Sonoco 1

Running head: Sonoco Products Company

Case Study Analysis
Sonoco Products Company (A): Building a World-Class HR rgani!ation
"oycelyn "ones
#c$aniel College
Sonoco %
A&stract
'his is an analysis o( the Har)ard Business School case study -- Sonoco Products Company (A):
Building a World-Class HR rgani!ation* 'his analysis outlines the challenges o( Sonoco
Products Company to re)ise its corporate strategy (i*e* products+ structure+ Human Resources+
etc*) to remain competiti)e and continue its gro,th in the )olatile+ e)er-changing glo&al
pac-aging industry*
.n 1//0+ Cindy Hartley+ Senior 1P+ Human Resources+ came to Sonoco and (ound the Human
Resources (HR) (unction &ro-en* She soon &egan ,or-ing on a plan to re2u)enate HR and lin-
HR processes to Sonoco3s &usiness o&2ecti)es* As #s* Hartley ,as ,ell on her ,ay+ Harris
$e4oach &ecame the ne,ly appointed Chie( 56ecuti)e ((icer (C5) in %777* #r* $e4oach
soon recogni!ed concerns ,ith HR as ,ell as o)erall &usiness strategy in light o( the changes to
the industry+ Sonoco3s diminishing returns+ etc* Conse8uently+ he instructed Cindy Hartley+
Senior 1P+ Human Resources to among other things de)ise t,o alternati)e HR structures that
,ould reduce HR3s cost &y %79+ or :%*; million* ther pressing reasons (or the re8uest include
the (ollo,ing:
1* 5nsuring top-le)el accounta&ility (or talent management and upgrading*
%* Pro)iding (or a more e)en distri&ution o( HR talent and support
3. Leading the way in supporting the companys new growth strategy, which often meant
working across division lines to market and sell solutions to a single large customer
(Thomas, Groysberg, & Reavis, n.d., p. 1).
'his case analysis utili!es the <S #odel o( organi!ational alignment to per(orm the situational
analysis+ e6plore the issues and=or opportunities related to the company and the C53s re8uest+
e)aluate the alternati)es and recommendations (or course o( action (or the Senior 1P+ Human
Resources to meet its (inancial goals and HR meet goals*
Sonoco >
Introduction
Sonoco Products Company+ a glo&al pac-aging company+ &egan in 1;// in Harts)ille+ South
Carolina* ?ounded &y #a2or "ames Co-er ,ith :@+777 o( initial capital+ Sonoco3s original name
until 1/%> ,as the Southern Ao)elty Company+ and the ne, name o( Sonoco uses the (irst t,o
letters (rom each ,ord o( its original name (B#ission statement - Sonoco+B %77/)* .ts original
product ,as a paper cone used to hold yarn in the te6tile industry* Since most o( the te6tile
cones o( that time ,ere ,ooden+ paper cones ,ere uni8ue* Although Sonoco did not in)ent the
paper cone+ its engineers in)ented ne, processes to automate the production o( these cones* 'his
automated manu(acturing ga)e Sonoco a competiti)e ad)antage+ and it soon &ecame the leading
producer o( cones in the Cnited States* $uring its history+ Sonoco also adds to its credits the use
o( the plastic D'-shirtE grocery sac- common in supermar-ets and retail stores and the creation o(
Cltraseal+ a closure system (or Crisco shortening cans that eliminated the need (or a can opener
(.nternational $irectory o( Company Histories+ 1ol* ; St* "ames Press+ 1//F)* By %777+ Sonoco
,as one o( the largest pac-aging companies in the ,orld* .ts re)enues reached :%*@ &illion
through the manu(acture and sales o( consumer and industrial pac-aging+ ,ith 1<+>77 employees
across %;0 operations in >% countries+ ser)ing customers in ;0 nations ,ith a ,ide array o(
industrial and consumer pac-aging solutions ('homas+ Groys&erg+ H Rea)is+ n*d*+ p* %)* .n
addition to &eing a ma2or pac-aging company+ Sonoco produced nearly all o( its o,n paper&oard+
consuming almost t,o million tons o( reco)ered paper annually*
)er the years+ Sonoco Products Company continued to gro, ,ith ne, operations around the
,orld+ di)ersi(y its product line (i*e* card&oard+ aluminum cans+ plastic+ (le6i&le pac-aging+ etc*)
and &ecome remar-a&ly pro(ita&le* Ho,e)er+ as Sonoco gre, and changed+ so did the ,orld and
industry around it* While the Cnited States ,as en2oying economic gro,th during the late
