1. CONFIDENTIAL AND PROPRIETARY
A little means a lot.
A lot means a little.
Supply Chain & Finance FD Seminar
January 24, Niel-Antwerpen
2. CONFIDENTIAL AND PROPRIETARY
JAN CASTEELS
Engineering Gent
Industrieel Beleid Leuven
Planning Dish care Mechelen
Contract Operations Customisation Rumst
Manufacturing Fabric Care Mechelen
Business Process Optimisation Western Europe Logistics Brussels
Program Management Western Europe Logistics Brussels – Frankfurt
Logistics & Customer Service EIMEA Heist-op-den-Berg
3. CONFIDENTIAL AND PROPRIETARY
THE DURACELL COMPANY
BERKSHIRE HATHAWAY DURACELL
300000+ 3500
$200 Billion #1 Alkaline producer
#2 in Fortune 500 #1 Brand
5. CONFIDENTIAL AND PROPRIETARY
2016 - THE MENTAL SHIFT
E2E Ownership
Secure the moat
Focus on the 80
Segmentation
Minimised overhead
Activity based costing
Levarage Scale
Central experts
Allocation
Functional focus
Global standards
Go for volume
Culture
Design
6. CONFIDENTIAL AND PROPRIETARY
80/20
“A few things are important. Most things are not important.”
“20% generates 80% of my revenue but 150% of my profit.”
“Many customers, products and processes get attention that will
not benefit the business”
7. CONFIDENTIAL AND PROPRIETARY
80/20 (PRE)CONCEPTIONS
•Counter intuitive
•We tend to expect all customers and products are equally valuable
•We tend to work as if all efforts contribute equal value to the bottom line
•Dilemmas
•What if one of my “80” customers buys one of my lowest margin products?
•What if one of my “20” customers buys one of my most profitable SKU’s?
•Should we use profit or revenue for customer differentiation?
•Myths
•80/20 requires complex statistical analysis
8. CONFIDENTIAL AND PROPRIETARY
80/20
Mindset, not just a methodology
• SKU complexity (Items, cells, FPC vs EAN,…)
• Order profiles (frequency, order size, ship-to vs sold-to,..)
• Picking costs (parcels vs pallets,...)
• Transportation cost
• Vendors
Applied to any type of decision where you have metrics
• Sourcing
• Manufacturing
• Distribution
• Sales
• Product Line Simplification
• …
To drive difficult decisions and strategies in
10. CONFIDENTIAL AND PROPRIETARY
FOCUS ON THE “80”
Overserve the “80” customers..
• Logistics and Commercial KPI’s
• Customer specific Scorecards
• Service Alarms
At the deliberate expense of “20” Customers...
• Laser sharp simplification of service
• Charge for complexity
Leading to a win for…
• Your best customers
• Your best vendors
• Your best employees
• You…& Your family
11. CONFIDENTIAL AND PROPRIETARY
METHODS: QUARTILE ANALYSIS
• Divide a data set into four equal groups (quartiles)
• Compare and evaluate each groups contribution to the total
CUSTOMERS
PRODUCTS A B C D E F G H I J K L M N O P Q R S T
1 $12.0 $6.0 $5.0 $2.0 $1.3 $0.2 $0.1 $0.1 $0.1 $0.1 $0.1 $27.0
2 $8.0 $7.0 $2.0 $2.0 $1.2 $0.2 $0.1 $0.1 $0.1 $0.1 $20.8
