Sales & Operations Planning Process Excellence Program

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1 Chemical Sector We make it happen. Better. Sales & Operations Planning Process Excellence Program Engagement Summary November 2014 S&OP Excellence

2 Robust discussions creating valuable ideas Engagement Summary The client is a $1 billion specialty chemical division of a $5 billion global packaging and chemical company. The company operates in 30 countries around the globe. The specialty chemical division attempted to implement a Sales & Operations Planning (S&OP) process a few years ago. The S&OP process evolved away from S&OP and into a more tactical production planning process. Many elements of S&OP were missing. The division was expanding globally and experiencing operational issues trying to balance global demand and supply. An S&OP Process Excellence Team performed an internal assessment and came to the conclusion that they needed an outside resource to help them implement a world class S&OP Program. Hitachi Consulting was selected for the project. The following is a description of the services provided by Hitachi Consulting (HCC) and the deliverables which were created in conjunction with the S&OP Process Excellence Team. The client and Hitachi Consulting worked collaboratively toward a successful project completion. Hitachi Consulting provided appropriate knowledge, guidance and support for the client to complete a final deliverable in each of the areas listed below. Training Hitachi Consulting working in conjunction with the S&OP Process Excellence Team will utilize the Hitachi Consulting S&OP Process Framework to develop S&OP training materials. The S&OP Process Framework will be configured to adopt the terminology that client has elected to use from their internal Glossary of Terms. The initial set of Process Framework training materials will be used to educate and immerse the S&OP Process Excellence Team in the Hitachi Consulting S&OP methodology. The Hitachi Consulting S&OP SIPOC Framework will initially be presented to the S&OP Process Excellence Team for reference. After Hitachi Consulting and the S&OP Process Excellence Team have determined and developed the new S&OP Organization Model and Processes, the client S&OP Process Framework will be updated to reflect the new operating model and processes. The Hitachi Consulting S&OP SIPOC Framework will be utilized to build a client S&OP SIPOC Framework. During the initial few weeks of the project, Hitachi Consulting and client will determine the requirements for addition training materials. Results: S&OP Training Plan Extensive training was held with the S&OP Process Excellence Core Team during the development of the client S&OP Process Framework, client S&OP Process Flows and client S&OP SIPOC. HCC utilized our S&OP templates to accelerate the development of the client S&OP Process Framework, client S&OP Process Flows and client S&OP SIPOC. During our training sessions we were able to review the existing client S&OP business and technology processes which helped us frame and guide the training program. During training we were able to discuss leading industry S&OP practices and share valuable insights from previous projects and personal experiences. We enjoyed the sometimes robust nature of our discussions which brought forward a number of valuable ideas from the S&OP Process Excellence Core Team. This interactive dialogue and brain storming resulted in open and brisk dialogue. Overall, the Executive Interviews helped us frame the correct direction for the new client S&OP Process Framework, client S&OP Process Flows and client S&OP SIPOC. Client Internal S&OP Assessment Hitachi Consulting will review the client Internal S&OP Assessment and discuss the findings to build a detailed understanding of the results and recommendations from the S&OP Assessment Team. This process will educate the Hitachi Consulting Team in determining the major issues and findings from the Assessment. Results: S&OP Assessment Client presented to HCC a review of the S&OP Assessment Team report. A detailed question and answer period was undertaken. HCC developed a clear understanding of the findings from the review. HCC and the client incorporated the assessment findings into the development of materials for S&OP Training, Business Case for Change, Executive Interviews, Organization Plan, Metrics, Technology & Data, Organization Change Management and Enablement Plan.

