Presentation as featured in our 'phygital' event (29 Oct 2020) and presented by Anouk Schoenmakers (partner bluecrux) & Björn Kirchner (Corporate VP Global Supply Chain Henkel).

1. THE JOURNEY TOWARDS A
CUSTOMER CENTRIC SUPPLY CHAIN

2. 22

3. SETTING THE SCENE:
INTRODUCING THE
CUSTOMER CENTRIC
SUPPLY CHAIN
How we want to inspire you today?
TRANSLATING THE SCENE:
THE CUSTOMER CENTRIC
SUPPLY CHAIN STRATEGY

4. SETTING THE SCENE:
INTRODUCING THE
CUSTOMER CENTRIC
SUPPLY CHAIN
TRANSLATING THE SCENE:
THE CUSTOMER CENTRIC
SUPPLY CHAIN STRATEGY

5. 5
Customer Centricity Introduction
“Where is
my order?”
“Are you
capable or
reliable?”
“Can I get
my goods as
promised?”
gATP capability
(Planning)
Track & trace capability
(Logistics)
Differentiated KPIs
Customer Service will not be able to operate differently and differentiated based on customer value,
if we do not ensure the back-bone SCM-processes are enabling this difference as well.
“Can we change
shipping
location?”
Shipment
(Logistics)
…?
…
?
What customer are requesting in today’s world - - - - > Answering depends on full SC Capabilities

6. 6
Seeing the bigger picture – customer centric supply chain
Don’t be mistaken customer centricity is not a customer service or sell & support objective only
The end of Supply Chain as we know it… Introducing the next gen supply chains…
Introducing a connected, customer centric & digitalized Supply Chain
Planning
DistributionOperations
Finance
Customer
Sales &
Marketing
Customer centricity &
digitalization

7. We are embracing people diversity every day!
It’s time to embrace customer diversity as well…
…and understand their flavours of value

8. GOOD GREAT
It’s all about making the right sound
The right one, differentiated for your customers
FLEXIBILITY
AGILITY
RELIABILITY
E2E
VISIBILITY
COST
FOCUS ON THAT ASPECT TO AMAZE INSTEAD OF BEING GOOD AT ALL THE BUZZS…

9. 9
From customer segmentation to value segmentation
Important input to design a customer centric supply chain is defining your value segmentations
Segmentation
Geographical
Markets
Client history
Demographical
Customer
Lifecycle
Behavioral
Service &
collaboration level
Customer journey type
Integration level
Responsiveness, agility,
flexibility categories
Online/Off-line
Rethink your segmentation, use value segmentation angles instead of customer angles.
The result will be a simplified portfolio with clear customer centric supply chain

10. 1010
Value segmentation – in practice
Traditional Segmentation
Typically driven by relevance, revenue,…
Use for certain prioritization, price setting,…
Customer Value Segmentation
Driven by value typologies (e.g. innovation, quality,
reliability,.) use for process differentiation in supply
chain/service providing (e.g. service catalogue,..)
Mixed Segmentation
Use a combination of segmentation: Combine Strategic and
Value Segmentation to define how to operate e.g. claim
handling, ATP…
A
Looking into value segmentation typically
result in enriching traditional
segmentation with different angles and
use different segmentation angles in
different parts of the process.
Augmentation & different angles
B
C

11. 1111
Winning the customer experience race
WHAT WE BELIEVE IS SUCCESFULWHAT WE SEE HAPPENING
CX projects at the sideline
Customer Service Initiatives
Capturing parts of the VoC
Digital improvements pocs
Traditional customer segmentation
Project with departmental focus
Customer Centricity as
strategy
OWNING A FULL CUSTOMER CENTRICITY SC TRANSFORMATION VISION
Rethink the full
Supply Chain
Full Process focus: E2E,
Integrated, insights-driven
Rethink organization:
customer differentiation
Mindset, communication &
change management
Full business
transformation

12. SETTING THE SCENE:
INTRODUCING THE
CUSTOMER CENTRIC
SUPPLY CHAIN
TRANSLATING THE SCENE:
THE CUSTOMER CENTRIC
SUPPLY CHAIN STRATEGY