3 $11.0 $7.0 $1.0 $0.5 $0.5 $0.1 $0.2 $0.1 $0.1 $0.1 $20.6
4 $9.0 $1.0 $1.0 $0.3 $0.1 $0.1 $0.1 $11.6
5 $0.8 $0.7 $0.9 $0.8 $0.5 $3.7
6 $0.6 $1.5 $0.3 $0.2 $0.2 $0.1 $0.1 $3.0
7 $0.6 $0.7 $0.4 $0.3 $0.4 $0.2 $0.2 $0.1 $2.9
8 $0.4 $0.8 $0.6 $1.8
9 $0.6 $0.3 $0.4 $0.3 $1.6
10 $0.3 $0.3 $0.2 $0.8
11 $0.5 $0.1 $0.2 $0.8
12 $0.2 $0.3 $0.1 $0.2 $0.8
13 $0.4 $0.2 $0.1 $0.7
14 $0.1 $0.4 $0.2 $0.7
15 $0.5 $0.2 $0.7
16 $0.1 $0.1 $0.5 $0.7
17 $0.2 $0.3 $0.5
18 $0.1 $0.1 $0.3 $0.5
19 $0.1 $0.1 $0.3 $0.5
20 $0.1 $0.1 $0.1 $0.3
$33.50 $19.30 $18.60 $8.60 $8.00 $3.90 $3.60 $0.40 $0.40 $0.30 $0.50 $0.50 $0.30 $0.30 $0.40 $0.30 $0.40 $0.20 $0.30 $0.20 $100.00
34% 53% 71% 80% 88% 92% 96% 96% 96% 97% 97% 98% 98% 98% 99% 99% 99% 100% 100% 100%
5 CUSTOMERS 5 CUSTOMERS 5 CUSTOMERS 5 CUSTOMERS
$88 $8.6 $2.0 $1.4
CUSTOMERS
PRODUCTS A B C D E F G H I J K L M N O P Q R S T
1 $12.0 $6.0 $5.0 $2.0 $1.3 $0.2 $0.1 $0.1 $0.1 $0.1 $0.1 $27.0 27%
2 $8.0 $7.0 $2.0 $2.0 $1.2 $0.2 $0.1 $0.1 $0.1 $0.1 $20.8 48% 5 PRODUCTS
3 $11.0 $7.0 $1.0 $0.5 $0.5 $0.1 $0.2 $0.1 $0.1 $0.1 $20.6 68% $83.7
4 $9.0 $1.0 $1.0 $0.3 $0.1 $0.1 $0.1 $11.6 80%
5 $0.8 $0.7 $0.9 $0.8 $0.5 $3.7 84%
6 $0.6 $1.5 $0.3 $0.2 $0.2 $0.1 $0.1 $3.0 87%
7 $0.6 $0.7 $0.4 $0.3 $0.4 $0.2 $0.2 $0.1 $2.9 90% 5 PRODUCTS
8 $0.4 $0.8 $0.6 $1.8 91% $10.1
9 $0.6 $0.3 $0.4 $0.3 $1.6 93%
10 $0.3 $0.3 $0.2 $0.8 94%
11 $0.5 $0.1 $0.2 $0.8 95%
12 $0.2 $0.3 $0.1 $0.2 $0.8 95% 5 PRODUCTS
13 $0.4 $0.2 $0.1 $0.7 96% $3.7
14 $0.1 $0.4 $0.2 $0.7 97%
15 $0.5 $0.2 $0.7 98%
16 $0.1 $0.1 $0.5 $0.7 98%
17 $0.2 $0.3 $0.5 99% 5 PRODUCTS
18 $0.1 $0.1 $0.3 $0.5 99% $2.5
19 $0.1 $0.1 $0.3 $0.5 100%
20 $0.1 $0.1 $0.1 $0.3 100%
$33.5 $19.3 $18.6 $8.6 $8.0 $3.9 $3.6 $0.4 $0.4 $0.3 $0.5 $0.5 $0.3 $0.3 $0.4 $0.3 $0.4 $0.2 $0.3 $0.2 $100
12. CONFIDENTIAL AND PROPRIETARY
METHODS: QUAD ANALYSIS
CUSTOMERS
PRODUCTS A B C D E F G H I J K L M N O P Q R S T
1 $12,0 $6,0 $5,0 $2,0 $1,3 $0,2 $0,1 $0,1 $0,1 $0,1 $0,1 $27,0
2 $8,0 $7,0 $2,0 $2,0 $1,2 $0,2 $0,1 $0,1 $0,1 $0,1 $20,8
3 $11,0 $7,0 $1,0 $0,5 $0,5 $0,1 $0,2 $0,1 $0,1 $0,1 $20,6
4 $9,0 $1,0 $1,0 $0,3 $0,1 $0,1 $0,1 $11,6
5 $0,8 $0,7 $0,9 $0,8 $0,5 $3,7
6 $0,6 $1,5 $0,3 $0,2 $0,2 $0,1 $0,1 $3,0
7 $0,6 $0,7 $0,4 $0,3 $0,4 $0,2 $0,2 $0,1 $2,9
8 $0,4 $0,8 $0,6 $1,8
9 $0,6 $0,3 $0,4 $0,3 $1,6
10 $0,3 $0,3 $0,2 $0,8
11 $0,5 $0,1 $0,2 $0,8
12 $0,2 $0,3 $0,1 $0,2 $0,8
13 $0,4 $0,2 $0,1 $0,7
14 $0,1 $0,4 $0,2 $0,7
15 $0,5 $0,2 $0,7
16 $0,1 $0,1 $0,5 $0,7
17 $0,2 $0,3 $0,5
18 $0,1 $0,1 $0,3 $0,5
19 $0,1 $0,1 $0,3 $0,5
20 $0,1 $0,1 $0,1 $0,3
$33,5 $19,3 $18,6 $8,6 $8,0 $3,9 $3,6 $0,4 $0,4 $0,3 $0,5 $0,5 $0,3 $0,3 $0,4 $0,3 $0,4 $0,2 $0,3 $0,2 $100,00
34% 53% 71% 80% 88% 92% 96% 96% 96% 97% 97% 98% 98% 98% 99% 99% 99% 100% 100% 100%
1. Identify a factor to analyze. The starting point for most business
is “Revenue”.
