners © Proprietary and Confidential - p. 6 -
  7. 7. The OM Partners Group: Business Partners Integration and consulting partners - Accenture - Capgemini - Tieto - Vest Company - Wipro Technologies - … Solution partners - Radar Automation - Ortec Software integration with - Oracle - SAP - AICOMP - Solarsoft Packaging Systems - Business Objects (Crystal Reports) - MapInfo OM Partners © Proprietary and Confidential - p. 7 -
  8. 8. The OM Partners Group: Focus Industries Mill Products Corrugated and solid board, paper Metals, plastics, flooring, … Semi Process Chemicals, pharmaceuticals, starch, … dairy… Consumer goods, food and beverage, dairy… OM Partners © Proprietary and Confidential - p. 8 -
  9. 9. customers…The OM Partners Group: Some of our customers… OM Partners © Proprietary and Confidential - p. 9 -
  10. 10. chain…Our added value to your supply chain… VISIBILITY AGILITY PROFITABILITY OM Partners © Proprietary and Confidential - p. 10 -
  11. 11. Overview Planning processes in OMP Plus Strategic Supply Chain Network Design Supply Chain Network Design Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Tactical Sales & Operations Planning Sales & Operations Planning Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Operational Order Management, Order Management, Allocation Allocation Supply, Manufacturing, Loading & Transport Scheduling Supply, Manufacturing, Loading & Transport Scheduling & Promising & Promising Supply Manufacturing Distribution Demand OM Partners © Proprietary and Confidential - p. 11 -
  12. 12. Supported by only one tool… OMP Plus Next LevelOMP Plus: Taking Integration To The Chain Network Design Multi- Supply Multi- Network Design Multi-Language Strategic Supply Multi-User Chain Multi- Multi-Site Inventory Optimization & Product Portfolio OptimizationModular Forecasting Inventory Optimization & Product Portfolio Optimization Forecasting Tactical Sales & Operations Planning Sales & Operations Planning In memory integration Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Operational Order Management, Order Management, Common Data Model Allocation Allocation Supply, Manufacturing, Loading & Transport Scheduling Supply, Manufacturing, Loading & Transport Scheduling & Promising & Promising Central database Supply Manufacturing Distribution Demand OM Partners © Proprietary and Confidential - p. 12 -
  13. 13. software…The OM Partners Solution: more than just software… Values Services - Visibility - Business consultancy - Agility - Implementation - Profitability - Support Services Our Solutions = Software Products + Services + Commitment Our Commitment = To make it work To keep it running OM Partners © Proprietary and Confidential - p. 13 -
  14. 14. Contents The OM Partners Group - Who we are - What we do How to improve & accelerate your S&OP process with OMP Plus - S&OP? - S&OP according to OM Partners OM Partners © Proprietary and Confidential - p. 14 -
  15. 15. Planning…Sales & Operations Planning….. OM Partners © Proprietary and Confidential - p. 15 -
  16. 16. idea…Why S&OP ? The general idea… If supply > demand: • Rising inventories • Declining profit margins • Obsoletes •… If demand > supply: • Suffering customer service • Cost increases (overtime, premium freight, …) • Quality decrease because of rush •… Main goal of S&OP : balance supply & demand OM Partners © Proprietary and Confidential - p. 16 -
  17. 17. … more in detail: S&OP definition (by Thomas Wallace) Sales and Operations Planning (S&OP) is a business process that helps companies keep demand and balance. supply in balance. It does that by focusing on aggregate volumes (product families and groups) so that mix issues (individual products and customer orders) can be handled more readily. readily. dollars, It occurs on a monthly cycle and displays information in both units and dollars, thus it integrates operational and financial planning. S&OP is crossfunctional, involving General Management, Sales, Operations, Finance and Product crossfunctional, Product Development. It occurs at multiple levels within the company, up to and including the executive in charge of the unit, business unit, e.g. division president, business unit general manager, or CEO of a smaller corporation. S&OP links the company’s Strategic Plans and Business Plan to its detailed processes – the order company’ entry, master scheduling, plant scheduling, and purchasing tools it uses to run the business on a week- week- to-week, day-to-day, and hour-to-hour basis. to- day-to- hour-to- Used properly, S&OP enables the company’s managers to view the business holistically and gives them company’ a window into the future. Source : Thomas F. Wallace, Sales & Operations Planning: The How-To Handbook 2nd edition, 2004 OM Partners © Proprietary and Confidential - p. 17 -