3 Business Case for Change Hitachi Consulting will support client in developing a Business Case for Change. Hitachi Consulting will work with client to refine reporting package for Business Case for Change. Starting with existing client documentation, Hitachi Consulting will provide insight into how companies position Business Case for Change materials. Results: S&OP Business Case for Change HCC and the client conducted a series of cross functional meetings to discuss the Business Case for Change. HCC provided the format, templates and guidance used to develop both the qualitative business and quantitative financial analysis used to create the Business Case for Change. A review was conducted with the S&OP Process Excellence Core Team to determine final qualitative business and quantitative financial targets to support the Business Case for Change. The Business Case for Change was presented during a Leadership Team (Executive) Briefing. Acceptance of the Business Case for Change was made at the meeting. Executive Interviews Hitachi Consulting will conduct executive interviews with the client s Leadership Team to build an understanding of their view on the S&OP project and the S&OP methodology. The Hitachi Consulting Team focused on the following areas: Client Business Strategy & s S&OP Methodology Assessment Opinions Project Deliverables Business Case for Change Organization Alignment Executive Sponsorship & Engagement Change Management Hitachi Consulting developed an anonymous summary of the interview results which will be used to refine project objectives and change management strategies. Results: Executive Interview Interviews were held with each member of the Leadership Team to understand their perspective of the S&OP Assessment project. Interesting and some unexpected insights were obtained which helped guide the overall project. In particular, the need to build in Flexibility vs. Standardization to enable customer centric business processes that were a competitive advantage to the client in selected markets. In addition, the ability to manage chaos vs. eliminating chaos was a key learning. From the interviews, the following Guiding Principles for the project were developed. Key Themes A sustainable Sales & Operations Planning (S&OP) process is an absolute requirement for us to achieve our strategic global growth vision. The Leadership Team has endorsed and fully supports the implementation of the new, sustainable global Sales & Operations Planning process. Investment in the new global Sales & Operations Planning process is an investment in our people. We must train and educate our team to support a world class S&OP process. Roles & Responsibilities will be clearly defined so that we as an organization are all on the same page. The Sales & Operations Planning process must be designed to allow us to execute with the flexibility needed to support our various global businesses. This flexibility will enable our team to effectively manage Chaos in our extended supply chain. The decisions resulting from the S&OP process must be quantifiable and fact based. The organization must work from One Version of the Truth. The new Sales & Operations Planning process is a Bold change management initiative as we transform our organization into a global leader. The Leadership Team will lead by example as we all must embrace the change for the collective good of our individual stakeholders and the organization. The S&OP process must be viewed as a competitive advantage for our global growth, not as a barrier or hindrance to our success. S&OP Organization Hitachi Consulting will conduct a Current State Organization which will define the As Is status of the client s Business Units as well as the current S&OP Organizational Structure. The Current State Organizational As Is definition will support evaluating organization alignment opportunities to support the new S&OP organization. The evaluation and definition of Roles & Responsibilities will be the cornerstone of the S&OP Organization. Results: S&OP Organization Plan HCC was able to use our predefined S&OP Roles & Responsibilities to accelerate the organization discussions. Through these discussions, we were able to identify role gaps in the client s organization structure which would not support the new S&OP process. We refined the Roles & Responsibilities to align with the client organization structure. Some new positions or changes in duties were identified. We developed Roles, Responsibilities and Ownership criteria for Product, Demand, Supply, Alignment and Executive. After the S&OP project, the client implemented a broad organization realignment to better focus their business units on operational excellence related to the new S&OP process. S&OP Process & Metrics Hitachi Consulting conducted a Current State Process which will define the As Is status of the current S&OP Process Structure. The Current State Process As Is definition will support the Hitachi Consulting in evaluating process alignment opportunities to support the new S&OP Process Framework. Hitachi Consulting participated in the current S&OP Meetings as part of the Current State Process. Hitachi Consulting will conduct a Current State Metrics which will define the As Is status of the current S&OP Metrics. The Current State Metrics As Is definition will support the Hitachi Consulting in evaluating metrics alignment opportunities to support the new S&OP Process Framework. As part of the S&OP Process & Metrics, we will explore the definitions and timeframes concerning Master Scheduling, Tactical S&OP and Strategic S&OP. As part of the S&OP Process & Metrics, we will explore the definitions and issues concerning Supply Contingency Planning.