Sonoco F
1//7s=early %777s+ so ,as the pac-aging industry* $uring this time+ Sonoco3s position &egan to
change* 'he company ,as &ecoming increasingly more suscepti&le to changes in the ,orld
economy* 'he pac-aging &usiness &egan to (ocus on the (ollo,ing:
de)elopment and implementation o( policies and action programs to meet the consumer
needs+ including de)elopment o( inno)ati)e pac-aging containers and techni8ues
production (or di)ersi(ied product types
impro)ement o( producti)ity (or cost reduction
introduction o( higher speed computer technology (or 8uality assurance+ impro)ement
and la&or sa)ing
creation o( ,e&sites (or the entire industry
cooperative efforts of the entire packaging industry for e-commerce individual
packaging/logistics
(Taylor, 2005)
'his called (or Sonoco to reassess and rein)ent itsel( in the (ace o( the ne, glo&al mar-etplace to
remain competiti)e*
.n this case analysis+ this ,riter ,ill re)ie, the state o( Sonoco in years approaching the ne,
millennium (situational analysis)+ utili!e the <-S #odel o( organi!ational alignment as
appropriate to e6amine Sonoco3s need (or planned change (identi(ication o( issues)+ e6amine
proposed options (e)aluation o( alternati)es)+ and propose plan o( action (recommendation)*
Situational Analysis
Cpon approach o( the ne, millennium+ Sonoco &egan to recogni!e a change in its &usiness*
A(ter enduring many years o( continuous gro,th and (inancial success+ Sonoco ,as in a
precarious situation* .ts stoc- price (ell to an eight-year lo,* Sonoco3s de&t ,as high &ecause o(
the ac8uisition and continued operations o( se)eral plants ,hile many manu(acturing plants ,ere
mo)ing o)erseas &ecause o( cheaper la&or* Aorth America accounted (or appro6imately ;79 o(
the company3s salesI ho,e)er+ competitors ,ere operating on a more glo&al &asis* 'he internal
structure and composition o( the company ,ere (acing challenges as ,ell* Sonoco3s operations
Sonoco 0
,ere decentrali!ed to the point that it ,as una&le to support some o( the more (ar reaching
strategic initiati)es o( the company* Speci(ically+ its human resources (unction ,as ine((ecti)e
and )ie,ed as 2ust an administrati)e support (unction* Additionally+ Sonoco had to (ace the
gro,ing challenges o( (ast changing technology+ and di)ersity matters* ?or e6ample+ it no, had
to contend ,ith (le6i&le pac-aging that ,as the ne, techni8ue o( this time and the mounting use
o( ecommerce as a source o( trade* 4astly+ glo&ali!ation as ,ell as the ,ants and desire o( its
consumers ,ere challenging* Products had to ser)e all segments+ ,hich made the strategy (or
the pac-aging and distri&ution o( them more demanding*
'hese )aria&les as ,ell as others propelled Sonoco to re)isit its &usiness strategy* Sonoco
reali!ed the need (or trans(ormational change to ensure its sustaina&ility in a continuously
e)ol)ing en)ironment* Speci(ically+ Sonoco needed to conduct a SW' analysis to assess and
&uild on its strengths+ impro)e its ,ea-nesses+ identi(y the a)aila&le opportunities+ and
strategically plan to eliminate pending threats* Particularly+ Sonoco3s (ocus ,as to e)aluate
e6ternal (orces (i*e* climate change+ en)ironmental destruction+ energy crisis+ etc*)+ glo&al
mar-etplace+ pac-aging industry+ demands o( its customers and especially its competitors to
ensure alignment+ i( necessary+ ,ith its &usiness strategy* ?urthermore+ Sonoco needed to
analy!e itsel( internally -- mission+ culture+ structure+ human resources+ technology and processes
prior to considering any change* 'o this end+ this analysis utili!es the <-S #odel to analy!e
Sonoco3s situation* 'his tool pro)ides a structure ,ith ,hich to consider the company as a
,hole+ so that the organi!ation3s pro&lems may &e diagnosed and a strategy may &e de)eloped
and implemented*
Sonoco @
Identification of Issues
.n order (or a company to &e e((ecti)e+ it must ha)e a high degree o( (it or alignment among all
the se)en Ss* 'hus+ this ,riter identi(ies the (ollo,ing issues=challenges as possi&le reasons to
initiate or continue trans(ormational change initiati)es at Sonoco:
