1. GLR Intern Report Out
June 1 – August 12, 2016
Intern: Andrew Sarsfield
Manager: Jesse Sullivan
2. July 29, 2016 2
Agenda
About Me/Summer Experiences
Location Overview
Critical Experiences
Key Project
Takeaways/Feedback
3. July 29, 2016 3
About Me
Andrew Sarsfield
Born in South Bend, Indiana, grew up in South
Lyon, Michigan.
Michigan State University – GO GREEN!
◦ Food Industry Management
Love sports and fishing, Bartender.
Category Category
4. July 29, 2016 4
Summer Fun
Pirates
Games in
downtown
Pittsburgh!
Kennywood
Amusement
Park
Night Life of
South Side,
Pittsburgh
5. July 29, 2016 5
Summer Fun
Visited
Yuengling
Brewery in
Pottsville, PA
Took a tour of the
Pittsburgh
Steelers stadium.
Working at
the US
Open at
Oakmont
6. July 29, 2016 6
Location Overview
Youngwood, PA – Warehouse
Operations
◦ Penn West Market, Great Lakes Region
• Unit Sales Manager – Steve Barth
• SC Ops Associate Leader – Jesse Sullivan
• SC Ops Associate Supervisor
• Dave Koski
• Johnathan Winfield
• Justin Wilson
• Sales District Leaders
• Mike Ackerman
• Bryan Struhar
• John Susan
• Agnes Porreca
7. July 29, 2016 7
Location Overview
Strictly warehouse operations with large format, small format and full
service customers.
◦ Contains own fleet for all three markets.
24 hour Operation and has a collective bargaining agreement
between Pepsi Beverages Company and Teamsters Local Union
#250.
Acts as a vendor to special events (US Open).
◦ Supplied two catering companies and the USGA with beverages
and coolers.
◦ Sold over 18,000 cases.
Production Warehouse
Large-format Customers
Small-format
Customers
Special Events
Full-Service
Customers
8. July 29, 2016 8
Critical Experiences
• Voice Pick Operations, QC Process,
Review
• Building of Bulk Snake, Gate Logs,
and bay mapping
• Dbay delivery process to small format stores
• Bulk delivery process to large format stores
• Product sequences in Dbay trucks and Tractor
Trailers.
1
• Route Rides with Dbay and Bulk
Delivery
• Order of loads picked and loaded
• Selection order of loads and auditing process
• Finalization of shipments for delivery.
• Process flow for creating an order
• Sales Forecasting, ICS/NIS counts
and adjustments, PQI counts,
• Warehouse and Production site
Operations, Safety Control settings.
• Selecting appropriate, accurate forecast
• Inventory and OOD counts and selections
• Production Line processes and control
• OOS and inventory adjustment
• Warehouse Display and setup.
2
3
4
Critical Experience Learnings
• Work Days
• Discussions with Randa Amsler
and John Matus
• Day to day work activities and responsibilities.
• Safety Supply Day Settings.
• Pepsi Beverages Supply Chain.
9. July 29, 2016 9
Internship Project
• To evaluate future and past forecast in order
to identify which products should be received
from transport in either pallets, layers or
cases and to identify any savings cost
associated with these reconfigurations.
Key
Projects
• To recalculate the acceptable target of
additional days of supply over the standard
safe days of supply for all items at the
Youngwood location.
Additional
Projects
10. July 29, 2016 10
Purpose - Objective
To avoid receiving mixed pallets of product from transport that
will endure time consumption and labor cost from assembly at
production and the breakdown at the Youngwood Warehouse
location.
11. July 29, 2016 11
Goal
Receive Product in full pallets rather than layers
or cases to save time and cost.
12. July 29, 2016 12
Examples and Outcomes.
3G BIB BRSK FTN SWL
Pallet Layer
• Increase load/labor
time
• Increases labor cost
• Increases the
amount of storage
space available.
12oz PL MM VAN CRÈME
Cases Layer
• Decrease load/labor
time
• Decrease labor cost.
• Decrease storage space
available.
16oz CN RKST FRZ PCLDA
Layer/case Pallet
• Decrease load/labor
time
• Decrease labor cost
• Decrease storage space
available.
13. July 29, 2016 13
Project Overview
Breaking down the prior year into periods and
summarizing them up into quarterly averages gives us a
good forecast from one year to another. Each Quarter is
based off of seasonality and weather factors which helps
promote a more accurate forecast.
