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Optimizing and Automating Rapid Replenishment 3/27/2008 Eric Winn Director Demand Planning, ES3 Supply Chain/Rapid Replenishment Procurement, & Procurement Analytics C&S Wholesale Grocers
What are we here to talk about?  ,[object Object]
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object]
C&S Wholesale Grocers – Who are we?  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What have we accomplished?  Organization: People and Productivity  Target: Maximize Efficiency in  Core Activities to Help Build  a Premier Supply Chain Organization Process: Rationalization and Standardization  Technology: Automation and Accuracy In 2006-2007, C&S was focused internally on reducing cost while improving the quality of its supply chain and procurement operations… Drive organizational changes… … and process changes… … and “change the game” with  technology enablement in the  form of demand management  with Oracle-Demantra
But the landscape has changed… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rapid replenishment is a core strategy… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
But rapid replenishment is not perfect ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Solving the challenges of rapid replenishment ,[object Object],Enterprise-level collaboration with manufacturers Forecast-driven EOQ Daily forecast re-alignment and  dynamic forward-looking safety stock ,[object Object],[object Object],[object Object],[object Object]
Multiple Tier Forecasting Approach 20-WEEK FORECAST TWO YEARS HISTORY 8-week Demand Expectation  Collaboration w/Vendors at Brand Group Level 30-day Annualized EOQ Forecast by Sku Daily Forecast Re-Alignment Causal(s): Very Recent Demand  vs. Original “Curve” 20-week Forecast by Sku Causal(s): 2 Years of Baseline (5) and Promotional (7) Factors The multiple tier approach leverages sophisticated multiple variable/causal-based forecasting with an overlaid  simplified  re-alignment process by sku, along with a dynamic 30-day EOQ and brand group collaboration with manufacturers
Multiple Tier Forecasting Solutions Enterprise-level  collaboration  with manufacturers Forecast-driven EOQ Daily forecast  re-alignment and  dynamic forward-looking  safety stock SOLVES SOLVES SOLVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Current State Benefits and Future State Vision Enterprise-level  collaboration  with manufacturers Forecast-driven EOQ Daily forecast re-alignment and dynamic forward-looking safety stock Vendors on program have improved fill-rates by up to 700 basis pts Significant reductions in supply chain costs Stable inventories with improved in-stock levels Expand program to all rapid replenishment vendors and drive lead time reductions to enable greater participation Drive other supply chain improvements via the forecast-driven process (i.e. slotting, transportation planning, etc.) Strike balance between re-alignment-driven order point and forecast-driven safety stock and order quantities TODAY        NEXT PHASE PLAN
Reviewing the Key Elements of the Approach ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Optimizing Replenishment

  • 1. Optimizing and Automating Rapid Replenishment 3/27/2008 Eric Winn Director Demand Planning, ES3 Supply Chain/Rapid Replenishment Procurement, & Procurement Analytics C&S Wholesale Grocers
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  • 5. What have we accomplished? Organization: People and Productivity Target: Maximize Efficiency in Core Activities to Help Build a Premier Supply Chain Organization Process: Rationalization and Standardization Technology: Automation and Accuracy In 2006-2007, C&S was focused internally on reducing cost while improving the quality of its supply chain and procurement operations… Drive organizational changes… … and process changes… … and “change the game” with technology enablement in the form of demand management with Oracle-Demantra
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  • 10. Multiple Tier Forecasting Approach 20-WEEK FORECAST TWO YEARS HISTORY 8-week Demand Expectation Collaboration w/Vendors at Brand Group Level 30-day Annualized EOQ Forecast by Sku Daily Forecast Re-Alignment Causal(s): Very Recent Demand vs. Original “Curve” 20-week Forecast by Sku Causal(s): 2 Years of Baseline (5) and Promotional (7) Factors The multiple tier approach leverages sophisticated multiple variable/causal-based forecasting with an overlaid simplified re-alignment process by sku, along with a dynamic 30-day EOQ and brand group collaboration with manufacturers
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  • 12. Current State Benefits and Future State Vision Enterprise-level collaboration with manufacturers Forecast-driven EOQ Daily forecast re-alignment and dynamic forward-looking safety stock Vendors on program have improved fill-rates by up to 700 basis pts Significant reductions in supply chain costs Stable inventories with improved in-stock levels Expand program to all rapid replenishment vendors and drive lead time reductions to enable greater participation Drive other supply chain improvements via the forecast-driven process (i.e. slotting, transportation planning, etc.) Strike balance between re-alignment-driven order point and forecast-driven safety stock and order quantities TODAY  NEXT PHASE PLAN
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