Stagnant business strategy
Growing packaging industry
Saturation of market, increased
competition
Environmental concerns
State of economy
Globalization
E-commerce
Expanding product lines
Diverse, sophisticated and demanding
consumers
New and/or improved technology
Age of differentiation, brand value,
changing image
Company culture
Evolving role of Human Resources
Ineffective organizational structure
Management deficiencies
Changing policies and/or practices
'he <-S #odel propels companies to pay attention to systems thin-ing+ ,hich in)ol)es loo-ing
at all se)en elements at the same time since they are all interconnected (Jotelni-o)+ %771)*
'here(ore+ this analysis e6amines se)eral o( the issues a&o)e as they relate to the se)en Ss*
Strategy
Strategy is an organi!ation3s means to help management achie)e its o&2ecti)es* Jey strategies
can include the introduction o( ne, products or ser)ices+ cost containment+ or a com&ination o(
these and others* $uring most o( its e6istence+ Sonoco3s strategy ,as product dri)enI ho,e)er+
due to changes in the en)ironment+ the industry+ the economy+ the ,or-(orce+ and societal trends+
it ,as adopting a more solutions oriented approach* Conse8uently+ Sonoco needed to re)ie, the
&usiness it ,as in+ the products it supplied+ its di((erentiation relati)e to its competitors+ its a&ility
to sustain in a changing industry+ and the applica&ility o( product solutions to multiple situations*
Sonoco <
'o this end+ Sonoco ,as pursing top-line gro,th on t,o (ronts: organically+ ,hich includes
mar-et gro,th+ ne, products and ser)ices+ and geographic e6pansion and through ac8uisitions
and 2oint )entures that complement e6isting &usinesses and meet the changing needs o( the
mar-ets it ser)es (BStrategy (or Gro,th+B n*d*)* Additionally+ Sonoco recogni!ed the need to
em&race the gro,ing glo&al mar-etplace and its people* 'hey incorporated di)ersity into all
aspects o( &usiness including products+ suppliers+ consumers+ and ,or-(orce*
Sonoco understood that to &e the leader or one o( them one had to &e continuously (le6i&le in the
ne, mar-etplace* 'hus+ the corporate mission statement ,hich -- DSonoco intends to &e the lo,-
cost glo&al leader in pro)iding customer-pre(erred pac-aging solutions to selected )alue-added
segments+ ,here it e6pects to &e either num&er one or t,o in mar-et shareE K supports this point
(B#ission statement - Sonoco+B %77/)*
'his ,riter &elie)es that Sonoco ,as a company that did its home,or-+ ,hich continuously
diagnosing itsel( to stay competiti)e* As a result+ they ,ere a&le to react to and minimi!e any
potential damage* 'he relati)ely 8uic- mo)e to rethin- and re)ise its strategy at a critical time in
the company3s history attests to this point*
Structure
Closely related to strategy is structure* Structure is the (rame,or- in ,hich the acti)ities o( the
organi!ation3s mem&ers are coordinated* Structure a((ects ho, success(ully a company can
implement its strategy* 'he organi!ation3s si!e+ technology+ en)ironmental uncertainty and e)en
products=&usiness signi(icantly a((ect its structure*
Sonoco e6perienced a (e, iterations o( corporate structure K centrali!ed+ di)isional+ (unctional+
etc* K in the past* Ho,e)er+ -ey to any strategic &usiness plan is the reassessment o( an
organi!ation3s structure to ensure its alignment ,ith the current &usiness en)ironment* 'hus+
Sonoco ;
Sonoco re)ie,ed its structure to ensure that it too ,ould aid the organi!ation in meeting its
o)erall goals* With a centrali!ed structure+ Sonoco3s support departments+ especially Human
Resources ,ere not a&le to &e strategic in (ocus and there(ore pro)ided little support in the ,ay
o( long-term plans (or the di)isions (Ro&&ins H "udge+ %77;+ p* %>0)* Ho,e)er+ this structure
pro)ided economies o( scale ,hen centrali!ing core administrati)e (unctions* As (or the
decentrali!ed structure+ the company e6perienced pro&lems ,ith departments=di)isions
&ecoming their o,n entities and not tied to the &igger picture* Additionally+ this structure