Quarter 1 Quarter 2 Quarter 3 Quarter 4
P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P1
1
P1
2
P13
Winter Spring Summer Fall
Dec. 26 – Mar.
19
Mar. 19 – Jun.
11
Jun. 11 –
Sept 3
Sept. 3 – Dec 31
14. July 29, 2016 14
Sources
Warehouse Rules – Pallet Configurations
Sales Forecasts Reports
Inventory Period Close Reports
Youngwood Safety Supply Day Settings
Period End Location Balance Inquiry
Excel Spread Sheet
17. July 29, 2016 17
Quarters
Old
Config.
Average
Product
Use Case/Layer
Cases/
pallet
New
Config.
Change?
Yes/no?
Layer
Time
Time
Savings
(sec)
Inventory
amount in
safety top
days
Top
safety
days
Amount for
average
sales in
safety days
Adjusted
Top Safety
Days
Average
total
inventory
Ending
Inventory
P 605 9 108 P YES 90 0 199.47 5.0 120.9 4.0 997.33333 392.66667
P 425 9 108 P YES 90 0 144.13 5.0 85.1 4.0 720.66667 295.33333
PL 191 8 40 P YES 80 1910 56.73 5.0 38.2 4.0 283.66667 92.666667
P 96 7 140 L YES 70 -960 29.13 5.0 19.2 4.0 145.66667 49.666667
PL 114 10 60 P YES 100 1137 21.60 10.0 11.4 9.0 216 102.33333
P 258 8 40 P YES 80 0 75.00 5 51.5 4.0 375 117.33333
LC 44 10 60 L YES 100 310.3333 3.83 20 2.2 19.0 76.666667 32.333333
PL 115 10 60 P YES 100 1153 21.03 10 11.5 9.0 210.33333 95
PL 69 10 50 P YES 100 690 11.07 10 6.9 9.0 110.66667 41.666667
PL 59 10 50 P YES 100 587 4.52 25 2.3 24.0 113 54.333333
L 24 7 140 L YES 70 -240 2.20 20 1.2 19.0 44 20
P 68 7 144 L YES 70 -677 12.03 10 6.8 9.0 120.33333 52.666667
PL 44 7 144 L YES 70 -440 2.95 20 2.2 19.0 59 15
P 259 9 108 P YES 90 0 90.47 5 51.9 4.0 452.33333 193
P 225 7 144 P YES 70 0 62.53 5 44.9 4.0 312.66667 88
P 326 7 144 P YES 70 0 89.53 5 65.1 4.0 447.66667 122
PL 59 7 144 L YES 70 -593 12.13 10 5.9 9.0 121.33333 62
18. July 29, 2016 18
Safety Supply Day Settings
Inventory ID
number
Package size, brand name,
and flavor
Acceptable
/target
minimum
days of
supply for
item at
location
Standard
safe days
(left
column) plus
travel days
(1for
Youngwood)
Acceptable
/target
additional
days of
supply
over Safe
DS
Acceptable
/target
highest
days of
supply at
location
Number of
days of
supply
above safe
days that
will trigger a
deployment
Safeds plus
stopdays,
target to not
ship if
projected is
higher than
this
Highest
unit of
measure
Unit of measure
for system to
auto generate
for (P=Pallet,
L=Layer,
C=Case/box/jug)
Product Product Name Stdsafedays Safeds Topdays Topds Stopdays Stopds Ship Uom Rnduomhier
106544 3G BIB BRSK FTNNCGTP POS 7.61 8.61 20 28.61 0 8.61 PAL L
120133 3G BIB CRSH ORG 7 8 10 18 2 10 PAL PL
122462 1L PL 1/12S BRSK SWT 3.22 4.22 3 7.22 2 6.22 PAL P
122464 1L PL 1/12S MDEW CD RD 4.14 5.14 3 8.14 2 7.14 PAL P
122465 1L PL 1/12S BRSK RAZ 2.91 3.91 3 6.91 2 5.91 PAL P
122466 1L PL 1/12S LPT BRSK SWL 3.03 4.03 3 7.03 2 6.03 PAL P
122468 1L PL 1/12S PEPSI WCHE 4.23 5.23 3 8.23 2 7.23 PAL P
122469 1L PL 1/12S DT MDEW 4.58 5.58 3 8.58 2 7.58 PAL P
123252 1L PL 1/12S BRSK TEA LMND 3.32 4.32 3 7.32 2 6.32 PAL P
123253 1L PL 1/12S BRSK PCH T 3.46 4.46 3 7.46 2 6.46 PAL P
19. July 29, 2016 19
Project Process - Step 1
• Evaluated future and prior forecast for 301 items
• Identify Potential change
• Data mined from previous 13 periods
• Used as a yearly forecast for the upcoming year.