  18. 18. S&OP: General S&OP is not only / just a planning process that balances Supply and Demand, but a management process - Involving people from sales, operations, finance,… - With a well described process description - Following a certain workflow - Requiring quite some change management in peoples thinking The S&OP process should be the missing link between - The corporate business strategy - The operational day to day planning operationalizing” A big pitfall: Beware of “operationalizing” the S&OP process Integration with these strategic and operational planning levels - Overall consensus: is important OM Partners © Proprietary and Confidential - p. 18 -
  19. 19. S&OP: The process description TRADITIONAL SEQUENTIAL APPROACH Data collection and preparation:1. Collect sales and marketing information - sales/marketing events - product life cycle2. Develop a demand plan - statistical forecasting - current performance, …3. Generate an unconstrained consensus forecast Demand review: - unconstrained forecast4. Shape the demand plan for supply Supply review: - constrained plan5. Make a constrained supply plan Financial impact calculation6. Shape demand plan Reconciliation step / Pre-S&OP meeting: - What-if analysis7. Review the financial impact - SWOT analysis Consensus meeting / Senior8. Communicate the sales plan management review / Executive S&OP meeting9. Measure and communicate the plan Communication of decisions Typically a few weeks OM Partners © Proprietary and Confidential - p. 19 -
  20. 20. S&OP: The process description Although two typical approaches can be derived: - Spreadsheet/simulation approach . Flexible way to enter information . Sequential demand, supply and financial review . Trial-and-error process - Optimization approach . Demand, supply and finance should be considered simultaneously . Precise definition of scope, constraints and objective function is required consistency in S&OP process . Strategic decisions can be taken into account (modeled as constraints) OM Partners © Proprietary and Confidential - p. 20 -
  21. 21. Contents The OM Partners Group - Who we are - What we do How to improve & accelerate your S&OP process with OMP Plus - S&OP? - S&OP according to OM Partners OM Partners © Proprietary and Confidential - p. 21 -
  22. 22. trade- OM Partners S&OP Approach: the basic trade-offsCapacity Demand+ overtime, hiring, extra machines, + marketing actions, price reductions, … subcontracting, … - premium pricing, product/customer- downtime, firing, … portfolio rationalization$ variable costs + direct fixed $ sales price costs Inventory + anticipation stock accumulation - stock build-offs $ stock holding costs Make trade-offs while maximizing value: expressed as contribution to profit, taking into account gross margin - direct fixed costs and working capital constraints OM Partners © Proprietary and Confidential - p. 22 -
  23. 23. OM Partners S&OP Approach (1) OMP Plus: integrated planning levels integration between S&OP module and: - Strategic decisions - Forecasting / demand module Visibility - Operational (Master Planning and Scheduling) modules Strategic Supply Chain Network Design Supply Chain Network Design Agility Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Tactical Sales & Operations Planning Sales & Operations Planning Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Operational Order Management, Order Management, Allocation Allocation Supply, Manufacturing, Loading & Transport Scheduling Supply, Manufacturing, Loading & Transport Scheduling & Promising & Promising Supply Manufacturing Distribution Demand OM Partners © Proprietary and Confidential - p. 23 -
  24. 24. OM Partners S&OP Approach (2) The S&OP process: optimization approach - Simultaneously looking at demand, supply and finance - Including strategic business rules - While maximizing value: value based planning - Shorter planning / process cycles Profitability TRADITIONAL SEQUENTIAL APPROACH Agility1. Collect sales and marketing information INTEGRATED OMP PLUS APPROACH2. Develop a demand plan 1. Collect sales and marketing information3. Generate an unconstrained consensus forecast 2. Develop a demand plan with sales prices4. Shape the demand plan for supply 3. Generate a supply and demand plan5. Make a constrained supply plan optimized for value Optimized for6. Shape demand plan highest value 4. Evaluate optimized scenarios7. Review the financial impact and reach a consensus8. Communicate the sales plan 5. Communicate the sales plan9. Measure and communicate the plan 6. Measure and communicate the plan Typically a few weeks Typically a few days OM Partners © Proprietary and Confidential - p. 24 -
