Omar Campbell, Global Demand Planning & S&OP Executive, Tupperware
•Download as PPTX, PDF•
1 like•596 views
Omar Campbell, Global Demand Planning & S&OP Executive, Tupperware talks about - Growth through transformation - A Tupperware Story.
Recommended
Recommended
More Related Content
Similar to Omar Campbell, Global Demand Planning & S&OP Executive, Tupperware
Similar to Omar Campbell, Global Demand Planning & S&OP Executive, Tupperware (20)
More from Bristlecone SCC
More from Bristlecone SCC (17)
Recently uploaded
Recently uploaded (20)
Omar Campbell, Global Demand Planning & S&OP Executive, Tupperware
- 1. © 2017 Bristlecone | www.bcone.com | Confidential© 2017 Bristlecone | www.bcone.com | Confidential Omar Campbell Growth through Transformation- A Tupperware Story Director, Global JDE Model Project October 26, 2017 Tupperware Brands Corporation
- 2. © 2017 Bristlecone | www.bcone.com | Confidential© 2017 Bristlecone | www.bcone.com | Confidential Corporate Overview Tupperware Brands Overview
- 3. © 2017 Bristlecone | www.bcone.com | Confidential Introduction
- 4. © 2017 Bristlecone | www.bcone.com | Confidential Corporate Vision
- 5. © 2017 Bristlecone | www.bcone.com | Confidential Corporate Highlights • Direct Sales Corporation • Tupperware and Beauty brands • 2.2B Revenue • 91% of revenue outside of US • 66% of revenue in emerging markets • 25% of revenue new products • 3.1M Independent Sales Force members • Present in 85 countries
- 6. © 2017 Bristlecone | www.bcone.com | Confidential© 2017 Bristlecone | www.bcone.com | Confidential Strategic Analysis Tupperware Brands Overview
- 7. © 2017 Bristlecone | www.bcone.com | Confidential Corporate Profile Globally Diverse/Centralized corporation • Risk Level: Moderate Globally Diverse/Autonomous corporation • Risk Level: High Globally Homogenous/Centralized corporation • Risk Level: Low Globally Homogenous/Autonomous business unit corporation • Risk Level: Moderate
- 8. © 2017 Bristlecone | www.bcone.com | Confidential Operating Model
- 9. © 2017 Bristlecone | www.bcone.com | Confidential Current Status • 10 Business models • 29 Front end systems • 12 Back end systems • 50+ Compensation plans • Synopsis: Need for standardization to support corporate strategies
- 10. © 2017 Bristlecone | www.bcone.com | Confidential© 2017 Bristlecone | www.bcone.com | Confidential Transformational Journey Tupperware Brands Overview
- 11. © 2017 Bristlecone | www.bcone.com | Confidential Strategic Vision Systematizing What Works Strengthen our core Shifting Our Mindset Extend our reach v Aligning Our Message Leverage our purpose Onboarding Success formulas Group demonstration selling Supply chain Traditional 2.0/Studios Party plus Brand ambassadors Digital tools Global branding adoption “Confidence becomes you” amplification
- 12. © 2017 Bristlecone | www.bcone.com | Confidential 2020 Targets Financial Targets • 5B Sales • 5M Independent Sales Force members
- 13. © 2017 Bristlecone | www.bcone.com | Confidential 2020 Guiding Principles • Respect the sales force as part of the value chain • Inspire and nurture relationships • Demonstration based selling
- 14. © 2017 Bristlecone | www.bcone.com | Confidential • It is a strategic program that will drive our Business Value, Enable our Growth & empower our associates to deliver on our Vision 2020 promises! Value Growth Sales Innovation Service Development Empowerment Culture Quality Standard People 12 GEM Program
- 15. © 2017 Bristlecone | www.bcone.com | Confidential Supporting Growth Through Transformation • People • Redefining organizational structure • Processes • Re-engineer business processes • Develop global governance model • Systems • Integration of front and back end systems • Consistent global master data/integrity • Provide state of the art management information People Process Systems
- 16. © 2017 Bristlecone | www.bcone.com | Confidential Current Challenges • Decentralized organization • Resourcing • Resistance to change • Processes are specific to business unit • Current systems are highly customized and on different platforms • Governance • Bureaucracy
- 17. © 2017 Bristlecone | www.bcone.com | Confidential What’s Next
- 18. © 2017 Bristlecone | www.bcone.com | Confidential© 2017 Bristlecone | www.bcone.com | Confidential For any queries or suggestions, I can be reached at email: omarcampbell@tupperware.com or ocampbell@rollins.edu contact number: (856) 625-4266 Thank You
Editor's Notes
- So to start our presentation I would like to share a short video about the organization. Lets just say we are not your mother’s Tupperware…..
