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Michael Cairns
Managing Partner
Information Media Partners
Building an Intelligent
Publishing Supply Chain
Leveraging tech...
2
Introduction
Michael Cairns is a publishing and media executive with over 25 years experience in
business strategy, oper...
3
Information Media Partners
Michael Cairns established Information Media Partners in 2006 as a boutique strategy
consulti...
4
Where we are today
 Past decade of information technology
investment in medium to large publishing
companies:
 Focused...
5
An efficient supply chain will be publishers’ goal
 Next area of operational improvement and cost
reduction is the supp...
6
Information is the key ingredient
 Many publishers have in place transaction data
warehouses
 New operational systems ...
7
7
Publishing industry key business issues
 The publishing supply chain is inefficient due to
the lack of visibility of ...
8
Visibility of operational data is critical
 Real time visibility of POS data, multi-level stock
information and fill ra...
9
Adding intelligence to the supply chain
9
Adapted from “Information Architects,” Richard Saul Wurman, editor, 1994 and P...
10
The traditional supply chain for publishing
Fragmented and Inefficient due to poor flow of information
Product Flow
Inf...
11
The intelligent supply chain for publishing
11
Information & Intelligence Sharing for Effectiveness
Product Flow
Inform...
12
Why collaboration in the supply chain?
 Improved understanding, forecasting and analysis of consumer demand
 Improved...
13
Leveraging customer information for sales,
marketing, and operational purposes
Product Planning
& Development
Retail Ca...
14
Technology is only part of the solution, culture
plays a part
 Booksellers reluctant to share point-of-sale data
 The...
15
Technology is only part of the solution (cont’d)
 Sharing of data across the supply chain requires trust
 Aggregated ...
16
From supply chain to supply network
Publisher B
Intelligent Publishing
Supply Network
Printer A
Publisher A
Publisher C...
17
A common information framework for all
participants
Publisher B
Intelligent Publishing
Supply Network
Printer A
Publish...
18
Supply network information visibility
Publisher
Intelligent Publishing
Supply Network
Printer
Stores
Bookseller
HQ
Dist...
19
From supply network to title availability
marketplace
 Allows a bookseller needing to restock a title to post requirem...
20
Conclusion
 Future significant cost savings and efficiency
gains will come only from industry wide supply
chain initia...
21
Please review my blog post associated
with this presentation:
http://personanondata.blogspot.com/2006
/09/publishing-su...
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Building an Intelligent Supply Chain Frankfurt Supply Chain Interests Group 2002

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Presentation given to annual publishing industry supply chain conference at Frankfurt Bookfair

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Building an Intelligent Supply Chain Frankfurt Supply Chain Interests Group 2002

  1. 1. Michael Cairns Managing Partner Information Media Partners Building an Intelligent Publishing Supply Chain Leveraging technology and communications to improve supply chain efficiency, reduce costs and increase profits – Frankfurt Book Fair 2002
  2. 2. 2 Introduction Michael Cairns is a publishing and media executive with over 25 years experience in business strategy, operations and technology implementation. As a business executive, Mr. Cairns has successfully managed several troubled and under- performing businesses, creating new business opportunities, developing new funding sources and enhancing shareholder value for investors. His years spent as an operating executive have largely been with brand-name publishing companies such as Macmillan, Inc., Berlitz International, Wolters Kluwer Health, Reed Elsevier and R.R. Bowker. As a consultant, Mr. Cairns has worked with clients as diverse as AARP, Hewlett Packard, InterPublic Companies and Reed Elsevier with an emphasis on business strategy, market development and corporate development. His skills and experience include:  Business and corporate strategy development and implementation  Operations management and business transformation  Traditional and digital publishing and operations  Print-to-digital transformation and adoption of new business models  Software development and software services Mr. Cairns holds an MBA (Finance) from Georgetown University and a BA from Boston University. He has served on several boards and advisory groups including the Association of American Publishers, Book Industry Study Group and the International ISBN organization. Additionally, he has public and private company board experience. 2 Michael Cairns Information Media Partners Strategy Consulting New York, London, Melbourne Tel: 908 938 4889 Michael.cairns@infomediapartners.com Find me: LinkedIn Twitter Blog Flickr InstaGram