  25. 25. OM Partners S&OP approach (3): Process descriptionS&OP preparation• Demand• Pre Pre-S&OP: Plan Supply Executive• Finance alue- value-based, integrated communication S&OP meeting• New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 25 -
  26. 26. S&OP process description: step 1S&OP preparation• Demand Pre Pre-S&OP: Plan• Supply Executive• Finance alue- value-based, integrated communication S&OP meeting• New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 26 -
  27. 27. Planning Functionality: Overview Supply Chain Network Design Supply Chain Network Design Strategic Supply Chain Network Design Supply Chain Network Design Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Tactical Sales & Operations Planning Operations Planning Sales & Operations Planning Operations Planning Sales & Sales & ERP ERP & & Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning MES MES Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Operational Order Management, Order Management, Order Management, Order Management, AllocationAllocation AllocationAllocation Supply, Manufacturing, Loading & Transport Scheduling Supply, Manufacturing, Loading & Transport Scheduling & Promising & PromisingPromising & & PromisingSupply, Manufacturing, Loading & Transport SchedulingSupply, Manufacturing, Loading & Transport Scheduling Supply Manufacturing Distribution Demand OMP FEEDBACK MANAGER OMP FEEDBACK MANAGER OM Partners © Proprietary and Confidential - p. 27 -
  28. 28. Step 1a : Integrated Demand preparation Supply Chain Network Design Visibility Supply Chain Network Design Forecasting: Forecasting: Sales history Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Statistical fcst Statistical fcst Unconstrained PLC mgmt PLC mgmt forecast Promotion mgmt Promotion mgmt Sales prices Sales & Operations Planning Sales & Operations Planning ERP ERP & & MES MES Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Order Management, Order Management, Allocation Allocation & Promising & PromisingSupply, Manufacturing, Loading & Transport SchedulingSupply, Manufacturing, Loading & Transport Scheduling OMP FEEDBACK MANAGER OMP FEEDBACK MANAGER OM Partners © Proprietary and Confidential - p. 28 -
  29. 29. Integrated Forecasting / S&OP View S&OP Pyramid Forecast graph of selection Year Totals Past Months Generate unconstrained S&OP forecast OM Partners © Proprietary and Confidential - p. 29 -
  30. 30. Step 1b : Integrated (operational) Supply preparation Supply Chain Network Design Supply Chain Network Design Visibility Sales history Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Unconstrained forecast Sales & Operations Planning Sales & Operations Planning Sales prices -Planning Model Planning -Planning Model Planning (prod., transp., purch. and subcontr. capabilities) (prod., transp., purch. and subcontr. capabilities) ERP ERP -- Supply costs Supply costs & & MES MES Plan + stock Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Order Management, Order Management, Allocation Allocation Schedule & Promising & PromisingSupply, Manufacturing, Loading & Transport SchedulingSupply, Manufacturing, Loading & Transport Scheduling OMP FEEDBACK MANAGER OMP FEEDBACK MANAGER OM Partners © Proprietary and Confidential - p. 30 -
  31. 31. Zoom in on supply planning : integrated with all planning levels Days Weeks Months S&OPMPS/deployment Scheduling OM Partners © Proprietary and Confidential - p. 31 -
  32. 32. Integrated Supply / S&OP View Scheduled productions are input for S&OP cycle Month/Quarter bucketsS&OP Plan lineCampaign Gantt OM Partners © Proprietary and Confidential - p. 32 -