1 1 1 1
ID Product Cost Begin inv. Purch. Receive
3017 12 oz. CN PEPSI 6/4 $4.82 459 0 500
3120 12oz CN MDEW $5.11 622 0 216
3162 2L PL DT MUG RT BR 1/8 $6.46 45 0 240
3689 5G BIB DRPEP $38.03 42 0 84
3789 10oz SCHW CLB SDA $5.80 80 0 144
Ex. Quarter 1, P1
21. July 29, 2016 21
Project Process – Step 3
Using the product activity use for each
period, I found the average activity use for
each quarter per period.
SKU
Activity Use
(Period 1)
Activity Use
(Period 2)
Activity Use
(Period 3)
Activity Use
(Period 4)
Activity Use
( Period 5)
Activity Use
(Period 6)
Activity Use
(Period 7)
Activity Use
(Period 8)
Activity Use
(Period 9)
Activity Use
(Period 10)
Activity Use
(Period 11)
Activity Use
(Period 12)
Activity Use
(Period 13)
12oz CN PEPSI MAX 24/1 255 551 382 523 526 324 839 567 629 296 553 617 28
15.2oz PL OS ORG 100% 1/12 738 788 838 571 693 548 613 687 790 775 824 813 -194
24oz CN BRSK SWL 1/12 148 95 94 53 32 0 279 289 233 268 168 152 -5
16oz CN MDEW KS LMEADE 1/12 -146 137 78 -134 14 10 440 72 29 -34 68 384 -161
22. July 29, 2016 22
Project Process - Step 4 and 5
• From using previous product configurations and previous years
activity use for each item, I forecasted how each product should
be built to order and received from production
• I was able to calculate savings in load time and labor cost for the
warehouse and production sites in that quarter.
Old
Config.
Avg.
Activity
Usage Case/Layer
Cases/
pallet
New
Config.
Change?
Yes/no?
Layer
Time
Time
Savings
(sec)
P 605 9 108 P NO 90 0
P 425 9 108 P NO 90 0
PL 191 8 40 P YES 80 1910
P 96 35 140 L YES 350 -960
PL 114 10 60 P YES 100 1137
ID Product
3017 12 oz CN PEPSI 6/4
3120 12oz CN MDEW
3162 2L PL DT MUG RT BR 1/8
3689 5G BIB DRPEP
3789 10oz SCHW CLB SDA
Ex: Quarter 1
23. July 29, 2016 23
Project Process – Step 6
Calculated time saved for each new configuration
change
◦ Using load times per case and the number of cases per
layer for each product
Ex: Quarter 2
Old
Config.
Average
Product
Use Case/Layer
Cases/
pallet
New
Config.
Change?
Yes/no?
Layer
Time
Time
Savings
(sec)
item_no Product
3017 12 oz CN PEPSI 6/4 P 499 9 108 P No 90 0
3120 12oz CN MDEW P 451 9 108 P No 90 0
3162 2L PL DT MUG RT BR 1/8 PL 124 8 40 P YES 80 1237
3789 10oz SCHW CLB SDA PL 136 10 60 P YES 100 1360
3803 2L PL DT SCHW G ALE 1/8 P 226 8 40 P No 80 0
3811 10oz SCHWP G ALE 6/4 LC 37 10 60 L YES 100 0
3838 10 oz SCHW QUITON 6/4 PL 115 10 60 P YES 100 1150
6110 12oz NR LNK PEPSI 1/24 PL 55 10 50 P YES 100 547
6112 12oz NR LNK MDEW 1/24 PL 66 10 50 P YES 100 657
6151 5G BIB PEPSI FCB L 34 7 140 L No 70 0
24. July 29, 2016 24
Project Process – Step 7
◦ Using the total inventory, ending inventory, and top
safe days for each product in each period, I was
able to regenerate the number of safe days for
each product per quarter to correspond with each
products PQI dates.