  3. 3. 3 Information Media Partners Michael Cairns established Information Media Partners in 2006 as a boutique strategy consulting firm focused on the information and education publishing segment. The work conducted by the firm includes product development, corporate development, sales management and corporate reorganizations. We work with established businesses, private equity owners and potential acquirers. Examples of our work include:  Reorganized and re-focused a $25 million software publishing company by aligning business operations with client priorities; implementing internal collaboration tools and project management standards; re-building executive team to focus on effective and efficient management  Defined a new business strategy for a large non-profit association and advocacy group, expanding their business model into global markets to exploit their core knowledge and expertise across a broader market  Led an information technology capabilities review at a large international advertising holding company. Completed over 200 interviews in 15 international offices and multiple group focus sessions to define the operational ‘gaps’ between existing agency capabilities and those necessary and important for client delivery by region  Completed a sales management effectiveness review for a global software company and defined six key project initiatives to improve sales effectiveness, market development and account management We approach our client engagements in a standardized, logical manner which creates the best environment to identify key business drivers, administrative and logistical road blocks and/or product or market definition issues. Our investigative approach leads to better insights into your businesses and supports the development of workable solutions and recommendations for success. Visit the Information Media Partners website for more information. Sample Client List
  4. 4. 4 Where we are today  Past decade of information technology investment in medium to large publishing companies:  Focused on improving basic cost structures of their organizations  Investment in updating editorial systems, particularly in educational and journal publishing  Reengineering of publishing operational and financial processes  Investment justified as part of Y2K solution, return has in many cases not met the promise of the investment
  5. 5. 5 An efficient supply chain will be publishers’ goal  Next area of operational improvement and cost reduction is the supply chain  Leverage investment made in operational systems  Conform to new industry standards for identifying titles (ISBN-13), transaction standards and related metadata required for more efficient supply chain processes  Integrate internal supply chain processes with those of suppliers and customers, to gain efficiencies of sharing information on supply and demand across the supply chain  Only operational area where material expense savings can be made  In context of migrating content to online delivery
  6. 6. 6 Information is the key ingredient  Many publishers have in place transaction data warehouses  New operational systems provide cleaner transaction information for data warehousing and analysis  Enables analytics by Customer, Author, Genre, Format, etc.  Tools for projecting sales of new titles based on past performance of similar titles • During acquisition, expected revenue streams modeled to determine advance and other contractual obligations • For production planning: initial printing and subsequent reprint planning  These analytics have made publishing programs more intelligent  Printers, Distributors and Booksellers are also capturing their operational performance data for analytics
  7. 7. 7 7 Publishing industry key business issues  The publishing supply chain is inefficient due to the lack of visibility of day-to-day demand & stock positions  Average fill rates no higher than 85% are typical. 15% of sales are missed, deliveries are incomplete, inaccurate, etc.  Excessive inventory levels result in excessive capital costs, obsolescence, damage, shrinkage  Some publishers hold over 300 days of stock  Return rates of 40% are not uncommon in our industry
  8. 8. 8 Visibility of operational data is critical  Real time visibility of POS data, multi-level stock information and fill rates would help:  Publishers • Adapt production to demand • Re-route stock rather than produce additional inventory • Anticipate and pre-empt stock-out situations • Spot and troubleshoot logistical problems  Retailers • Re-route stock rather than order new inventory • Demand driven inventory  All • Reduce costs for returns management • Industry more healthy; Productive use of capital
  9. 9. 9 Adding intelligence to the supply chain 9 Adapted from “Information Architects,” Richard Saul Wurman, editor, 1994 and Price Waterhouse, 1999. Manufacturer Truckers Retailers Customers Distributors Management Truckers Old Environment  Partially informed  Push / pipeline model  One-way info flow Database and Data Mining Web Infrastructure Telephony Infrastructure Manufacturer Retailers Customers Transportation Transportation Overnight Delivery Distributors Management Direct Marketing Infomediary and Outsourced Service Providers New Environment  Fully informed  Network model  Bi-directional information flow through network
  10. 10. 10 The traditional supply chain for publishing Fragmented and Inefficient due to poor flow of information Product Flow Information Flow Demand Patterns Publisher Distributor Bookstore
  11. 11. 11 The intelligent supply chain for publishing 11 Information & Intelligence Sharing for Effectiveness Product Flow Information Flow Consumer demand drum-beat sets pace for entire Supply Chain Publisher Distributor Bookstore • POS Data Sharing • Inventory levels • Fill Rates • Forecasts • Promotional Activities • New Product Introduction