– Rank order the key contributors (Customers & Products).
2. Rank CUSTOMERS from Largest to Smallest by Revenue. Add row with cumulative.
3.RankPRODUCTSfromlargesttosmallest
byrevenue.Addcolumnwithcumulative.
4. Section the data at the top 80% contributors (cumulative data) for both Customers and Products
5. Color code the four quadrants
13. CONFIDENTIAL AND PROPRIETARY
METHODS: QUAD ANALYSIS
MOAT
• Highly strategic and massive growth
potential
• 100% of bottom if you apply direct
costing
• 150-200% of your profit
SEPARATE OUT
• These customers only buy the A
SKU’s.
• Good business but these customers
“steal” resources from the A
customers.
• The products though are standard.
NECESSARY EVIL
• A customers will always buy some B
SKU’s.
• Break-even at bottom line.
• Hard bargain!
STARVE
• Low profit requiring a lot of
effort/resources with a high
complexity.
• Never profit building and completely
non-strategic
14. CONFIDENTIAL AND PROPRIETARY
METHODS: QUAD ANALYSIS
Commit to quad 1
[Big customers, High volume products]
• Over-serve at the expense of others
• Know their businesses inside and out
• Dedicated resources (Engineering,
Purchasing, Sales) to better serve
Work hard to convert quad 3
[Small customers, High volume products]
• Future green customer?
• No discounts?
• Longer lead times?
• Increase prices?
Work hard to separate quad 2
[Big customers, low volume products]
• Separate manufacturing area
• Outsource product?
• Minimum production runs
• Only allow green customers to purchase
• Increase prices
• Focus on eliminating or redesigning
Work a plan/severance for quadrant 4
[Small customers, Low volume products]
• Sell them only green products
• Minimum orders
• Scheduled, infrequent production
• Increase prices and filter them out
• No engineering work in this area
15. CONFIDENTIAL AND PROPRIETARY
11 out of 1075 ship-to’s
=
80% items shipped
3 customers represent 50+%
Customer 1(27%)
Customer 2(18%)
Customer 3 (8%)
481 ship-to’s served by 1 Service
provider
Heavy B2B driven
17out of 275 SKU’s = 80% items shipped (160 unique EANs)
8 OEM bulk SKU’s, Lithium coins, Plus AA 4 K-pack, 4 specialties (LR44, MN21, 123, 377)
Country 1
80/20
29M items
Quad 1
Quad 4
Quad 3
Quad 2
SKU VS CUSTOMER: QUAD ANALYSIS
17. CONFIDENTIAL AND PROPRIETARY
Country 1
80/20
36 out of 594 ship-to’s
=
80% picking cost
3 customers not in the item 80/20
drive 17% of picking cost
58out of 275 SKU’s = 80% picking cost
70%of units sold ship as full pallets representing only 9% of picking cost
PICKING COST
19. CONFIDENTIAL AND PROPRIETARY
– Enforce pallet MOQ on selected big customers
– Can customers be converted to bulk/OEM codes?