pro&a&ly represented increased cost due to duplication o( e((orts*
Based on many aspects o( Sonoco3s &usiness en)ironment+ this ,riter &elie)es that Sonoco is in
need o( a com&ination structure that ,ill allo, it to create more synergies &et,een &usiness units
to le)erage resources (or greater cost e((ecti)eness and customer ser)ice* Additionally once the
o)erall &usiness structure is in place+ re)ie,ing structure on a micro le)el ,ould &e a &ene(it*
Conse8uently+ re)ie,ing structure (rom a di)isional+ departmental+ and e)en indi)idual 2o&
perspecti)e is important* .nter)entions such as continuous 8uality impro)ement+ team&uilding+
and 2o& enrichment are rele)ant options to impro)e processes+ producti)ity+ and morale during
structure transition*
Systems
Society is indeed &ecoming increasing more technological and systems dri)en* 'hus+ company
systems+ the acti)ities in)ol)ed in the daily operation o( &usiness+ also need attention* 'hese
systems include &usiness+ management+ per(ormance management+ (inancial+ compensation+ and
e)en customer satis(action* ?or that reason+ Sonoco attempted to restructure its
processes=systems in order to more e((iciently maintain its mar-et share+ increase producti)ity+
and maintain sa(ety goals*
Sonoco /
Prior to Cindy Hartley3s arri)al+ Sonoco3s (ragmented HR system ,as una&le to operate
strategically* ?rom a Human Resources perspecti)e+ Cindy Hartley had three main priorities:
1* Changing compensation and per(ormance management systems to eliminate ar&itrary
nature and more accurately re(lect the employee3s contri&ution to the company3s
per(ormance*
%* Creating an employee de)elopment process to re(ine employees3 s-ills and
identi(y=de)elop lac-ing s-ills*
>* Building a succession-planning process to identi(y the ne6t generation o( leaders*
(Thomas, Groysberg, & Reavis, n.d., p. 7)
#s* Hartley understood that Sonoco3s per(ormance management+ compensation+ and succession
planning systems must complement its &usiness strategy* 'here(ore+ she &egan to implement
change*
A per(ormance management system is e((ecti)e i( it:
Re(lects the organi!ation3s culture and )alues
Has senior management acti)ely in)ol)ed
?ocuses on the most important per(ormance=&usiness measures
4in-s to an organi!ational compensation and re,ards system
.ncludes employee coaching+ (eed&ac- and de)elopment
(Werner, 2006, p. 391)
Cindy Hartley3s per(ormance management did include these aspects* According to Hartley+
DCntil you systemati!e something to ensure that it is done and done correctly+ you ,ill ne)er get
complianceE (4e)itt+ n*d*+ p* /)*
'his inter,o)en system connected &usiness goals and indi)idual o&2ecti)es instead o(
su&2ecti)e measures o( the past+ ,hich managers manipulated to get higher pay raises (or their
employees*
As (or the ne, compensation system K &road&anding system+ it complemented the ne,
per(ormance management system* Broad&anding reduces salary categories to manage career
gro,th and deli)er pay*
Sonoco 17
According to Byars and Rue (%77;)+ &road&anding ,or-s especially ,ell in companies that are
(ast mo)ing and undergoing persistent change &ecause it pro)ides less (ormal structure and
allo,s the company to react 8uic-er* 'his system supports the &usiness strategy (ocused on
de)eloping and maintaining the most s-illed ,or-(orce to meet the company3s goals* Ho,e)er+
this system places more emphasis on the person not the 2o&+ ,hich may &e contrary to Sonoco3s
culture o( team-orientation* .n addition+ there is no mention o( any incenti)e a,ards to
encourage team,or-* Although indi)idual accomplishments are good+ Sonoco3s en)ironment is
one such that team,or- ,ill &e necessary to meet the challenging demands that it (aces*
?urthermore+ this competency is part o( the ne, per(ormance management process*
Su&se8uently+ team or group incenti)es (i*e* pro(it sharing+ gain sharing+ etc*) could pro)e use(ul
and &alance out the compensation port(olio* 'hese incenti)es in)ol)e employees in a common
e((ort to impro)e organi!ation per(ormance (Byars H Rue+ %77;+ p* %;>)*
Staffing