  12. 12. 12 Why collaboration in the supply chain?  Improved understanding, forecasting and analysis of consumer demand  Improved capability to respond and react to changes  Improved stability, predictability and efficiency of supply chain operations  Improved Fill Rates  Improved on-shelf availability  More effective demand generation activities Increased Sales  Reduced lead times  Reduced inventories Reduced Inventories  Smoother SC execution  More efficient processes  Reduction of costs for handling returns Reduced Costs  Shared visibility across supply chain - Sales (POS), Inventories  Shared measurement of SC performance and identification of issues
  13. 13. 13 Leveraging customer information for sales, marketing, and operational purposes Product Planning & Development Retail Catalog - Mail Internet, WWW, Kiosks Suppliers MerchandisingMarketing Distribution Customer ServiceOperations • Buying & replenishment • Customer trends • Return code analysis • Targeted promotions • Loyalty programs • Vendor co-op programs • Customer trends • Assortment planning • Category management • Department adjacencies • Refined logistics • Supporting inventory reduction • Inventory planning • Site selection • Department adjacencies • Category management • Service - support • Return minimization • Buyer satisfaction DATAWAREHOUSE Sales Force
  14. 14. 14 Technology is only part of the solution, culture plays a part  Booksellers reluctant to share point-of-sale data  They believe they alone own relationship with consumers/readers  Reluctant to share this relationship with publishers and competitive booksellers  Return problem has long been considered a Publisher problem  There are costs for returns for all industry participants  Better information flow, collaborative forecasting through the supply chain can greatly diminish severity of problem  “If you’re not part of the solution, you’re part of the problem”  The mystique of first printing size  Entwined in marketing of book as key indicator of success  Size alone does not matter  First printing size requirements will change as the supply chain becomes more intelligent  Short-run printing technologies can fill gaps in traditional production  New key performance indicators needed  Net average unit cost for books sold (factor cost of printing and handling returns into cost of units actually sold)
  15. 15. 15 Technology is only part of the solution (cont’d)  Sharing of data across the supply chain requires trust  Aggregated data will be shared among participants  Visibility of detail for own transactions  Visibility at aggregate level only for transactions of others  Sharing of detail is only way to produce meaningful aggregate data for all  Need for an intelligent supply chain facilitator  Bring to table experience of implementing experience with intelligent supply chain integration in other industries  Deep understanding of publishing industry culture and perspectives  Appreciation of both publisher and bookseller points of view  Trusted partner of all industry participants  Create aggregate information for shared industry use from the detailed data of the various participants.
  16. 16. 16 From supply chain to supply network Publisher B Intelligent Publishing Supply Network Printer A Publisher A Publisher C Printer B Printer C Stores Bookseller A HQ Stores Bookseller B HQ Stores Bookseller C HQ Distributor A Distributor B Distributor C • Common set of services • Common data standards
  17. 17. 17 A common information framework for all participants Publisher B Intelligent Publishing Supply Network Printer A Publisher A Publisher C Printer B Printer C Stores Bookseller A HQ Stores Bookseller B HQ Bookseller C Distributor A Distributor B Distributor C • Common set of services • Common data standards
  18. 18. 18 Supply network information visibility Publisher Intelligent Publishing Supply Network Printer Stores Bookseller HQ Distributor Available capacity calendar • Printer-owned paper inventory • Publisher-owned paper inventory • Component inventory • Finished book inventory Available inventory • Inventory on order • Inventory in transit • Orders to be filled POS data • Stock levels in stores • Inventory in central warehouse • New inventory in transit • Inventory in internal-transit Inventory in distribution center • Demand forecast projections • Aggregate sales data • Production orders in process • Customer orders to be filled
  19. 19. 19 From supply network to title availability marketplace  Allows a bookseller needing to restock a title to post requirement to the network and find quantity/price/delivery date from both the publisher and all distributors who list it  Bookseller systems or IPSN provided services could use rules to determine most cost effective way to meet requirement  Lowest cost source is not always most cost effective! Publisher Intelligent Publishing Supply Network Stores Bookseller HQ Distributor A Distributor B Distributor C
  20. 20. 20 Conclusion  Future significant cost savings and efficiency gains will come only from industry wide supply chain initiatives  Technology investments can and will be leveraged further  Publishing lags other industries  There are many examples of successful implementations  Industry groups must take up the challenge
  21. 21. 21 Please review my blog post associated with this presentation: http://personanondata.blogspot.com/2006 /09/publishing-supply-chain.html Michael Cairns Managing Partner Michael.Cairns@InfoMediaPartners.com 908 938 4889 LinkedIn Twitter Blog Flickr InstaGram

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