This document outlines goals and strategies for the East Central supply chain of a beverage company. It aims to increase sales volume and market share while reducing costs and improving efficiency, quality, and safety. Key priorities include strengthening leadership capabilities, improving process management systems, embedding a quality and safety culture, and driving cost leadership through reduced manufacturing defects and overhead costs. Specific initiatives are outlined to boost productivity, quality, sustainability and regulatory compliance across plants in the region. Metrics such as sales, costs, yields, losses, and safety incidents will be used to track progress towards goals.

1. 1

2. Accelerate volume growth and
gain NARTD share across all
categories while reducing PoH +
Opex and step-changing EBIT
margin, capabilities and talent
pool.
Our Job Ticket

3. Our Supply Chain Model
3
Demand
Driven
Quality
Customer
ServiceCost

4. Supply Chain Goal
• Deliver Quality Performance : BPQI >=95% , PCQI >=92%, MQI >= 85%
• Drive Opex reduction by 6% basis excluding Depreciation Vs PY
• Improve System Line Efficiency by 6% basis
• Drive Production Compliance above 90%
4

5. EAST CENTRAL SUPPLY CHAIN
STRATEGIC FOCUS
Strengthen
Leadership
Capability
Development
Functional
Maintenance
Structure and
Routines
Pre-emptive
community mgt
Process
Management
System
Embed Quality
and Safety
Culture on the
shopfloor

6. 6
2013 Performance Overview

7. RGB CAPACITY UTILISATION – EAST CENTRAL
Key Assumption
1,083 1,083 1,750 1,250 1,500
833 0 1,500 0 0
100% 100% 80% 100% 100%
0% 0% 20% 0% 0%
45% 48% 40% 50% 52%
52% 52% 50% 52% 55%
53% 55% 52% 55% 58%
OWERRI PORT HARCOURT EAST
Utilisation Utilisation
Total Owerri1 Owerri2 Owerri4 Total Total PHC1 PHC2 Total
2014 19,071,734 5,398,719 5,758,633 8,102,171 19,259,523 99% 10,849,092 6,923,565 8,640,609 15,564,173 70% 29,920,827 34,823,697 86%
1.04
2015 19,834,604 6,238,519 6,238,519 10,127,714 22,604,753 88% 11,283,056 7,200,507 9,139,105 16,339,613 69% 31,117,660 38,944,365 80%
1.04
2016 20,627,988 6,358,491 6,598,434 10,532,823 23,489,748 88% 11,734,378 7,615,921 9,637,602 17,253,523 68% 32,362,366 40,743,271 79%
Sales Est Capacity Utilisation
Line cap. (cph)
Package Contrib. (%)
Yearly SLE
Sales Estimates Capacity
Line cap. (cph)
Package Contrib. (%)
Yearly SLE
CapacitySales Estimates
Key Assumption
1,750 1,750 1,750 1,750
1,250 1,250 0 1,250
60% 100% 100% 40%
40% 0% 0% 60%
45% 45% 50% 50%
50% 50% 52% 50%
53% 53% 53% 53%
Benin Enugu Central
Utilisation
AsabaSales Estimate Ben1 Ben2 Total ENU 1 ENU 2 Total
2014 17,787,512 8,794,197 8,723,691 17,517,889 102% 13,314,203 9,692,990 9,810,500 19,503,491 68% 31,101,716 37,021,379 84%
1.04
2015 18,499,013 9,771,330 9,692,990 19,464,321 95% 13,846,771 10,080,710 9,810,500 19,891,210 70% 32,345,784 39,355,531 82%
1.04
2016 19,238,973 10,357,610 10,274,570 20,632,180 93% 14,400,642 10,274,570 10,399,130 20,673,700 70% 33,639,616 41,305,880 81%
UtilisationSales Estimates Utilisation prod CapSales Est
Capacity Capacity
Line cap. (cph) Line cap. (cph)
Package Contrib. (%) Package Contrib. (%)
Yearly SLE Yearly SLE

8. Manufacturing
KBIs 2012 FY 2013 FY 2013 BP Vs PY Vs BP
Manufacturing Cost Per Case 176.0 173.8 143.2
SLE 51.9% 41.5% 58.0%
Concentrate Yield 99.1% 98.9% 99.4%
Sugar Yield 99.0% 98.8% 99.2%
Crown Wastage 1.6% 1.7% 0.7%
Bottle Breakages 0.62% 0.53% 0.57%
CO2 Yield 55.5% 57.8% 60.0%
LOB/Kwhr 13.0 13.2 15.1
PHC/LOF Boiler 13.4 14.8 12.4
Caustic Usage 1.6 1.6 1.5
Production Compliance 60% 75% 80%