– Increase frequency to monthly -> 3.5€K saving
– Change pallet height to 0.8m & increase case qty to 20 -> 12€K
– Review Customer x order pattern and Customer y frequency ->1.5€K
– Enforce pallet MOQ on big customers -> 2€K
9V
Ind 10 TCK
Plus K-pack
2032
Every drill-down reveals 15-20% picking cost savings potential
21. CONFIDENTIAL AND PROPRIETARY
Charge doubles
with RPP
considered DG.
If less than 100kg,
RPP is not DG!
We never ship
>100kg.
Transmed AE
Each delivery
is 880 AED.
Current mode of
transportation
with fixed rate is
very expensive for
the small volume
we ship to Qatar
Ship-to country BH
Category Rechargeable
Row Labels Weight [KG]
6300024785 20
6300042378 1
6300089695 21
6300106547 12
Grand Total 54
23. CONFIDENTIAL AND PROPRIETARY
FROM DATA TO ACTION
Data
• Raw numbers captured
according to agreed
(measurement)
standards
• “how long is a piece of
string”
Processing Information
• A set of data points to
understand something
about the data we
measured
• “how many pieces of
string are longer than
10 cm”
Context Insight
• Follows analysis of
information to
understand what is
going on
• “how consistent are
our pieces of string
produced, what is our
σ , max and min
Apply Phronesis
• Convert to
meaningful business
decisions and action
• “we need to adjust
the machine to cut
shorter strings”
25. CONFIDENTIAL AND PROPRIETARY
Supply
Warehouse
Plant
Raw Pack
SCOPE
Plt
Pooling
Packing Mat
Inter
Site
All Supply Network Costs excl. COGS
Packing Mat Packing Mat
Period
Costs
ScrappingSystems, EDI
Collection
Recycling
Customization Customer
Logistics
Packaging HauliersWarehousing
• End to End Cost to Serve
• End to End Logistics Service KPIs
26. CONFIDENTIAL AND PROPRIETARY
PROJECT OBJECTIVE
Align a common process and tool to:
1. get an E2E common overview of Duracell Supply Chain at segment and mkt level;
2. a live business analysis system used internally and externally by the very end
accounts for continous cost and service improvement;
3. Enhance Simplification and 80/20 Capabilities.
• Approach/Principles :
• Flexible: keep countries specificities, connect all data sources;
• Low manual effort;
• Detailed enough, multiple angles of analysis;
• Bring data to life visually , so that information becomes insight and is then turned
into action.
28. CONFIDENTIAL AND PROPRIETARY
APPROACH-UNDERSTAND
• Cost to Serve
– No common standards: Scope, KPI....
– Not a live system
– Not detailed enough to drive effective analysis and improvements
• Logistics Service KPIs
– Not E2E
– Only 1st level reason code
– Poor business analysis
29. CONFIDENTIAL AND PROPRIETARY
APPROACH-UNDERSTAND
Segment P&L
Sales Deduction
Trade Terms
Sales deductions
Mark-up I/C serv. + Lic.
Direct Costs
COGS @ 2018 Std
Mark-up I/C services
ERP
Direct Cust Freight
TOT OH
PERIOD DIO Logistic costs
Local PS Costs
Salaries
CRs
Travel
X charges in/ out
MKTG - Media
- Non Media
- Local Mktg Costs
- X charges in/ out
SG&A - Local SG&A (Sales, Finance)
- X charges in/ out
Net Revenues
Operating Income
Contribution Margin
Gross Sales
Cost To Serve Elements
Std Elements
DIO MUP ISF, Whse, Chep MUP
ECO FEE ECO Fee
CUSTOMER FREIGHT Customer Freight
DIO Logistics SUPPLY WAREHOUSE
DIO Logistics INTERSITE FREIGHT
DIO Logistics WAREHOUSE
DIO Logistics CHEP
DIO Logistics SCRAPPING
Local PS Costs SYSTEMS
Local PS Costs OTHER PERIOD
MKTG CUSTOMIZATION
ALLOCATED vs DIRECT Costs
Country Based: by Customer or by Prod.
