CHEP Management Dashboard Final Presentation

1. MANAGEMENT DASHBOARD

2. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP MANAGEMENT Management dashboards focus on performance indicators, and enable executives, managers, and employees to measure, monitor and report key metrics, milestones and activities necessary to achieve organizational goals. DASHBOARD

3. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP BALANCED The balanced scorecard is a strategic planning and management system that is used extensively in business and industry to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. SCORECARD Financial Internal Process Customer Employee Satisfaction Environment/ Community Learning and Growth CSF

4. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP VISION LONG-TERM OBJECTIVES STRATEGIES FOR GROWTH AND PRODUCTIVITY CRITICAL SUCCESS FACTORS PERFORMANCE MEASURES BALANCED SCORECARD

5. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP

6. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP CHEP We decided to work with CHEP in order to learn more about how a service organization operates from a business to business perspective. CHEP is the leading provider of pallet, container, and crate pooling services for many of the world’s largest supply chains.

7. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP VALUES CORPORATE STRATEGIES CHEP is focused on continuously improving and developing more efficient, safer, and enviromentally sustainable supply chains. -All things begin with customer. -We have a passion for success. -We are committed to safety, diversity, people, and teamwork. -We believe in a culture of innovation -We always act with integrity and respect for the community and the environment. - Deliver high quality and durable products - Supply a wordwide network of offices and repair centers - Take advantage of continual innovation - Environmentally sustainable projects CHEP Improve Order Processing Simplify Invoicing Improve Audit Process Strategic Partnership LONG-TERM OBJECTIVES

8. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP VALUES CORPORATE STRATEGIES CHEP is focused on continuously improving and developing more efficient, safer, and environmentally sustainable supply chains. CHEP LONG-TERM OBJECTIVES - Deliver High Quality and Durable products - Supply wordwide network of offices and repair centers - Take advantage of continual innovation - Environmentally sustainable projects - All things begin with customer - We have a passion for success - We are committed to safety, diversity, people and teamwork - We believe in a culture of innovation - We always act with integrity and respect for the community and the environment - Improve Order Processing - Simplify Invoicing - Improve Audit Process - Strategic Partnership

9. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP VALUES CORPORATE STRATEGIES CHEP LONG-TERM OBJECTIVES CHEP is focused on continuously improving and developing more efficient, safer, and environmentally sustainable supply chains. - Deliver High Quality and Durable products - Supply wordwide network of offices and repair centers - Take advantage of continual innovation - Environmentally sustainable projects - All things begin with customer - We have a passion for success - We are committed to safety, diversity, people and teamwork - We believe in a culture of innovation - We always act with integrity and respect for the community and the environment - Improve Order Processing - Simplify Invoicing - Improve Audit Process - Strategic Partnership

10. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP VALUES CORPORATE STRATEGIES - Deliver High Quality and Durable products - Supply wordwide network of offices and repair centers - Take advantage of continual innovation - Environmentally sustainable projects CHEP LONG-TERM OBJECTIVES CHEP is focused on continuously improving and developing more efficient, safer, and environmentally sustainable supply chains. - All things begin with customer - We have a passion for success - We are committed to safety, diversity, people and teamwork - We believe in a culture of innovation - We always act with integrity and respect for the community and the environment - Improve Order Processing - Simplify Invoicing - Improve Audit Process - Strategic Partnership

11. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP INITIAL RESEARCH

12. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP CORE SERVICE Shipping Equipment Pooling Services FACILITATING SERVICES Product Delivery and Collection, Electronic Data Interchange ENHANCING SERVICES LeanLogistics, CHEP Portfolio +Plus DELIVERY SYSTEM Service Centers CHEP Portfolio +Plus SERVICE PACKAGE

13. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP TRIGGER Customer receives equipment at facilities and introduces it to supply chain operations CHEP Service Center issues equipment to customer Customer loads product into CHEP equipment and ships through supply chain Receiving business unloads the goods and returns the equipment to the nearest CHEP Service Center CHEP inspects and conditions all returned equipment to ensure it meets quality standards SERVICE DELIVERY SYSTEM

14. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP Customer Logistics Manager Sales Representative Depot Manager Driver Security Officers Invoice Clerk Pallet Clerk Suppliers Contractors STAKEHOLDER MAP

16. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP INITIAL BLUEPRINT

17. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP INTERVIEW “The US model is more streamlined from the manufacturer’s side, but then it gets weak.” -We learned about supply chain operations and where CHEP fits in. -Our contact, Dale told us how CHEP already offers management dashboards to each department. -CHEP has over 100 metrics, which helped us grasp what their KRIs, KPIs, and Service Recoveries were. -CHEP does not deliver the pallets from place to place, once they are out of CHEPs center the client is responsible.

18. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP RESEARCH REFINEMENT

19. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP LEIGHTON farms LEIGHTON FARMS Apple Juice Co. Leighton Farms is one of the top apple juice distributors in the US. they grow and harvest fresh apples and process them into fresh apple juice. The company is known for the freshness of the juice and apples they deliver to retailers across the country. Taking pride in the qualty of their product, Leighton Farms sees the necessity of the secure movement of their product through the supply chain and chose CHEP because of the consistent quality and durability of their products. Understanding the importance of the environment’s health to the success of their product, Leighton Farms takes careful consideration in the sustainability and eco-friendliness of their decisions. Bu utilizing CHEP’s services, Leighton Farms can easily transport their products with minimal waste. And CHEP’s pooling services not only help Leighton Farms reduce costs driven by traditional one-way packaging, but also help the company maintain a sustainable image. Leighton Farm’s management uses CHEP’s online customer portal, Portfolio+Plus, to plan and manage daily operations as well as analyze the company’s pallet activity in real-time. Leighton Farms has experienced drastic improvements to their operations since implementing CHEP’s services. Goals - To deliver their products safely and on time - To develop a lasting partnership with CHEP Needs - Security: a quality product - Efficiency: no wasted time and money - Sustainability: an eco-friendly option

20. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP TANGIBLE/ PHYSICAL EVIDENCE CUSTOMER ACTIONS FRONT STAGE BACK STAGE SUPPORT SYSTEMS Line of interaction Line of visibility Line of internal interaction BUILD REPAIRDELIVERSUPPLY COLLECT Portfolio+Plus Conditions or Repairs Pallets Truck Service Products Shipped through Supply Chain Receives Large Order Returns Pallets to Service Centre Quality Control Processes Order EDI Lean Logistics Debits Company Account NPS Issues Pallets TRIGGER PRE-SERVICE DURING AFTER Requests Pallets Receives Pallets Loads Pallets Ships Pallets Tracks Request Logs onto Customer Portal Manages Shipment Delivers Pallets Organizes Shipments Collects Pallets Re-delivers Pallets Places Equipment Order and Monitors Request Status Views Past Orders Monitors Shipment via Dashboard Inspects, Re- pairs, and Condi- tions Pallets Builds Pallet Inspects Pallets Retailer Receives Goods Pallet ! ! SERVICE BLUEPRINT We created a service blueprint, a visual map of the sequence of CHEP’s activities required for successful service delivery. We used this blueprint to identify problems within CHEP’s service offerings.

21. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP Truck Service Products Shipped through Supply Chain Returns Pallets to Service Centre Issues Pallets AFTER Receives Pallets Loads Pallets Ships Pallets Tracks Request Manages Shipment Delivers Pallets Organizes Shipments Collects Pallets s Monitors Shipment via Dashboard Inspects, Re- pairs, and Condi- tions Pallets In P Retailer Receives Goods ! SERVICE BLUEPRINT We created a service blueprint, a visual map of the sequence of CHEP’s activities required for successful service delivery. We used this blueprint to identify problems within CHEP’s service offerings.

22. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP MEASUREMENT IDENTIFICATION

23. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP The critical success factors and the performance measures within them that link daily activities to the organization’s strategies impact the business all the time, 24/7, and it is therefore important to measure how the staff in the organization are aligning their daily activities to these CSFs. CSFs PROCESS EFFECTIVE COMMUNICATION SUSTAINABILITY MINIMIZING RISK INDUSTRY EXPERTISE IMPROVE INTERNAL EFFICENCY + PRODUCTIVITY IMPROVE CUSTOMER SUPPLY CHAIN CRITICAL SUCCESS FACTORS CONTINUAL INNOVATION

24. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP CSFs Share Learnings Transaction Asset Managment Education Transparency # of aquistions and mergers year to date against previous year # of units in wilderness - # of units collected = rogue pallets Percentage of managers with satisfactory IT literacy Number of employees for skilled job functions or positions Percentage of managers with satisfactory IT literacy Number of photos in papers last month, months2 to 3, and 4 to 6Number of positive press releas- es issued to the press in the 30 days/60 days Donations to community Industry ExpertiseLogistics Supplier Diversity Years of Experience Outsourcing Employee retention by department # of high performance employees per position per department Name, training hours, last recognition date, rewards Number of sponsorships projects in past 12 months by company Number of employees involved in up-skilling local community organizations have been in the same position for over two years Number of projects that contractors or consultants Average mainframe response time Percentage of time IT program developers have spent on programming Number of IT contractors as a percentage of IT employess systems Manufacturing waste per product Money Saved through Money lost from manufacturing waste : total & saved through Sustainability Tree Farms Lumber Quality Lumber Sources Reduce / Reuse / Recycle Carbon Footprint Minimizing Entries to environment/community awards to be completed in the next three months # of units in wilderness - # of units collected = rogue pallets Energy consumed by department Percentage of recycled material used as consumables Percentage of waste generated from concumables and is later recycled Improve Customer Supply Save Customer time and money Pooling Solutions ManagementHiring less Employees Transport Services Increase ProductivityCHEPP+ # of customers per industry Total number of customers All other complaints Top 10 complaints from key customers that have not been resolved in 2 hours Average response time : goal Average delivery time Average unit cycle time Number of processes made foolproof Top 10 customers # of units that have been shipped without going through a service center and the problems / complaints / costs associated with them Capital Equipment Direct CostsIndirect Costs Revenue Logistics Average shipping costs : goal Number of shipments between service centers per week Average time in wilderness : average possession time Average revenue per issue : goal month for current year against previous year By industry by current year against previous year By product for current year against previous year Costs associated with each department across CHEP Total manufactured units : total costs Average costs associated with service recovery : goal Average Flow - Through Ratio : Goal Bottom 10 service centers Bottom 10 customers Top 10 service centers and Productivity Total headquarters costs/em- Total repaired units : total costs Continual Innovation Easier for Customers to do Business Product / Services Technology Increase Quality Fast and Straight-Forward Businesses Industry Trends Planned innovations against projected time Pending innovations against time taken and time on hold In progress innovations against time taken Implemented innovations against time taken to implement Innovation Percentage of managers with satisfactory IT literacy Date of next innovation to our key services Investment in new product support and training Number of innovations implemented last month by team, reported to the CEO Date of prototype completion Percentage of days where key systems were backed-up at night this week Investment in new product support and training Average damaged rate : percent of units returned that need repairing Top 10 complaints from key customers that have not been resolved in 2 hours All other complaints Minimizing Risk Risk Management NET promoter system Sale Work Environment Lowest scoring NPS questions At Service Center Awaiting Repair Damaged rates per reception Average repairs per week Average repair turnaround time Average weekly repair costs Quality problems detected during product audits Initiatives completed from last Employee complaint resolution Unresolved complaints List of key customers for whom time since last order is > xx weeks Complaints not resolved during Employee complaint resolution Analysis of absenteeism Calls on hold longer than xx seconds

25. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP CSFs Share Learnings Transaction Asset Managment Education Transparency # of aquistions and mergers year to date against previous year # of units in wilderness - # of units collected = rogue pallets Percentage of managers with satisfactory IT literacy Number of employees for skilled job functions or positions Percentage of managers with satisfactory IT literacy days/60 days Lumber Sources Reduce / Reuse / Recycle nits Energy consumed by department Percentage of recycled material used as consumables Percentage of waste generated from concumables and is later recycled Improve Customer Supply Save Customer time and money Pooling Solutions Managementees Transport Services Increase Productivity # of customers per industry al number of customers Average response time : goal Average delivery time Average unit cycle time Number of processes made foolproof Product / Services In progress innovations against time taken Im Percentage of managers with satisfactory IT literacy Number of innovations implemented last month by team, reported to the CEO Top 10 complaints from key customers that have not been resolved in 2 hours All other complaints Minimizing Risk NET promoter system Sale Work Environment Lowest sco At Service Center Awaiting Repair Damaged rates per reception Average repairs per week Average repair turnaround time Average weekly repair costs Unresolved complaints Complaints not resolved during Employee complaint resolution Analysis of absenteeism Calls on hold longer than xx seconds

26. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP MEASUREMENTS 1. Revenue, profits, expenses by month for current 2. Costs associated with each department across Chep 3. Employee retention by department 4. Profit associated with innovation 5. Avg. unit cycle time 6. Avg. damaged rate: % of units returned that need repairing 7. Total repaired units : total costs 8. Total manufactured units : total costs 9. # of customers per industry - total # of customers 10. # of acquisitions and mergers year to date against previous year 1. At Service center 2. Avg. revenue per issue : goal 3. Avg. time in wilderness : avg. possession time 4. # of units in wilderness - # of units collected = rogue palettes 5. # of shipments between service center per week 6. Avg. Flow - through ratio : goal 7. Avg. shipping costs : goal 8. Manufacturing waste per product 9. Money saved through sustainable efforts 10. Money lost from manufacturing waste : total & saved through sustainable efforts 1. Avg. costs associated with service recovery : goal 2. Avg. response time : goal 3. Lowest scoring NPS questions with current efforts to fix them 4. Top 10 complaints from key customers that have not been resolved within two hours 5. All other complaints 6. # of units that have been shipped to the start of a supply chain without going through a service center and the problems/complaints/costs associated with them 7. Avg. delivery time Key Performance Indicators Key Results Indicators Service Recovery

27. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP WIREFRAMING

29. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP DASHBOARDS

30. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP MARK ELLIS Corporate Finance Director Mark’s position at CHEP revolves around operational cost efficiency, performance, and profitability analysis. He uses complex financial modeling and detailed management reporting to aid in CHEP’s decision-making and to meet the company’s corporate objectives. Mark held a previous position at CHEP as a logistics coordinator. His current position enables him to apply his technical knowledge and supply chain experience to CHEP’s sales operations, aiding in the effective identification of CHEP’s potential opportunities and threats. As the director of such an important department, Mark has little time to focus on the nitty-gritty. He needs to see the most important statistics, and quickly. CHEP’s high-level information dashboard allows Mark to obtain real time reporting and strategic decision making tools, enabling him to effectively visualize overall performance, identify the financial opportunities that drive profitability, and manage CHEP’s existing customer base. He can visualize both long-term effects of past actions and monitor the impact of day-to-day happenings. Goals . To make informative decisions . To identify any critical problems Needs . High -level information, simple navigation Motivations . Quick access to critical information

31. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP USER SCENARIO It is a normal day for Mark, he needs up-to-date information and is confident he will quickly find all the information he needs about CHEP pooling system in his performance dashboard. Mark is able to use his dashboard anywhere he goes in the CHEP facility. He steps away from his desk and he receives a page from a co-worker who has sent out the plastic crates to their current client, Leighton Apple Farm. He wants to know the most up to date information on the service recovery because the crates had yet to arrive at the farm. This information given to Mark on the dashboard gives him a clear visual to give his co-worker the average delivery time on pallets. After Mark comes back from a meeting he decides to engage with his co-workers about the late delivery of plastic crates this morning. He shows the information on his Scorecard dashboard to show to them exactly how the information works and how easily accessible it is if there is a failure. Mark arrives to his other meeting and feels very excited and connected with the other co-workers in other departments. The easy visualization of complaints and other efforts of innovation within the company always reminds him of how his experience and ideas are helping CHEP and their pooling cycle.

32. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP SCORECARD PERFORMANCE RECOVERY

33. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP DESIGN AND INTERFACE Easy Access: Upon login, Mark can choose which dashboard he’d like to start with. Easy Navigation: Mark may choose to thumb the menu dot at any time, which allows him to access any dashboard, as well as system preferences and help.

34. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP SCORECARD Key Result Indicators: The Scorecard dashboard displays several key result indicators, allowing Mark to visualize CHEP’s past performance at a high level. Further Measurements: Mark can click on a given measurement to view further pertinent measurements. Dashboard Icon: Mark can access the other dashboards by thumbing the menu dot, which also acts as an indicator of which dashboad he is curently viewing.

35. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP PERFORMACE Key Performance Indicators: Mark can use the Performance dashboard to keep an CHEP’s current performance, up to the very minute. Further Measurements: Mark can click on a given measurement to view further pertinent measurements.

36. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP RECOVERY A Measurement Mix: The Recovery dashboard allows Mark to see how well CHEP is performing as a service using a mix of current and past measurements. Further Measurements: Mark can click on a given measurement to view further pertinent measurements.

37. SCAD | SERV 325 Technology and Services | Spring 2013 | Management Dashboard | CHEP SOURCES Baltzan, Paige. M: Information Systems. Avenue of the Americas, New York: McGraw-Hill/Irwin, 2013, 2011. Caddick and Cable. Communicating the User Experience: A Practical Guide for Creating Useful UX Documentation. West Sussex: John Wiley & Sons Ltd, 2011. Few, Stephen . Show Me the Numbers: Designing Tables and Graphs to Enlighten. Burlingame, California: Analytics Press, 2012. Lovelock and Wirtz, Services Marketing: People, Technology, Strategy. New Jersey: Pearson Education, Inc., 2011. Parmenter, David. Key performance indicators for government and non profit agencies: implementing winning KPIS. Hoboken New Jersey: John Wiley & Sons, Inc, 2012. Stickdorn and Schneider. This is Service Design Thinking. New Jersey: John Wiley & Sons, Inc., 2011.

CHEP Management Dashboard Final Presentation

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