- Corporate vision- this explains who we are as an organization and our core values Our purpose- inspire women and cultivate confidence Our vision- to ensure that women in particular become the best versions of themselves Our values- Empower, educate and enlighten
- Key Statistics We are a publicly held direct sales corporation. We have been in business for over 65 years We don’t just sell TW, we have several beauty brands across the world that are part of our corporate umbrellas. Avory Shlain (SAF), Fuller (Mexico), Nutrimetics (Australia), Nuvo (South America), Naturcare (APAC) In 2016 we had 2.2B in sales (91% outside of US, 66% in emerging markets) We have over 3M independent sales force members, primarily women Our products are sold in 85 countries around the world
- The next two slides will give you a glimpse into some of the strategic analytics we performed as a corporation
- So….in determining where you want to go, you need to understand where you are. This first slide shows the four quadrants of a corporate profile. From Left to right we have Globally Diverse/Centralized corporation (Moderate risk level) Globally Diverse/Autonomous (High risk level) Globally Homogeneous/Centralized (Low risk level) Globally Homogeneous/Autonomous (Moderate risk level) Our organization falls under……the top left quadrant…..GLOBALLY DIVERSE/AUTONOMOUS CORPORATION….which is of course highest risk profile Understanding this is critical when making decisions as to where we should go as a corporation
- Another component we had to analyze was the maturity of our operating model This chart I am highlighting entails five different components. Each has a scale from one to five. The red box represents Tupperware on the scale, when I performed the analysis last year Level of process standardization- The scale ranges from unique to common. We currently are very unique, primarily due to our decentralized organization, our goal is to have standard processes Delivery model- The scale ranges from functional silos to shared services. Other than our procurement organization our other departments are functional silos, in order to support moving to a global model it means we will have more shared service centers strategically and where applicable (ie: finance, IT) Financial data model- Model ranges from very local to fully centralized. At this point we are in the middle. We might move this a little to the right but probably not fully Financial analytics and measures- Range from simple to state of the art. We are on the lower end of the scale….unless you consider excel to be a phenomenal BI tool. Our goal is to move to state of the art data and analytics Governance model- Range is quite large. From no governance model to sophisticated. We consider ourselves average and it really depends on the department. Governance in supply chain is very good, but in some areas we have significant area of improvement (i.e. making changes to an IT system)
- This slide details the level of complexity we have as a business 10 Different business models, 29 front end systems, 12 back end systems, 50+ compensation plans….supporting 85 countries with over 2B in sales and 3M sales force members around the world. Think about the level of complexity this creates. Whether its pulling global inventory levels, creating reports, analyzing sales data, none of it is easy with this level of uniqueness Based on the different analytics we performed- our synopsis was that there is a need for standardization of our technologies to support corporate strategies
- Now lets discuss the journey we are currently on
- This is our strategic vision moving forward iRoar- we want to accentuate our strengths Onboarding our sales force (training and preparing them to be successful), Group demonstration selling entails how we sell our products at a party and lastly our supply chain (due to the nature of our business we will create offers to our sales force with minimal planning and lead times) Extend our reach We cause this THE MORE. Essentially we are trying to leverage technology- whether its purchasing thru an APP, having a party online or building Tupperware studios (which are locations that our sales force can use for training, onboarding and other initiatives) Lastly…..we want to Leverage our purpose A major initiative is to standardize and improve our brand messaging Last but not least, we want to accentuate how confidence is critical to success. More on that later…..
- As a publically held company- our primary objective is to provide shareholder value. As such we have some aggressive financial targets: $5B in sales and $5M sales force members by 2020. All of the strategic initiatives are to support these targets.
- To help us we’ve established 3 simple guiding principles to keep us grounded in what gives us our competitive strength. Although we are expanding our thinking beyond just selling through the party, one-on-one demonstrations and through brochures, the guiding principles are at the center of our efforts. Respect the sales force as part of the value chain - in other words, never sell around them– this is important because it links to our global mission of empowering women and changing lives Inspire and nurture relationships – relationships are a key element of our competitive advantage, and an essential part of the brand experience Demonstration based selling – the full value of our innovative products is realized when they are demonstrated. That’s why they wouldn’t sell nearly as well if they were sitting on a shelf or appearing only on a webpage. We want to retain that important element that also increases productivity when consumers see the complete value of our products. This drives the earning opportunity for the Sales Force.