9. Quality and Sustainability
KBIs 2012 FY 2013 FY 2013 BP Vs PY Vs BP
SAFETY: LTA 12.0 8.0 0.0
SAFETY: FAI 127.0 129.0 64.0
SAFETY: FATALITY 0.0 1.0 0.0
BPQI 92.5% 89% 95%
PCQI 85.6% 83% 91%
Date Code 95.8% 93.0% 97.0%
Net Content 93.4% 94.0% 96.8%
PDQI 78.0% 83.5% 83.0%
Water Usage Ratio 2.73 2.13 2.59
Energy Usage Ratio 0.60 0.56 0.53
Solid Waste Ratio 18.47 23.52 17.45

10. 2013 – Key Learnings
SYSTEM
LINE
EFFICIENCY
QUALITY
AND
SUSTAIN-
ABILITY
COST
LEADERSHIP

Inadequate operating and maintenance
skill
 Problem Solving lengthy due to skill
Team Management weak
OPL driven mainly by Forlift availability
and reliability
Glass returnability could be better
managed
Spares management still challenging
Better line overhaul execution but
preparation needs improvement
Better Line scheduling can help utilisation
PPE compliance still a challenge
Incoming material inspection inadequate
Shopfloor involvement in quality
inspection
Ownership for on-line quality control
equipment operation and maintenance
Use Process monitoring and control to
drive quality improvement
GMP/GHK standard improvement
Audit CAP review inadequate
Toolbox Talk Execution Inadequate
Pre approval process key in controlling
casual usage and overtime
Focus on energy projects
Regular reconciliation on
area/equipment basis helps in Yields and
breakages control
Better and Timely equipment
maintenance helps control business loss
Plant level cost review on weekly basis
Inadequate Quality control lead to high
business loss due to manufacturing defects
Ineffective incoming glass inspection
both from Trade and new glass led to hogh
cost of glass write-off

12. 12
1. KHS line rebuild
2. Execute RGB Lines Overhaul Plan
3. End of Line automation in
Benin(Palletiser)
4. Owerri Lines 1 & 2 Upgrade
5. Leverage SAP PM and EATB Kaizen
6. Leverage GPIT and TNT Support
7. Ultra Glass Injection Impact
8. Volume Allocation in Central(benin to
Enugu) during Peak Season
9. Minimum Run Size Adherence and
Speed Loss Eliminination
1. Leverage New PHC PET Line
2. Benin PET line Overhaul
3. Juice Line 4 TPMS
4. Owerri PET EvA Line overhaul
5. Leverage on new end of line
equipments on Benin Line 6
6. Leverage SAP PM and EATB
Kaizen
7. Leverage GPIT and TNT support
for Benin and Owerri
8. Transition to 48h CIP on Eva line
9. Reinforce Incoming inspection of
packaging materials e.g pallets,
films etc
1. Effective glass management
2. Enforce Glass Staging across all
Plants
3. Forklift Management(TAT and
Maintenance)
4. Enforce EATB PM across all
Plants – Weekly and Monthly
for STLs and LM
5. Line schedule optimisation
6. Mixer Operator Assessment and
Skill Upgrade
1. SMED Implementation across
all Plants
2. Restoration of CIP system into
Auto Mode
3. Synchronisation of
CIP/Changeover Timing
RGB SLE
Up By 3%
OWP SLE
Up By 6%
OPL Down
By 50%
CIP/
Changeover
Time
reduction
PRODUCTIVITY

13. 1313
1. Leverage Juice line TPMS
2. Benin PET Filler Overhaul
Impact
3. Benin Line 1 and 2 filler
overhaul
4. Mixer Overhaul and
operator training
1. Tracking and reconciliation on
shift basis
2. Leverage RGB line overhauls
3. Ultra Glass Introduction Impact
4. Proper Glass sorting process at
Plant and Depot
5. Enforce Proper CIP/Changeover
practices as it relates to Washer
1. Weekly Pre approval process
2. Weekly cost review and CAP
3. Leverage SLE improvement to
minimise run days
4. Energy management /Load
Shedding during Non Production
Period
5. Implement Top 10 menergy sevres
to reduce consumption
6. UPS Capacity increase and
introduction in relevant plants
1. Effective sorting in trade
2. Implement proper glass handling
practices in Plant and Depot
Reduce
Manufacturin
g Defects
<PY
Reduce
Bottle
breakages
<0.5%
Overtime ,
Casual and
Energy Cost
Management
in line with
BP
Scuff Glass
Managemen
t
Drive Manufacturing Cost Improvement Through Business Loss
and Overhead Reduction
COST LEADERSHIP