  33. 33. Step 1b : Integrated (strategic) Supply preparation Supply Chain Network Design Supply Chain Network Design LT capacity & Location decisions Visibility Sales history Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Safety Stocks Unconstrained forecast Sales & Operations Planning Sales & Operations Planning Sales prices -Planning Model Planning -Planning Model Planning (prod., transp., purch. and subcontr. capabilities) (prod., transp., purch. and subcontr. capabilities) ERP ERP -- Supply costs // Sales prices Supply costs Sales prices & & MES MES Plan + stock Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Order Management, Order Management, Allocation Allocation Schedule & Promising & PromisingSupply, Manufacturing, Loading & Transport SchedulingSupply, Manufacturing, Loading & Transport Scheduling OMP FEEDBACK MANAGER OMP FEEDBACK MANAGER OM Partners © Proprietary and Confidential - p. 33 -
  34. 34. Integrated Strategic balancing / S&OP View S&OP for 3 plants Demand & Supply plan for Plant A (1 Year Aggr. Bucket) Strategic Restricted Capacity for machine A1 (based on Theoretically available strategic balancing between capacity on machine A1 plants) Compared to used Used capacity on capacity on machine A1 machine A1 (95%) (104%) OM Partners © Proprietary and Confidential - p. 34 -
  35. 35. S&OP process description: step 2S&OP preparation• Demand Pre Pre-S&OP: Plan• Supply Executive• Finance alue- value-based, integrated communication S&OP meeting• New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 35 -
  36. 36. Pre value- integratedStep 2 : Pre-S&OP: value-based, integrated reconciliationReview past performance: analyze gaps with previous plan performance:Make base scenario - Take unconstrained forecast Agility - Apply minimal supply constraints ProfitabilityMake gap analysis - Compare base scenario with previous S&OP plan, corporate targets, … targets, trade-Make alternative demand and supply scenarios based on typical S&OP trade-offs - Derived from base scenario and gap analyses - Value- Value-based optimization of each scenario - Demand shaping - Prepare KPI view on scenariosReconcile demand, supply and finance views - Evaluate alternative scenarios - Select key scenariosPrepare executive review OM Partners © Proprietary and Confidential - p. 36 -
  37. 37. Value Based Optimization Value driver tree S&OP objective function Relationship with S&OP decisions Sales Sales (+) sales prices (+) sales prices Select the most profitable demand Contribution Contribution EBIT EBIT margin margin Variable (-) variable costs, incl. Select most cost efficient Variable (-) variable costs, incl. supply, production, costs costs non-financial stock costs non-financial stock costs transport, stocking EBIT EBIT Fixed Fixed Fixed costs directly linked (-) only direct fixed costs (-) only direct fixed costs to S&OP decisions after after costs costs Non-direct fixed costscapitalcapital should be left out and not costs costs converted into variable costs Working Working (-) financial stock costs (-) financial stock costs E.g. optimize stock levels, Total Total Capital Capital subject to: working capital subject to: working capital payment terms in different constraints markets, … investment investment constraints Capital Capital Permanent Permanent costs costs Investments Investments Percentage Percentage capital costs capital costs OM Partners © Proprietary and Confidential - p. 37 -
  38. 38. Value based optimization Profitability Supply Chain Network Design Supply Chain Network Design LT capacity & Location decisions Sales history Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Safety Stocks Unconstrained forecast Sales prices Sales & Operations Planning Sales & Operations Planning ERP ERP & & MES MES Plan + stock Order Management, Order Management, Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Allocation Allocation & Promising & Promising ScheduleSupply, Manufacturing, Loading & Transport SchedulingSupply, Manufacturing, Loading & Transport Scheduling OMP FEEDBACK MANAGER OMP FEEDBACK MANAGER OM Partners © Proprietary and Confidential - p. 38 -
  39. 39. Solver Strategies: Scenario Management Limited Capacity vs. Capacity with extra shift Base scenario Shift Base With extra shift OM Partners © Proprietary and Confidential - p. 39 -
  40. 40. S&OP process description: step 3S&OP preparation• Demand Pre Pre-S&OP: Plan• Supply Executive• Finance value-based, integrated alue- communication S&OP meeting• New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 40 -
  41. 41. Step 3 : Executive S&OP meeting Review past performance Decision making on key scenarios Agility - Validation based on KPIs, assumptions and SWOT analysis - Tie-breaking when pre-S&OP was unable to reach consensus Tie- pre- - Check alignment with business plan / budget & corporate strategy Visibility Define action plan - Actions on gaps between plan and performance - Actions on consensus plan - What-if scenarios for evaluation in next S&OP cycles What- Who - Senior managers from supply, sales and finance - Key-users from supply, sales and finance Key- OM Partners © Proprietary and Confidential - p. 41 -