- So…..in order to support our 2020 targets and guiding principles we have developed the GEM program. GEM is our acronym for the current technologies we are implementing which will enable us to support our 2020 targets. It combines three different aspects: People- You always start with people We want to be able to develop and empower our associates Growth We are not just implementing global solutions to keep up with trends. They need to be leveraged to support financial growth, continuous innovation and even more so today during the Amazon age……Extraordinary Service Value Last but not least values- we want to ensure we meet the highest quality and standards for our associates, sales force and consumers
- So how are do we support growth thru transformation within these global programs? Simple: People/Process/Systems Lets start with PEOPLE We are redefining the way the organization looks….there are 3 primary components: Moving from local to more of an above market approach (We call it Glocal) Evaluate current resources to determine if right skills are in place Where applicable, move from functional silo departments to shared services Then PROCESS First…..We are currently re-engineering business processes to support the global way of working. We need to do this while providing flexibility to local business entities and ensuring we do not impact the business Second……we need to create a global governance model to maintain integrity of new way of working To support people and process we need SYSTEMS We are moving from a multitude of front and back end systems to one system for both. Front end= Jenkon (Specialize in direct sales industry) Back end= JDE 9.2 (part of Oracle suite- we are an Oracle shop). Both projects are in process. Jenkon is expected to be fully implemented in 2020 and JDE late 2020, early 2021. Lastly, and most importantly we want to leverage data as an asset- By providing consistent, scalable data we will be able to provide better visibility to information to perform the type of analytics which will lead to better decision making Ultimately, the goal here is to ensure that the tools in place support the corporate vision. Without the investment we are making in bringing our systems forward, we cannot support the strategic initiatives
- So as it relates to our current projects, I want to highlight several different challenges that we are currently going through Decentralized organization- We have always empowered the markets to operate as a sole entity. After 65 years asking them to now comply with a standard, global way of working can be challenging and stressing. Executive support is critical. Resourcing- We started our current front and back end projects without an organization in place to support. These are not simple rollouts we have embarked on- they are transformational programs. Understanding the current and future landscapes are necessary strategies. We need to ensure we have the right people on the bus. Resistance to change- We are moving everybody’s cheese right now. Roles, responsibilities, systems, etc. To mitigate this we are in the process of developing a change management office to support the corporation Processes are specific to BU- our processes are local and unique and now we are asking them to change to a standard, “vanilla” operating model. In some cases processes may be worse than what they have today so there is a lot of resistance. Executive support and change management are key mitigating factors here Current systems are highly customized and also on different platforms- For example in Germany our ERP system is 30 years old, is no longer supported and has over 3000 customizations. We are implementing next year- wish me luck. Governance- we currently operate like the wild wild west. Have a problem, call your local IT support contact and it will be fixed. We are moving from that way of working to a much more disciplined process. Moving forward change requests will be business cases that need to be approved by a global governance team who oversees the entire operation. Executives will be informed regarding any changes to the vanilla model and in some cases will be the decision makers. Without this model you cannot maintain what you are building Bureaucracy- Every company has some level of it. Ours makes Washington DC look functional. The mitigation for me is to find executive sponsors who I can leverage to push the strategy, the agenda and keep the projects moving forward. BTW one item not listed on here for our ERP implementation is we are trying to build a global model while we are ongoing two local implementations with two other Si’s. So right now we have an organization of two trying to support three different projects with three different SI’s!!!! In summary……Whats really critical is that when you identify challenges or risks you also understand how to mitigate it. When going through this type of program its also important to have a very good partner who can bring knowledge, experience and is confident enough to be transparent enough so that we can work through this journey together. For our JDE implementation last year we did not have a good global partner, and we had to temporarily stop the project. Part of the reason we were not successful was the partner, part of it was the lack of maturity and knowledge within our organization on how to do this. So, this year we have engaged Bristlecone and albeit it has only been 9 weeks, the team sees a major difference in how we are operating. We are treating it like a strategic, transformational program and are in the process of building a foundation that we hope will support what we are trying to achieve.
- I hope this last slide gives u a glimpse of who we want to be……
- So that concludes our presentation, I am happy to open it up to any questions…….