4 Results: S&OP Metrics Plan HCC was able to provide a broad base of S&OP KPI s / Metrics which were discussed throughout the training sessions and during the Business Case for Change development. The client elected to start with seven KPI s / Metrics which were used in the Business Case for Change. On-time Readiness to Market Raw Material Delivery Adherence Logistics Costs Forecast Accuracy and Bias Supply Plan Adherence Aged and Off-Spec Inventory Inventory Plan Adherence Additional KPI s / Metrics should be investigated and added as the new S&OP process moves forward and matures. Alignment of KPI s / Metrics with compensations needs to be discussed. This was outside of the scope of the project for HCC although we encourage further discussion in this area. S&OP Technology Requirements & Data Hitachi Consulting will conduct a high level Current State Technology which will define the As Is status of the current S&OP Technology. The Current State Technology As Is definition will support the Hitachi Consulting Team in evaluating technology opportunities to support the new Client S&OP Process Framework. This is not to support a technology evaluation and selection project. Technology evaluation and selection will be covered under a different project. Hitachi Consulting will conduct a high level Current State Master Data Management which will define the As Is status of the current Master Data Management. The Current State Master Data Management As Is definition will support the Hitachi Consulting Team in evaluating master data management opportunities to support the new S&OP Process Framework. At the conclusion of the Technology & Date review, Hitachi Consulting and Client will determine agreed upon scope for future state enhancements and determine if additional project expertise will be required. Results: S&OP Master Data Management Plan (High Level) HCC conducted a high level Master Data Management review to identify the most critical elements related to MDM and the successful roll out of the new S&OP process. MDM discussions were held with members of the client s Master Data Team who were also part of the S&OP Process Excellence Core Team. The following recommendations were provided. Organization Establish a formal centralized data maintenance and governance group Define data management and governance roles and responsibilities Evaluate whether or not BW responsibility should reside in the MD management organization Process Revisit system security requirements and revise to meet the new S&OP process requirements Technology Bring in SAP Master Data Management expertise to assist with your effort Data Establish a trusted Master Data governance structure and process to ensure accurate, timely and accessible data for proper decision making Cleanse data to support the new S&OP process and ensure corporate wide program deployed prior to SAP upgrade Results: S&OP Technology (High Level) The objective of the technology assessment (SAP APO) was to provide a frame of reference of how APO currently supports the client s S&OP process and what issues will need to addressed to align APO with the new S&OP process. This was a high level assessment as a separate Technology Team will be established to take a close look at APO and other technology tools to support the new S&OP process. We were able to gain insight relative to this issues and challenges during the development of the S&OP Framework, SIPOC s and APO demonstration with the core team. Our evaluation will provide a Technology, Process, Data and Organizational view for each phase on the S&OP process. Organization Establish an SAP and APO training program in preparation for the SAP/APO upgrade Develop an in-house APO super user to support future S&OP process Consider engaging SAP/APO expertise to assist with your S&OP effort Process Define business requirements and operational processes for the future state S&OP process and implement simultaneously with the SAP and APO upgrade Technology Develop and utilize additional APO functionality (statistical forecasting, Supply Network Planning, gatp, ATP) Identify a financial tool to bolt onto APO to support S&OP (i.e. SAP S&OP on HANA) Data Establish a trusted Master Data governance structure and process to ensure accurate, timely and accessible data for proper decision making Cleanse data to support the new S&OP process and ensure corporate wide program deployed prior to SAP upgrade Revisit system security requirements and revise to meet the new S&OP process requirements Organization Change Management s Implementing a new S&OP program or upgrading an existing program is a Quad 1 change management initiative. Organizational structure changes, role & responsibilities changes, possible large-scale system changes, multiple process changes and a new set of metrics are all significant elements impacting S&OP programs. The Hitachi Consulting Team will work with the S&OP Process Excellence Team to develop an effective Change Management Program which will support both the short and long term sustainability of the S&OP Program. The Change Management Program will focus on our four disciplines of change management: Organization Landscape Learning Leadership & Stakeholder Commitment Communication

5 High level assessments identifying the most critical elements for change Results: S&OP Change Management A discussion concerning HCC s approach to Change Management was held with the VP Organizational Change Management. HCC s 4 Pillar methodology was reviewed during the meeting The methodology includes: Organizational Landscape Learning Leadership & Stakeholder Commitment Communication The client determined that they had enough knowledge and resources available to direct the Change Management activities for the project. No further specific discussions were held concerning HCC s assistance with Change Management. The HCC onsite team continued to offer guidance and recommendations concerning Change Management during the entire project. S&OP Project Enablement The S&OP Enablement phase ensures alignment with the strategic S&OP objectives of the program. S&OP Enablement is an initial implementation process which focuses on: 1) alignment of S&OP organization to strategic objectives; 2) developing a repeatable S&OP process incorporating industry KPI s. Activities: Organization Communication & Change Management Training Deployment Program roll-out, execution & monitoring Outputs: Communication Roll Out Organization Alignment, Training and Change Management Implementation of new S&OP processes framework Results: S&OP Enablement Plan An S&OP Enablement Plan was created detailing the process steps to launch the Enablement Phase of the S&OP project. HCC provided a template which was used to determine the preferred order of implementing the client s BUs on the new S&OP processes. Multi-dimensional criteria for evaluating BU readiness and ability to implement was discussed with the members of the S&OP Process Excellence Core Team. A best fit, prioritized sequencing of BU was determined. The Enablement Plan included: Enablement Preparation Client To Do s Training Roll Out Master Data Cleansing, Maintenance & Governance Technology Development Change Management About Hitachi Consulting Hitachi Consulting is the global management consulting and IT services business of Hitachi Ltd., a global technology leader and a catalyst of sustainable societal change. In that same spirit and building on its technology heritage Hitachi Consulting is a catalyst of positive business change, propelling companies ahead by enabling superior operational performance. Working within their existing processes and focusing on targeted functional challenges, we help our clients respond to dynamic global change with insight and agility. Our unique approach delivers measurable, sustainable business results and a better consulting experience. For more information please contact: Dave Dragon Senior Manager, Chemicals Practice Hitachi Consulting Hitachi Consulting is the global management consulting and IT services business of Hitachi Ltd., a global technology leader and a catalyst of sustainable societal change. In that same spirit and building on its technology heritage Hitachi Consulting is a catalyst of positive business change, propelling companies ahead by enabling superior operational performance. Working within their existing processes and focusing on targeted functional challenges, we help our clients respond to dynamic global change with insight and agility. Our unique approach delivers measurable, sustainable business results and a better consulting experience.

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