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Coca-Colas Journey to World Class Supply Chain Excellence

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Agenda
Who We (CPS) Are Journey Stages Structure & People SCE3 Methodology Key Learnings Q&A

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Who is Commercial Products Supply?


Caps CO2 Water Concentrate Bottles Brand Labels

Sweeteners
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CPSs Global Span

n i s e it ern e S 8 est her W isp m e H

n i s & e it e S 7 rop a Eu fric A

n i s e it a S 10 Asi

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Our Supply Chain Excellence Journey.


SCE2

Industry Standards Lean principles

SCE3

World Class Destination

Lean OEx

Mindset & Behaviors Sensei team Align SCOR Best Practices

CSCMP

SUPPLY CHAIN BREAKTHROUGH

Lean

SCE1

Add ISO /OHSAS Across Plants

SCOR

Value Chain Assessment MRP II

Network

Out of the 4 walls

Supply Chain

Chris Gray audit Internal process

E U L A V

Value Grows As We Grow Our Capability While Engaging Our Customer

The Basics 1990s 2000-2002 2003-2004 2005-2006 2006 2007-2009 -Beyond

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Why Adopt CSCMP World Class Standards?


GAP MAP
18 16 14 12
Importance
Supply Mgmt Demand Mgmt Inventory Mgmt Customer Engagement CPFR Information Technology Production Excecution New Products Introduction Operations Planning Quality

10 8 6 4 2 0 0.0 0.5 Gap

Network Design Warehouse mgmt Capability Development Transportation Mgmt Order Mgmt IMCR BCP ESLP Infrastructure Development 3PL

1.0

1.5

Improvement Chart
Operations Excecution Demand Mgmt Quality

Global CPS - Transportation Management

Importance Ranking

New Products Introduction Operations Planning

18 16 14 12 10 8 6 4 2 0 1.0 1.5 2 .0 2.5 3.0 3 .5 4.0 4.5 5 .0

Importance ->

Supply Mgmt
CPFR Network Design

Inventory Mgmt Customer Engagement


Information Technology Warehouse mgmt Capability Development Order Mgmt

Transportation Mgmt IMCR BCP ESLP 3PL

Infrastructure Development

Current & Desired Levels


Desired

Worst <- 2004

-> Improved

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Our Emphasis Focus on Key Processes


World Class Standards

Basic Standards Priority Matrix Medium ~1/3

Low ~1/3

High ~1/3

MRP-II Critical Questions 7


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People are the Key to Success


Provide inputs for WC Requirement Review audit report & assist in CAP Approve local waivers Leverage SCE tool for strategic decision

Enabler & Consultant Source of SC knowledge Re-enforce Standards Share successful practices

Implement SCE process Assist Plant LT in BP process Train plant associates Adapt best practices

Provide Lean principle Define Operational Standards Align Mindset & Capability Continuous Improvement culture

Establish the Vision & Mission Connect all SC partners Build SC capability System sustainability Drive Right Behaviors Eliminate Waste Standardize & Optimize
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The SCE3 Methodology


Pre-work Remote sessions On-site sessions Post work Sustainability The Report

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On-Site
Team 2 Process auditors & 1 Lean / Operational Excellence auditor One week agenda agreed to in advance Go and see Strive for consensus Share successful practices from other plants Identity new successful practices

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The SCE3 Methodology Post Work & Sustainability


Post-Work
Recognition Corrective Action Plans Annual Business Plan

Sustainability
Global Business Process Lead SCE Team Biweekly Conference Calls Tool Enhancements SCE4
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Basis Requirement High Level View

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World Class High Priority Process

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What we Gained from this


Global Standardization Processes & Metrics Global Collaboration Across Plants Demonstrated Process Improvements Benchmark with Industry World Class level Part of the culture engrained in the fabric

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