Asug applying innovation from leading companies Clorox, P&G, General Mills and Coca Cola.

1. Innovations & Best Practices from
Clorox, P&G, General Mills
Walmart & Coca-Cola
Bobby Miller, Executive Partner
ORTEC International

2. Corporate Transformation at GA Pacific

3. Creative Class is Driving the Economy

4.  How can I build relevancy in the multi-channel
world?
 How can I re-define my supply chain and
introduce innovations?
 How can I build a business case for REAL ROI?
 How can I increasing the value of the SAP
investment?
Learning Points/Today’s Agenda

5. Global Consumer Economic Outlook

6. Pressure on Supply Chain Cost
Offense Defense

7. 2015 SC Insights 25 Supply Chains to Admire

8. 1. Amazon
2. McDonald’s
3. Unilever
4. Intel
5. Inditex
6. Cisco Systems
7. H&M
8. Samsung
Electronics
9. Colgate Palmolive
10. Nike
11. The Coca-ColaCo.
12. Starbucks
13. Walmart
14. 3M
15. PepsiCo
16 Seagate Technology
17. Nestle
18. Lenovo Group
19. Qualcomm
20. Kimberly Clark
21. Johnson & Johnson
22. L’Oreal
23. Cummins
24. Toyota
25. Home Depot
2015 Gartner Top 25 Supply Chains

9. Apply Supply Chain Leaders
Best Practices & Innovations
What to do?

10. Raw Material
Replenishment
Deployment &
Demand Load
Building
Customer Order
Sizing
Daily Route
Planning
Pick,
Pack, Load
SAP Centric Route, Load and Warehouse Control
Optimization Platform
End to End Value

11. CPG Company Supply Chain

12. Market Leaders Best Practices

13. APO & ORTEC Project Timeline
 Selection of APO, Smart Op’s & ORTEC
 Full suite implementation launched across Clorox NA
 Implementation Schedule Considerations:
 “Big Bang” implementation strategy
 Transcend 17 years of customized legacy systems
 Downsizing & outsourcing of IT services
13
Replenishment
Deployment &
Demand
Customer
Order Sizing
STO & VMI Order Load Building

14. Business Challenges & Drivers
 Underutilized trucks – Clorox pays the freight
 Reduce greenhouse emissions
 Directive to centralize planning processes
 Reduce greenhouse emissions
 Move planning systems to SAP APO
 Critical gaps on in SAP truck load building
Replenishment
Deployment &
Demand
Customer
Order Sizing

15. Project Deliverables
 Solution to create optimal stock replenishment truck loads
 Solution to create optimal VMI replenishment truck loads
 Solution to optimize sales order truck loads
 Integration to SAP APO and SAP ECC
Replenishment
Deployment &
Demand
Customer
Order Sizing

16. 16
Raw Material
Question: How do you optimize this?

17. CPG Inventory
Analyst
SAP1
2
3
4
5
1. Order creation, presented to inventory analyst
2. Order sent to ORTEC with following rules:
 Priority 1 = base need, promotions or events
 Priority 2 = analyst changes
 Priority 3 = fill
3. ORTEC load optimization
4. Sent to Datalliance
5. Analyst reviews, launches order
ORTEC Integration Process – VMI OrdersSaaS VMI Integration to ORTEC & SAP

18. What Inbound Materials do I manage as
a buyer that my company pays the
freight? How can I identify what a full
truck of supplies really is?
Since I pay for the freight, the inbound
supplies should be maximizing the
capacity in the truck.
Purchase Order Freight Optimization
will ensure full truck utilization.
Sales Order Load Building

19. A DAY IN THE LIFE OF A DEPLOYMENT PLANNER
What are the priorities of the materials?
What’s on promotion? What’s considered turn
business. What needs to be expedited? I need to
backfill the trucks to the fullest possible.
Stock Transfer Requisition Load Building

20. Sales Order
#1 from
Customer
ABC
Sales Order
#2 from
Customer
ABC
Sales Order #3
from Customer
ABC
Sales Order
#4 from
Customer
ABCGroup Multiple Sales Orders
into 1 Consolidated Order
A DAY IN THE LIFE OF A CUSTOMER SERVICE REPRSENTATIVE
Order Consolidation

21. Sequenced
Trips
Select My
Orders
Build Full Truck
loads with
limited truck
capacity
I need the ability sequence multiple
deliveries and build full truck loads
A DAY IN THE LIFE OF A CUSTOMER SERVICE REPRSENTATIVE
Multi Sales Order Drop Offs

22. Walmart increased
private fleet efficiency
by 3.2% in 2014,
accounting for an
87.4% improvement
over 2005 baseline
Doing More With Less Innovation
Cases transported (M)
Miles driven (M)
•335 million more
cases shipped
•300 million fewer
miles driven
Note: Performance based on Walmart fiscal year
FY08 FY09 FY10 FY11 FY12 E
Daily Route
Planning
Pick,
Pack, Load

23. The Coke One SAP Logistics Solution

24. Next Generation DSD Strategic and Operational Process
Powered by ORTEC
Order Taking
and
Transmission
Picking and Loading
Strategic Route
to Market (RTM)
and Customer
Service Policy
(CSP)
Load Design
Tracking & Control
of
Sales and Delivery
Operation
Daily RoutingStrategic Route Planning
“Closed-Loop”
Continuous
Improvement
Reporting
Delivery Execution
Visit Plan
Daily Route
Planning
Pick,
Pack, Load
Closed Loop Planning to Execution

25. Weight Performance Measurement
ABC ABC ABC
Average Weight Full Truckload 53’ Foot Van
Max DOT 49,500
Source: ORTEC Benchmark from Like Companies, Clorox Current KPIAB
C

26. Best –in – Class Performance

27. Before ORTEC Optimized
Trucks
After ORTEC Optimized
Trucks
The imaginary “White Line”

28.  Reduction in transportation cost 7 - 15%
 Visibility to ensure discounts to customers are correct
 Increase customer service and deployment planner
productivity by 50%
 Reduce warehouse pick and load time by 20%
Return On Investment

29.  Don’t wait for a good economy to improve your
supply chain.
 Disrupt the norm. Be creative.
 Follow the supply chain leading companies
 Apply solutions to your SAP Ecohub that will add
common sense value.
Key Takeaways

30. ORTEC DNA

31. Thank You!
Bobby Miller
Executive Partner
@bobbymilleriv
www.ortec.com
bobby.miller@ortec.com