Energizer Holdings is a global consumer goods company that manufactures and distributes shave and personal care products. It has operations in over 140 countries and is the second largest player in the wet shaving market. The document discusses Energizer's supply chain strategy and efforts to implement a global SAP system along with Manugistics to integrate its planning and operations across regions. It outlines the challenges faced and lessons learned from the multi-year global implementation project.

1. SCOPE East
Orlando, April 2010
CK Leung
Schick-Wilkinson Sword
An Energizer Company

2. Energizer Holdings, Inc. (ENR) is a consumer goods company operating globally in
the broad categories of household and personal care products. We currently offer
solutions in portable power, lighting, wet shave and personal grooming, skin care,
feminine care and infant care.

3.  Manufacture & Distribute system and
disposable shave products for men and
women
 Market in > 140 countries
 World # 2 in wet shaving
 Acquired Edge in 2009
 > 1 B revenue

4. 2005 2010

5. Supply Chain
Strategy?

6.  Lead time
 Forecast accuracy
 Inventory
 Flexibility and Responsiveness
 Cost
 Customer satisfaction
 Demand driven

8.  fragmented systems around the world
NA AP EU LA
Plan Plan Plan
ERP
ERP ERP ERP

9.  Strengthen the demand planning organization
 Apply lean, pull and postponement strategies
in different manufacturing locations
 Integrate demand and supply planning
processes
 Improve the Global and Regional S&OP
processes
 Implement Global instance of MGX and SAP
 Revisit the Sourcing strategies

10.  Regional Demand Planning function
established
 Clarified Forecasting accountability
 Aligned Performance Measures

11.  The scope:
– Single instance of Manugistics and SAP in all
regions

12.  Common Systems
NA AP EU LA
Plan
ERP ERP

13.  Project Team
Steering
Committee
Executive
Sponsors
Project
Management
Team
Procurement Finance Production Demand Fulfillment S&OP
Process Owners & User Community

14.  Project Approach
– Design Phase
• Dedicated team members
• 6 months
– Implementation Phase
• 4 regions
• 18 months

15.  Process Design
– Manugistics (demand & fulfillment)
– SAP
– 6 months

18. Virtual Factory

20. Overview of Supply Planning - Integrated with ERP
Latest Forecast
Regional Global
Latest
2.1 2.2 2.3
Production 3.1
Market Plant Packaging WIP
Plan at WIP Capacity
Replenishment Replenishment Replenishment
Integrated Planning
Planning Planning Planning
Planning
Integrated Planning
WIP and
3.2
4.1 Packaging Material Planning
Packaging
(FG) Deployment Master and Detail
Capacity
Planning Production Capacity Planning
Planning
Schedule
Updated
Production
Production
Plan based
Execution
on Planning
Results
Next Cycle can be started after
this point
ERP
Remark: 4.2
OTC
WIP in Manugistics: Interplant Components Deployment
Execution
and all WIP that shares Capacity with them.

21.  RSOP & GSOP

22.  RSOP & GSOP
– The way to drive business forward
– Local Regional  Global
– Discipline
– Right focus
– Leadership
– Education & Training

23.  17 implementations world-wide
– North America, Asia, Europe & Latin America
 Over 150 Colleagues/Consultants involved
– Local user led project structure
 Aggressive implementation plan
– 24 months from design to going live

24.  Global Governance Team
– Members came from existing users around the
world
 Roles & Responsibilities
– Provide supports to fellow/new users
– To identify improvement opportunities
– To evaluate and approve change requests on
business
– Maintain policies and procedures
– Ensure compliance
– Resolve Global Vs Local process conflicts

25. In 2007, all systems went live successfully...
but, this was not the end...

26.  Energizer acquired Playtex
 Integration began
 Project Sunshine provided a robust platform
for new business migrations
not that easy, though...

27.  Resources
 System Capacity
 Change Management
 Communication
 Integration Vs Improvement
 Understanding of the New
Business
 Timeline Pressure

28. All set and done in 9 months!
Thanks to the
Global
Governance
Team !

29. OK, time to revisit our strategies...

30.  Product Life Cycles
– newly launched Vs declining products
 Customer Preferences
– high end products There is no one size fits all
– low cost products
– cosmetics solution!
 Competition Situations
Whatever solutions we
 Market Economic Situations
– developed markets have developed, they will
– emerging markets be changed later !
 Sales Channels
We have to be agile in
 Political Environment and Regulations order to survive the ever
– import duties / restrictions changing environment !
 Supply chain opportunities and risks
– shift in costs
– new materials / technologies/ suppliers
– other interruptions
30

31.  Agility is the ability to:
– provide a broad range of products cost-effectively
– respond to customer demands and marketing
events in the shortest possible time without
increasing total cost
– accommodate volume variations without
increasing total cost
– anticipate market dynamics and implement
winning strategies
Create Value under
the Continuous Changing Environment
31

32. Superior
Services Cost
Flexibility
Working Speed
Capital

33. >98%
Productivity

34.  Customer Segmentation
 Cost to serve
 Demand sensing
 Inventory Optimization
 Customer & Supplier Integration
 Supply Chain Visibility
 Flexible sourcing strategies
 Design for Agility
 Risk Management

35.  Strategic Supply Chain Management
– Transformation is a process keep transforming
– Knowing the purposes is of paramount importance
– Define the supply chain(s) and view it holistically
– Define/redefine core competence
– Off-shore + Near-shore
– Finance is our alliance Where is the real money?
– Choose the right mix of performance measures

36.  People
– Education, Education & Education
– Rewards drive behaviors
– Never take away the ownership
– Collaborate, not compromise
– The best training program  Sharing

37.  Process
– Invest enough resources to develop the right
processes
– There is no “one size fits all” solution
– The best practice  the practice fits us most and
delivers results

38.  IT Systems
– Most of the time, it’s not their fault
– Process drives IT specifications
– Customization Vs Standardization
– Enabler Vs Cost center
– Pick the right modules, not all
– There is no magic button