14. 1414
1. Coding Machine Upgrade and
Overhaul
2. Effective Power Protection in
Place
3. Implement OEM Standards for
operation
4. Operator Involvement in On-line
Quality control(15minutes check
by filler operator)
5. Installation of Laser coders on all
PET lines
6. Fully functional standby coders on
all RGB lines
1. Implement revised Vent tube
management
2. Filling valves and lift cylinders
validation and Maintenance
3. Operator Involvement in On-line
Quality control
4. Check mat Functionality Audit and
Access Control
5. Robus incoming inspection and
adherence to 1000cases run for new
glass
1. Enugu Lines fully ASEBI
2. Miho Asebi Maintenance
Schedule compliance
3. Mixer Operator Training
4. Implement Effective DO
Management: Daily tracking,
Review and implement CAP for
out of limits
5. Regular Crimp checks and
control by Filler operator
1. Regular System audit action plan
tracking and review
2. Biannual Compliance Self
assessment
3. Yearly Kore Standards
Training/Refresher(Virtual
Factory)
4. Process monitoring and control
across all plants
5. B2B rollout in EC
Date Code
Net Content Carbonation
Quality
Systems
Compliance
Drive Quality Through Shopfloor Engagement and
Accountability
QUALITY

15. 1515
1. Daily random PPE Compliance by
PMs
2. Daily Tool Box Talk in SBT and
weekly in PM meetings
3. Implement weekly Hazard
spotting and correction
4. Enforce Hot work permit
5. Ensure all Machine guarding fully
functional
6. Enforce Energy isolation(LOTO)
in plants
1. Fully functional Fire
protection: Extinguishers
and Hydrant system
2. Enforce Drill Schedule
3. Fire Alarm Systems Fully
functional
Implement
Preventive
Systems
Implement
Protection
Systems
Drive Safety and Environmental ComplianceThrough Zero
Tolerance to Non Compliance and standards implementation
Safety
Regulatory
Compliance
1. Regular System audit action
plan tracking and review
2. Biannual Compliance Self
assessment and Corrective
action Planning
SUSTAINABILITY – SAFETY
AND ENVIRONMENT
1. Restore all Plants ETP to full
functionality
2. Ensure all water meters are fully
functional and calibrated
3. Implement agreed WUR and
SWR projects in all plants
4. Drive implementation of key
energy reduction initiates eg UPS
Enugu, Gas Generator sets for
owerri
Environmental
Systems
Compliance

16. Capability Development
Top Key issues
Line Management
Quality Knowledge especially on the shop floor
Preventative Maintenance
 Deep Diving Skill
Key Initiatives
Rollout of EAtB across East and Central Plants
Technical Training for Key Equipment operator - Mixer
Production, Quality Assurance, Plant Engineer Development Programme
Simplified BQAT to the shop floor
Levarage New PHC PET CSD Line to Upscale technical skill
All PMs Enrolled in Accenture Supply Chain Academy
Leverage TTC Graduate Trainee
 Line Manager Development Curriculum
B2B Rollout across East Central

17. Sales Volume: 87.05MUCS
DIFOTAI: 90%
SLE: 54.4%
Production Compliance: 85%
Manufacturing Cost, CPC: =N=152.51/Case
Concentrate Yield: 99.32%
Sugar Yield: 99.12%
Business Loss: 50% below PY
MQI: 84%
BPQI: 94.5%
PCQI: 92%
Date Code: 97%
FAI: 50% below PY
LTA: 0
Fatality: 0
WUR 2.50
EUR 0.48
Customer
Preference
Cost
Leadership
Consumer
Relevance
Community
Trust
People & Capability
Capability Development: 85% IDP Compliance
Quality and Safety Audits: 100% Compliance
EATB Audits : All 4 Plants Certified
EC 2014 PICTURE OF SUCCESS