With a company3s strategy+ structure+ and systems de(ined+ the company3s human resources are
,hat hold it all together* .t includes details on ho, a company trains+ sociali!es+ integrates+
moti)ates+ and manages the careers o( its human resources*
Sonoco needs to get a tighter control o)er this component* )er the years+ it (ailed to hold its
people accounta&le and de)elop them+ especially the leadership* Sonoco reali!ed this
(ragmentation led to ine((ecti)e succession planning and leadership de)elopment that only
harmed the company* Hence+ the implementation o( the ne, per(ormance management and
compensation systems+ the increased (ocus on leadership de)elopment+ and most importantly the
succession planning process* .t is not only important to ha)e the right people ,ith the right s-ills
no,+ &ut to sustain the company3s position into the (utureI Sonoco has to de)elop its talent pool
Sonoco 11
and leaders going (or,ard* Additionally+ Sonoco too- ad)antage o( the concept o( incorporating
di)ersity into its &usiness* .t appreciated the di)ersity o( its ,or-(orce+ its suppliers as ,ell as its
customers*
Skills
S-ills re(er to ,hat a company and its personnel do &est* )er the years+ Sonoco3s strengths
,ere its strong mar-et position+ &rand )alue+ product di)ersi(ication+ (le6i&ility+ culture and
)isionary leaders* 'he ne, per(ormance management and compensation systems (urther
rein(orce Sonoco3s commitment to enhancing employees3 s-ills to ser)e the organi!ation*
Sonoco &ased e6pectations (or all employees on satis(ying customers through si6 core
competencies: excellence, communication, teamwork, technical/professional skills and
knowledge, strategic integration, and coaching/mentoring ('homas+ Groys&erg+ H Rea)is+ n*d*+
p*/<).
Shared Values
'he anchor o( all the <s is shared )alues* 'hese )alues are e)ident in all actions ta-en &y the
company* Sonoco3s )alue re)ol)es around people+ culture and )alues* Sonoco3s culture has
al,ays played a role in its success* Sa(ety+ integrity and respect (or the indi)idual are hallmar-s
o( its culture (BStrategy (or Gro,th+B n*d*)* Cn(ortunately+ o)er the years+ there ,as a diminished
sense of personal responsibility and accountability that linked into the company. Thus, some
financial goals fell short, but some of Mr. DeLoachs and Ms. Hartleys new strategies turned
this around.
Sonoco @
Evaluation of Alternatives
Sonoco e6perienced gro,th and prosperity as ,ell as a decline in a (e, -ey results during the
late 1//7s=early %777* As descri&ed pre)iously+ there ,ere a myriad o( challenges to include
glo&ali!ation+ the industry+ economy+ and en)ironment to name a (e,* Ho,e)er+ Sonoco3s
&usiness strategy ,as solid* Built on people+ capital e((ecti)eness+ producti)ity and 8uality
impro)ement+ top-line gro,th and esta&lishing stretch targets+ Sonoco3s strategy ,ould endure
tur&ulent times (BSonoco Products Company (SA)+B n*d*)* .ts &asic strategy ,as to reduce cost+
de)elop a more e((icient operating structure and put the right people into the right 2o&s to carry
out its strategy*
With this in mind+ Senior 1P Human Resources+ Cindy Hartley along ,ith an HR Council+
comprised o( HR management+ (ormulated t,o options in response to #r* $e4oach3s original
charge that ,as to de)ise t,o alternati)e HR structures that ,ould reduce HR3s cost &y %79+ or
:%*; million*
'he (irst option ,as a centrali!ed HR (unction in ,hich one o( (our centers o( e6pertise ,ould
handle the ma2ority o( ser)ices+ and a trimmed do,n (ield sta(( ,ould ser)e the di)isions* 'he
ad)antages to this structure ,ould &e the decreasing costs associated ,ith dri)ing administrati)e
and other types o( process impro)ements* 'hese economies o( scale ,ould (ree up money and
resources (or other purpose* 'hus+ this structure ,ould &e less e6pensi)e*
n the contrary+ it ,ould &e di((icult to achie)e some o( the other o&2ecti)es ,ith this structure+
since there ,ould &e less opportunity align ,ith indi)idual &usiness needs and interests*
'ypically+ the )ie, o( this structure is that it is in(le6i&le and coordination (rom throughout the