  42. 42. KPI report: Scenario Management Different Scenarios KPI’ Different KPI’s Scenario Comparison chart OM Partners © Proprietary and Confidential - p. 42 -
  43. 43. KPI report: Capacity report KPI’ Different KPI’s OM Partners © Proprietary and Confidential - p. 43 -
  44. 44. KPI report: Service Levels and Inventory report KPI Alerts OM Partners © Proprietary and Confidential - p. 44 -
  45. 45. OMP Reporter: Crystal Reports and Scenario Management OM Partners © Proprietary and Confidential - p. 45 -
  46. 46. OMP Reporter : OLAP cubes OLAP Cubes - An OLAP (OnLine Analytical Processing) Cube is a data structure that allows fast and flexible analysis of data - Based on a set of predefined “measures” categorized by dimensions measures” - The tool allows to view or “pivot” the data in numerous ways pivot” OM Partners © Proprietary and Confidential - p. 46 -
  47. 47. S&OP process description: step 4S&OP preparation• Demand Pre Pre-S&OP: Plan• Supply Executive• Finance value-based, integrated alue- communication S&OP meeting• New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 47 -
  48. 48. Step 4: Integrated communication Supply Chain Network Design Supply Chain Network Design Visibility LT capacity & Location decisions Sales history Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Safety Stocks Unconstrained forecast Sales & Operations Planning Sales & Operations Planning Sales prices Constrained Operations plan forecast SKU constrained Plan forecast ERP ERP • Sourcing + • Stock targets & & stock MES MES • Capacity decisions Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Order Management, Order Management, Allocation AllocationSchedule & Promising & Promising Supply, Manufacturing, Loading & Transport Scheduling Supply, Manufacturing, Loading & Transport Scheduling OMP FEEDBACK MANAGER OMP FEEDBACK MANAGER OM Partners © Proprietary and Confidential - p. 48 -
  49. 49. Zoom in on supply planning : integrated with all planning levels Days Weeks Months S&OPMPS/deployment Scheduling OM Partners © Proprietary and Confidential - p. 49 -
  50. 50. Integrated S&OP/Supply (MPS) view S&OP view with monthly aggregated buckets and product family level MPS view with weekly buckets and product level OM Partners © Proprietary and Confidential - p. 50 -
  51. 51. S&OP process descriptionS&OP preparation• Demand Pre Pre-S&OP: Plan• Supply Executive• Finance value-based, integrated alue- communication S&OP meeting• New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 51 -
  52. 52. S&OP with OMP Plus in a mixed vendor landscape (eg. SAP) Forecast and demand plan APO S&OP in OMP Plus DP • S&OP integrated with forecasting, planning SAP R/3 and scheduling • Consolidated, Intuitive Forecasting, Planning and Scheduling views SNP • Views including Historical Plan/Realization data Historical sales, distribution and production data • Scenario Management • Powerful End to End Optimization EnginesSupply plan on finished good level PP/DSShort term supply schedule Supporting an integrated and collaborative S&OP Process • Fragmented processes OM Partners © Proprietary and Confidential - p. 52 -
  53. 53. OMP Plus as an S&OP Solution: more than just software Strategic Supply Chain Network Design Supply Chain Network Design Inventory Optimization & Product Portfolio Optimization Inventory Optimization & Product Portfolio Optimization Forecasting Forecasting Tactical Sales & Operations Planning Sales & Operations Planning Supply, Manufacturing, DRP & Transport Planning Supply, Manufacturing, DRP & Transport Planning Operational Order Management, Order Management, Supply, Manufacturing, Loading & Transport Scheduling Supply, Manufacturing, Loading & Transport Scheduling Allocation Allocation & Promising & Promising Supply Manufacturing Distribution Demand Visibility Agility Profitability S&OP preparation • Demand • Supply Pre Pre-S&OP: Plan Executive • Finance value-based, integrated alue- communication S&OP meeting • New product reconciliation & execution & process development OM Partners © Proprietary and Confidential - p. 53 -
  54. 54. Thank you eservaes@ompartners.com www.ompartners.com OM Partners © Proprietary and Confidential - p. 54 -

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