1. Ray Morrissey
Director of Supply Chain
Executive
Leadership
Overview

2.  .

4. 4
Ray Morrissey - Director of Supply Chain
Accountability Description
Multi-Site Warehousing /
Fulfilment, Customer Care
Management of multi-site warehousing operations. Finished good warehouses, customer
care, main plant warehousing, corrugated and film warehouse. Manage the storage and
delivery of materials to meet both internal and external customers as well as capacity to
serve.
Demand Planning Forecasting the demand and sales plan in our ERP system to meet customer requirements.
52-78 week horizon.
• For long range buy planning
• Capacity planning
Capacity Planning The overall objective of strategic capacity planning is to reach an optimal level where
production capabilities meet sales demand. Capacity needs include:
• Equipment
• Labor
• Space,Constraints
Production Planning / Master
Production Scheduling
Planning the bi-weekly production schedule to meet short term customer orders (2) week
planning horizon.
Purchasing Manage the procurement of raw, pack, and semi finished goods from copackers
Material Planning
(Raw/Pack)
Driving the schedule of raw ingredient inventory, packaging materials, and supplies needed
to convert machine capacity, labor and materials into finished goods.
Key Performance Indicators Leading the key metrics to drive improvements in critical areas of the operations and supply
chain processes to improve productivity and profitability.

5. 5
Integrated Supply Chain Strategies
Add Finished
Goods Racking
Capacity
Diagnose and
Create KPI’s for
Improvements
Improve Customer
Order Fill Rate from 79%
to 99%
Reset Finished Goods
Shelf Life Expectations
to Alignment with
Customer Expectations
Stabilize
Labor
Train and
Value
Employees
Management of Supply Chain Warehousing Turnaround

7. 7
Integrated Supply Chain Strategies
Purchase Sufficient
Hardware to Support
Warehouse
Identified WIFI
Technology Gaps in
Scanning
Reset MPP/MPS for
Execution
Performance
Management KPI’s to
Drive Improvements
Recruit and
Build Team for
Materials
Management
FG Warehouse
Transformation
Process with 3rd
Party TRL
Associates
Orchestrated Demand Planning and Master Production Scheduling Changes

8. Focused on Upstream Demand Planning Process to Align Raw / Pack with Production
Demand Planning
SKU Forecast
SKU 1
SKU 2
SKU 3
Key Account
Forecasts and
PromotionsKey Account
Inventory Levels
SKU Phase In/
Phase Out
Key Account POS
Data
Historical Forecast
Accuracy
Sales and Marketing
Input
Product Family
Groups
Seasonality/ Trends
Historical
Demand
All Customers
Key Accounts
The demand plan specifies how much we think we are going to sell by customer.
This plan must be maintained at 12-18 month rolling plan and translated into MPP.
Inventory
Pre- Build Plan

10. 10
Integrated Supply Chain Strategies
Identified Raw/Pack
Early Buys Not
Aligned to MPP
Signals (Confidence
in MPP)
Focus on Production
Attainment
Performance
Managed the Main
Warehouse Inbound
Supply
Focus on Net
Materials Drivers to
Resolve Raw/Pack
Outages
 Re-Stabilize Shelf
Life, Rotation
Management
Causing Bull Whip
Effect with Top
Customers
Implement Cycle
Counting at
Finished Goods
Warehouse
Synchronized Production Planning and Material Requirements Planning

11. Optimal Weekly
Supply Plan
Supply
Planning
Demand
• Forecast
• Orders
Material Constraints
• Material availability
• Supplier lead times
Production Capacity
• Hot processing capacity
• Cold processing capacity
• Machine filler capacity
Distribution Constraints
• Distribution lead times
Supply Chain Cost Info
• Production cost per location
• Transportation costs
• Maximize order fill rates
• Minimize inventory levels
• Minimize costs
• Create low bias schedules
The supply plan specifies what to make/move, where to make/move it, how much to make/move
and when to make/move it.
Aligned Supply Planning Processes To Meet Customer Demand
Production Constraints
• Lot sizing rules
• Equipment capacity
• Labor

12. 12
Integrated Supply Chain Strategies
Lot Traceability
FSMA Compliance
Readiness
Sales & Operations
Planning Development
T&W Cost Reduction
for FG Sourcing
 Recruited Main
Warehouse Team
New Finished Goods
Warehouse
Warehouse I
Transformation
5S Begins
Lead Supply Chain Planning and Operations Enhancements