organi!ation is di((icult especially in large companies* 'his could result in greater customer
ser)ice issues and employee dissatis(action* Additionally+ HR may not readily ha)e its (inger on
Sonoco <
the pulse o( the organi!ation to &e proacti)e a&out needed changes+ actions* Ho,e)er+ more
importantly+ this option only results in a :>*1 million cost sa)ings+ ,hich is a&o)e the cost
sa)ings o( :%*; re8uested &y the C5*
'he second option ,as more o( a hy&rid organi!ation in ,hich the di)isions ,ould ha)e some
direct in)ol)ement ,ith sta((ing+ succession planning+ personnel programs+ compensation+ and
&ene(its* 'he strategy de)elopment+ HR planning+ and its implementation responsi&ilities ,ould
are the responsi&ility o( Corporate (the specialists - thin-ers and designers) ,hile the (ield sta((
(the doers) ,ould handle di)isional le)el issues+ assist in rolling out initiati)es+ per(orm
consulting ser)ices* 'he main ad)antage to this structure ,as that it le(t a (orm o( di)isional HR
management intact on ,hich general managers could still call (or help* 'hese ne, group HR
managers ,ould &e a&le to pro)ide the strategic lin- &et,een corporate HR (unctions and the
&usinesses (Cummings H Worley+ %77;+ p* >%1)* .t ,ould &e (le6i&le enough to respond 8uic-ly
to en)ironmental changes+ and &e a&le to participate in di)isional le)el strategies* 4astly+ the
pro2ected cost sa)ings ,ould &e :%*< million (or the hy&rid structure+ ,hich is in line ,ith the
C53s directi)e o( a :%*; million dollars cut in costs*
'he main disad)antage to this option stemmed (rom a concern o)er ,hether changes could &e
easily dri)en across the company ,ith this ne, structure* 'his structure may result in some
duplication o( resources i( delineation o( duties is not speci(ically outlined and understood*
4ogistically+ it does not readily support the sharing o( -no,ledge &et,een HR practitioners
&ecause some o( them are ,or-ing in one di)ision and the others are ,or-ing in other di)isions*
Recommendation
Based on the speci(ics o( the case and the research conducted+ this ,riter ,ould choose option %
K the hy&rid structure* Research suggests that large+ comple6 organi!ations ,ith ad)anced
Sonoco ;
technology and dynamic en)ironments (i*e* dynamic competitors+ continually changing products
pre(erences &y customers+ changing go)ernment regulations a((ecting its &usiness+ etc*) typically
(air &etter ,ith a hy&rid structure* 'his option aligns per(ectly ,ith Sonoco3s (le6i&le strategy to
meet the changing demands o( its industry and consumers* Besides+ this structure allo,s (or the
right people ,ith the right s-ills to &e ,here they are most &ene(icial to the company* 'his ,ay
they get the de)elopment and attention that they need to produce the results that Sonoco ,ants*
As (ar as meeting its (inancial targets+ this option ,ould o)er time (air &etter* Consolidating
administrati)e (unctions ,here (easi&le to result in economies o( scale ,ill sa)e more* Ha)ing
the appropriate systems in place to get the right people in place and up to speed ,ill impro)e
producti)ity+ increase employee satis(action+ reduce ,aste+ and decrease turno)er ,hich ,ill
result in increased pro(its on an ongoing &asis*
With this structure in place+ more attention could &e gi)en ,here needed* ?or e6ample+ ,hile the
DcorporateE (unction ,or-ed on high le)el initiati)es+ the (ield HR sta(( could pro)ide insight or
suggestions on ho, to ma-e this &est ,or- (or the di)ision (,ith corporate3s guidance+ i(
necessary)* 'his ,ould result in HR &eing proacti)e to the &usiness needs* 'he HR (ield
manager could also o&ser)e and communicate ,hat compensation plans may ,or- &est since
he=she ,ould ha)e (irsthand -no,ledge o( operation and the sta((* 4astly+ this structure ,ould
place the critical HR processes into the DmeatE o( the organi!ations ,here they should ,or- &est*
Cltimately+ these actions ,ill result in impro)ed operations and cost reductions (or Sonoco*
Sonoco /
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Sonoco 11
Appendi6 1