◦ Eliminate potential OOD for new configurations
SKU
Original
Safe Day
supply
(Quarter 1)
Recommended
Safe Day
Supply
(Quarter 1)
Original
Safe Day
Supply
(Quarter 2)
Recommended
Safe Day
Supply
(Quarter 2)
Original
Safe Day
Supply
(Quarter 3)
Recommended
Safe Day
Supply
(Quarter 3)
Original
Safe Day
Supply
(Quarter 4)
Recommended
Safe Day
Supply
(Quarter 4)
12oz CN PEPSI MAX 24/1 5 4.5 5 4.5 5 4.7 5 4.9
15.2oz PL OS ORG 100% 1/12 5 4.8 5 4.6 5 4.6 5 4.7
24oz CN BRSK SWL 1/12 10 9.6 10 9.6 10 10 10 9.6
16oz CN MDEW KS LMEADE 1/12 0 0 0 0 0 0 0 0
25. July 29, 2016 25
Analysis
Selected 15 products that will reduce labor cost and
load times for transport if correctly changed to their new
product configurations
Based on average product activity use to support PQI
dates and shelf life for each product.
7.5oz CN DT SCHW G ALE 8/3
10oz NR DT SCHW QUITON 6/4
10.1oz PL FRT SHT ORG 1/24
11oz CN STRBK DS PRTN VAN BN 1/12
12oz CN AQ SPK LL 1/12
12oz CN AQ SPK ORG GRPFRT 1/12
12oz CN SCHW RAZ LM SPK 12/2
12oz CN MDEW GM FL CIT 12/2
12oz CN AQ SPK BLKCH DRGN 1/12
15.2oz PL OS RR GRFT 1/12
16oz CN RKSTR PRZR SLVIC 1/24
16.9oz CRTN ONE CW TEA TCLDA 1/12
20oz PL LW ACI RAZ OC 1/12
1L PL SCHWP GALE 1/12
12oz CN MDEW KS WTML 1/12
26. July 29, 2016 26
Analysis
Product Product Name
Old
Config. Case/Layer
Cases/
Pallet
Avg.
Use/period for
1 year
New
Config.
126658 7.5oz CN DT SCHW G ALE 8/3 LC 12 144 115.5 P
30867 10ox NR DT SCHW QUITON 6/4 C 10 60 12 L
143145 10.1 oz PL FRT SHT ORG 1/24 LC 13 91 158.75 P
148054 11oz CN STRBK DS PRTN VAN BN 1/12 LC 28 196 237 P
155966 12oz CN AQ SPK LL 1/12 L 28 168 62.75 P
155969 12oz CN AQ SPK ORG GRPFRT 1/12 L 28 168 63.5 P
152474 12oz CN SCHW RAZ LM SPK 12/2 C 9 108 154.5 P
103883 12oz CN MDEW GM FL CIT 12/2 PL 9 108 349 P
155970 12oz CN AQ SPK BLKCH DRGN 1/12 L 28 168 62.5 P
154692 12oz CN MDEW KS WTML 1/12 LC 28 168 288.5 P
123375 15.2oz PL OS RR GRFT 1/12 LC 10 80 141 P
140651 16oz CN RKSTR PRZR SLVIC 1/24 LC 18 108 41.5 P
148168 16.9oz CRTN ONE CW TEA TCLDA 1/12 C 17 102 138 P
134193 20 oz PL LW ACI RAZ 0C 1/12 LC 17 102 110.25 P
32207 1L PL SCHWP GALE 1/12 L 10 50 24.5 P
• Whether the product
case configurations
changed or stayed the
same is based on
comparing the
average product use
per period for 1 year
to the number of
cases per layer and
number of cases per
pallet.
• If the average use per
period for 1 year was
greater than cases per
pallet then the new
configuration would
be pallet.
• If the average use per period for 1 year was
greater than cases per layer, and less than
cases per pallet, than the new configuration
would be layers.
27. July 29, 2016 27
Analysis - Selected Data
Product Product Name
Old
Config. Case/Layer Cases/Pallet
Avg. Use
Q3
Avg. Use
Q4
Avg. Use
Q1
Avg. Use
Q2 Avg. Use/period for 1 year
New
Config.