13. OUR VISION IN A NUTSHELL
13
Establish amazing
customer experience
(CX) as a
competitive edge

14. 14
RESULTING IN OUR NEW SUPPLY CHAIN MISSION
Establish CX as a competitive advantage by creating a
customer-centric and integrated supply chain approach
Customer Centric Competitive Advantage Integrated Approach
CC mindset & culture
change along entire chain
Accept customers value
perspective as north star
Digital capability help to
overcome pure functional
view
NCustomer
Lifecycle
Customer
Experience
Customer
Value

15. THIS REQUIRES CHANGING TOWARDS OUTSIDE-IN
15
TO BE SUCCESSFUL WE NEED TO LEARN WHAT CUSTOMERS VALUE
To OPERATIONALIZE the vision and make it concrete & real,
we identified what customer value and how we could
impact CX if we differentiate.

16. 7 FOCUS AREAS WILL SUPPORT THE CC SC
TRANSFORMATION GOING FORWARD
16
Performance Management & Data Analytics1
Customer Centricity
Ability to pro-actively feed
reliable & value-driven
information to the customers
with a 360° view on their
customers
Linking the flexibility & agility of
planning to the customer value
needs, resulting in distinct
planning & promise logic
Bringing customer integration &
collaboration to the next level by
introducing a logistic menu
Customer Service2 SC Planning3 Logistics4
People: mindset, culture, capabilities5
Master Data Management6
Sustainability & Risk Management7
D
I
G
I
T
A
L
I
I
D
G
T
A
L

17. THE MISSION: WHAT DO WE WANT TO ACHIEVE?
17
PUTTING OUR VISION IN PRACTICE
Customer Satisfaction
Competitive position
Experiences whishes
Customer Values
Current Pain points
Improvements tips
Capturing to understand: As continuous input to (re-) define & prioritize:
HENKEL’s CC ROADMAP
1. Foundation building Projects
2. Customer Centric Initiatives & Projects
3. Smaller continuous improvement initiatives
4. End-to-end initiatives (beyond SC)
BOOST SALES
through value
creation & loyalty
DIFFERENTIATIE IN CX
Deliver amazing
Customer Experience
as competition edge
Continuous
Outside-In Capturing
Doing the right things
Improving the Customer Experience
Establish a
Competitive Edge

18. A FIRST DISCOVERY GIVEN US A VOC BASELINE
18
SOME STATISTICS
11 SBU’s
participated
15 Customer
Journeys
2 sessions each
1416 Sticky
Notes
Posted
+ 88 active
session
contributors
+ 50 hours of
collaboration
time
+26 customer
interviews
conducted for
10 customers*
• Team highly appreciated cross-functional customer journey mapping („collaborative“)
• Well-balanced journey map discussions – stimulated cross-team exchange beyond sessions
• All customer interviews in open and collaborative atmosphere („open ears“)
*For 12 customers out of 15 interviews will be conducted

19. INSIGHTS IN OUR ACTIVITIES IN THE DISCOVERY
19
OUR EXECUTION APPROACH & RESULTS
“Inside-out” bottom-up approach “Outside in” qualitative & quantitative input
“Asking the customer”
Value- & experience-oriented interviews
Digital workshops focusing on customer journeys:
Discussing value perception, touchpoints, customer centricity mindset status, data drive
Resulting in 15 conclusions summary :
Full journey map & highlights/summary per customer available
Resulting in inside-out vs outside-in conclusions:
Difference in how we think we are doing & perceived versus how customers rate Henkel

20. WHERE ARE WE TODAY
MOVING FORWARD WITH HENKELS AMBITIONS
DISCOVERY PHASE
▪ 6 months focussing on
outside-in customer view
▪ Customer insights generated
Top SC CC Priorities
DESIGN PHASE
▪ Develop a roadmap for
strategic initiatives
▪ Assign projects, resources and
identify deliverables
IMPLEMENTATION
▪ Execute the projects and
implement new
systems/processes
▪ Deliver customer values

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