DIO MUP ALLOCATED
ERP and others DIRECT
CUSTOMER FREIGHT STD DIRECT
CUSTOMER FREIGHT EXTRA DIRECT
SUPPLY WAREHOUSE ALLOCATED
INTERSITE FREIGHT ALLOCATED
LOCAL 3PL - Fixed ALLOCATED
LOCAL 3PL - Variable DIRECT
CHEP FIXED ALLOCATED
CHEP CUSTOMER RETURN% DIRECT
SCRAPPING ALLOCATED
SYSTEMFIXED (EDI, CRs, others) ALLOCATED
CRs, EDI VARIABLE DIRECT
OTHER PERIOD ALLOCATED
BILLING SERVICES DIRECT
CUSTOMIZATION FIXED ALLOCATED
CUSTOMIZATION VARIABLE DIRECT
2nd LEVEL OF DETAIL
Example
Picking
Outbound - Case - CS
Outbound - Full Pallet
Outbound - Inner / Unit IT-SW
Packing Materials
Packing Materials - Cartons
Packing Materials - Tie Sheet
Packing Materials - Film
Special Preparations
CLP-Add.Wooden Pallet-Area CLP
CLP-Add.Wooden Pallet-Picking
CLP-Repalletization
CLP-Case Upper Flap Elimination
Returns handling
Returns / IT-SW-CS
Returns by UDC
Transportation
Trasporto CT
Trasporto CT-Premium
Trasporto PLT
Trasporto PLT-Premium
STANDARD Country Based Country Based
30. CONFIDENTIAL AND PROPRIETARY
COST DRIVERS
DRIVERS
DIO MUP ALLOCATED Revenues
ERP and others DIRECT Weight shipped (Kg)
CUSTOMER FREIGHT STD DIRECT punctual
CUSTOMER FREIGHT EXTRA DIRECT punctual
SUPPLY WAREHOUSE ALLOCATED Case shipped
INTERSITE FREIGHT ALLOCATED m3 shipped
LOCAL 3PL - Fixed ALLOCATED m3 shipped
LOCAL 3PL - Variable DIRECT punctual
CHEP FIXED ALLOCATED # Chep shipped
CHEP CUSTOMER RETURN% DIRECT punctual
SCRAPPING ALLOCATED Weight shipped (Kg)
SYSTEMFIXED (EDI, CRs, others) ALLOCATED # Orders
CRs, EDI VARIABLE DIRECT punctual / #Orders
OTHER PERIOD ALLOCATED # Orders
BILLING SERVICES DIRECT punctual
CUSTOMIZATION FIXED ALLOCATED Case Equivalent
CUSTOMIZATION VARIABLE DIRECT punctual
ALLOCATED COSTS
• Use Algorithm to split costs to the lowest level and
to project forecast
• Select most suitable drivers to split costs (std)
DIRECT COSTS
• Specific till the Lowest Level Possible: Ship To, SKU
• Use Algorithm to project Forecast
31. CONFIDENTIAL AND PROPRIETARY
SETUP
Local
DataBases
Customization data
Corporate XCharges
3PL DATA
Warehousing
Invoices
HAULIERS
DATA
Invoices
Delivery Dates
Claims
Local
Data Bases
CHEP
Non
Cooperative
Customers
Real time updates
On Demand, Monthly
by Duracell
Weekly, Monthly
by External Vendors
Automatic
Data Refresh
Corporate Systems
QUERIES
External Vendors
DATA
...
32. CONFIDENTIAL AND PROPRIETARY
ROLL-OUT
• Data Needed
• - SAP data → Centralised
• - Local Data Bases → Country Specific
• - Service providers → Country Specific
• Implementation Timing per Segment
• - Mapping + 20 days implementation
• Costs
• - 15k-20k € one-time
• - Monthly Power BI PRO licenses, going
34. CONFIDENTIAL AND PROPRIETARY
RESULTS & LEARNINGS
EIMEA 2018 Logistics costs 25% below legacy spending levels
• Just start – excel is all you need
• Believe the data
• Use the numbers to articulate key questions and guide your decisions as you
embark on the journey
• Measure and repeat
• For 2.0 (automation):
– Choose a Technology partner to help you learn and tailor flexible solutions;
– Your tech partners are unlikely to understand your business in depth, so ensure you
have business resources equipped to filter their advice and steer them in the right
direction
– For smaller businesses in particular go for «SaaS», base plug-in technology means you
no longer have to design your own stand-alone systems. This also helps to enable data
sharing across the E2E chain