Time
Saved $ saved
126658 7.5oz CN DT SCHW G ALE 8/3 LC 12 144 83 49 127 203 115.5 P 0.3 $6.17
30867 10ox NR DT SCHW QUITON 6/4 C 10 60 16 11 7 14 12 L 0.0 $0.00
143145 10.1 oz PL FRT SHT ORG 1/24 LC 13 91 263 115 99 158 158.75 P 0.4 $8.23
148054 11oz CN STRBK DS PRTN VAN BN 1/12 LC 28 196 282 216 138 312 237 P 0.7 $14.40
155966 12oz CN AQ SPK LL 1/12 L 28 168 0 0 0 251 62.75 P 0.7 $14.40
155969 12oz CN AQ SPK ORG GRPFRT 1/12 L 28 168 0 0 0 254 63.5 P 0.7 $14.40
152474 12oz CN SCHW RAZ LM SPK 12/2 C 9 108 36 41 75 466 154.5 P 0.4 $8.23
103883 12oz CN MDEW GM FL CIT 12/2 PL 9 108 312 385 284 415 349 P 1.0 $20.57
155970 12oz CN AQ SPK BLKCH DRGN 1/12 L 28 168 0 0 0 250 62.5 P 0.7 $14.40
154692 12oz CN MDEW KS WTML 1/12 LC 28 168 0 0 629 525 288.5 P 0.5 $10.29
123375 15.2oz PL OS RR GRFT 1/12 LC 10 80 153 124 140 147 141 P 0.4 $8.23
140651 16oz CN RKSTR PRZR SLVIC 1/24 LC 18 108 79 37 19 31 41.5 P 0.1 $2.06
148168 16.9oz CRTN ONE CW TEA TCLDA 1/12 C 17 102 267 145 112 28 138 P 0.4 $8.23
134193 20 oz PL LW ACI RAZ 0C 1/12 LC 17 102 140 104 100 97 110.25 P 0.3 $6.17
32207 1L PL SCHWP GALE 1/12 L 10 50 42 20 26 10 24.5 P 0.1 $2.06
6.70 $137.82
From Increasing product configurations from cases to layers or from
layers to pallets, we are able to save load time and the labor cost its
associated with due to a decrease in time spent on breaking down
pallets received from transport.
28. July 29, 2016 28
Results – Money Saved
• The reduction in labor
for the building and
breakdown of
pallets/layers/cases
from transport
produced savings in
time and labor cost.
• Labor cost –$20.57
per hour
Product Product Name
Old
Config.
New
Config.
Time
Saved $ saved
126658 7.5oz CN DT SCHW G ALE 8/3 LC P 0.3 $6.17
30867 10ox NR DT SCHW QUITON 6/4 C L 0.0 $0.00
143145 10.1 oz PL FRT SHT ORG 1/24 LC P 0.4 $8.23
148054 11oz CN STRBK DS PRTN VAN BN 1/12 LC P 0.7 $14.40
155966 12oz CN AQ SPK LL 1/12 L P 0.7 $14.40
155969 12oz CN AQ SPK ORG GRPFRT 1/12 L P 0.7 $14.40
152474 12oz CN SCHW RAZ LM SPK 12/2 C P 0.4 $8.23
103883 12oz CN MDEW GM FL CIT 12/2 PL P 1.0 $20.57
155970 12oz CN AQ SPK BLKCH DRGN 1/12 L P 0.7 $14.40
154692 12oz CN MDEW KS WTML 1/12 LC P 0.5 $10.29
123375 15.2oz PL OS RR GRFT 1/12 LC P 0.4 $8.23
140651 16oz CN RKSTR PRZR SLVIC 1/24 LC P 0.1 $2.06
148168 16.9oz CRTN ONE CW TEA TCLDA 1/12 C P 0.4 $8.23
134193 20 oz PL LW ACI RAZ 0C 1/12 LC P 0.3 $6.17
32207 1L PL SCHWP GALE 1/12 L P 0.1 $2.06
6.70 $137.82
29. July 29, 2016 29
Youngwood Results – 1 year
From the selection of these 15 items and the
changes that were made from Cases to layers
and from layers to pallets, there was a
savings of:
◦ 6.7 hours of work saved per period.
◦ $137.82 of labor cost saved per period.
6.7 hours X 13 periods = 87.1 hours of time
saved/yr
◦ $137.82 X 13 periods = $1,791.65/yr.
Youngwood
30. July 29, 2016 30
87.1 X 2 = 174.2 hours of time saved
$1,791.65 X 2 = $3,583.30/year
Warehouse and Production Results – 1
year
The labor time saved at the
Youngwood location will equal labor
time saved at production.
◦ 1 warehouse, 1 production
◦ 87.1 hours saved for Youngwood location
◦ $1,791.66 saved for Youngwood location
Warehouse/Pro.
31. July 29, 2016 31
National Savings – 1 year
If every satellite location and
production site made equivalent
changes to their inventory
configurations they would save:
◦ 338 locations nationwide
◦ 87.1 hours saved for Youngwood location
◦ $1,791.66 saved for Youngwood location
87.1 X 338 = 29,439.8 hours of time
saved/yr.
$1,791.66 X 338 = $605,577.70/yr.
Nationwide
32. July 29, 2016 32
Storage Space Shrinkage
Product Product Name
Old
Config. New Config.
Pallet
Type Sq. Feet
126658 7.5oz CN DT SCHW G ALE 8/3 LC P W 10.2
30867 10ox NR DT SCHW QUITON 6/4 C L W 10.2
143145 10.1 oz PL FRT SHT ORG 1/24 LC P W 10.2
148054 11oz CN STRBK DS PRTN VAN BN 1/12 LC P W 10.2
155966 12oz CN AQ SPK LL 1/12 L P P 11.0
155969 12oz CN AQ SPK ORG GRPFRT 1/12 L P W 10.2
152474 12oz CN SCHW RAZ LM SPK 12/2 C P P 11.0
103883 12oz CN MDEW GM FL CIT 12/2 PL P P 11.0
155970 12oz CN AQ SPK BLKCH DRGN 1/12 L P P 11.0
154692 12oz CN MDEW KS WTML 1/12 LC P W 10.2
123375 15.2oz PL OS RR GRFT 1/12 LC P W 10.2
140651 16oz CN RKSTR PRZR SLVIC 1/24 LC P W 10.2
148168 16.9oz CRTN ONE CW TEA TCLDA 1/12 C P W 10.2
134193 20 oz PL LW ACI RAZ 0C 1/12 LC P P 11.0
32207 1L PL SCHWP GALE 1/12 L P P 11.0
158.2
• 158.2 square feet of storage space
• Warehouse = 82,000 square feet
• New configurations = reduction of storage space by .19%.
Storage Space
33. July 29, 2016 33
Results and Recommendations – Top Safety
Days
From analyzing the average ending inventory compared to the
total average inventory from each period in each quarter, I was
able to recalculate the top number of safe day supply for each of
the 15 selected products
Shrink ending inventory and support PQI dates.
Product Product Name
Current Top
Safety Supply
Days
New Top
Safety
Supply
Days. Q1
New Top
Safety
Supply
Days Q2
New Top
Safety
Supply
Days. Q3
New Top
Safety
Supply
Days. Q4.
126658 7.5oz CN DT SCHW G ALE 8/3 25 5 20 5 5
30867 10ox NR DT SCHW QUITON 6/4 20 7 20 20 12
143145 10.1 oz PL FRT SHT ORG 1/24 25 17 25 25 21
148054 11oz CN STRBK DS PRTN VAN BN 1/12 20 8 20 20 11
155966 12oz CN AQ SPK LL 1/12 5 5 5 5 5
155969 12oz CN AQ SPK ORG GRPFRT 1/12 5 5 5 5 5
152474 12oz CN SCHW RAZ LM SPK 12/2 5 5 5 5 5
103883 12oz CN MDEW GM FL CIT 12/2 25 22 25 25 23
155970 12oz CN AQ SPK BLKCH DRGN 1/12 5 3 5 5 4
154692 12oz CN MDEW KS WTML 1/12 25 12 25 25 25
123375 15.2oz PL OS RR GRFT 1/12 25 11 14 16 13
140651 16oz CN RKSTR PRZR SLVIC 1/24 25 8 25 25 14
148168 16.9oz CRTN ONE CW TEA TCLDA 1/12 10 6 6 8 5
134193 20 oz PL LW ACI RAZ 0C 1/12 25 16 16.2 15 12
32207 1L PL SCHWP GALE 1/12 25 10 22 19 12
34. July 29, 2016 34
Takeaways
PepsiCo. Supply chain is a continuous, fast
paced process through the relationship of
marketing, logistics, warehouse and
production.
Responsibilities of warehouse operators are
maintaining long-term storage of materials
and products to supporting economies of
purchasing, production, and transportation.
PepsiCo’s warehouse inventory is strongly
based off of weekly forecasts that must be
accurate and consistent to meet market
demands.
35. July 29, 2016 35
Takeaways
Warehouse operations are sequenced in
a series of steps that leads product to
reach customers through transport.
The market demand fluctuates through
out the year for all products causing
unique shifts in demand for each product
Making appropriate, accurate and
consistent forecast through out each
period decreases the chance of having
unnecessary operation cost.
36. July 29, 2016 36
Feedback
Work Experience
Education Experience
Culture
People
