Suuply Chain Department Brief

8/3/2019 Suuply Chain Department Brief

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Supply ChainSupply Chain

DepartmentDepartmentOpportunities and ChallengesOpportunities and Challenges


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Supply Chain OrganogramSupply Chain OrganogramShahab Shams

Supply Chain Manager

Over Seas Section Procurement Section Warehouse

Asst. SCM North

Asst. SCM South ERP Section

Commissary Section

Basheer uddin

Fareed

Ali Imran

M. Saqib AnsariImport Manager

Azfar Iqbal

Babo Lal

Anwar AliKarachi W/H

Naeem PuriLahore W/H

M. Naeem

Procurement officer.


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Supply Chain OrganogramSupply Chain OrganogramShahab Shams

Supply Chain Manager

South North

Anwar AliKHI W/H Inc.

MutahirERP coordinator

KishorReceiving Inc.

Naeem PuriSr. Mgr. W/H Operations

Awais SheikhERP Coordinator

Iqbal TabassumW/H operation Inc.

Rahat NaseemW/H Coordinator

AshokDispatching Inc.

Procurement Officer

Distribution Inc.


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StrengthsStrengths

Committed StaffCommitted Staff

Basic Process implementedBasic Process implemented

Will to excelWill to excel


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WeaknessWeakness

ERP awarenessERP awareness

Suppliers relationship Management.Suppliers relationship Management.

Payment ProcessPayment Process Payment on TimePayment on Time

ReconciliationReconciliation

Too much Fire FightingToo much Fire Fighting Facility development issuesFacility development issues


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OpportunitiesOpportunities

Management commitment for theManagement commitment for theSupply Chain Development toSupply Chain Development to

compliment growth in future.

compliment growth in future.

Burning platform for development isBurning platform for development isavailable.available.

Warehouse facility redesign andWarehouse facility redesign anddevelopment.development.

ERP interface for better controls.ERP interface for better controls.


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ThreatsThreats

The Supply Chain is not integratedThe Supply Chain is not integratedwith the business and facilitywith the business and facilitydevelopment not planned in linedevelopment not planned in line

accordingly.accordingly. Change Management for ERPChange Management for ERP

implementation from Operation, andimplementation from Operation, and

with in.

with in.

Balancing of Controls andBalancing of Controls andempowerments.empowerments.


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Action PlanAction Plan Supply Chain Orientation and understanding of issues. Mid FebSupply Chain Orientation and understanding of issues. Mid Feb

Steps to resolve suppliers Payment issuesSteps to resolve suppliers Payment issues

Backlog indexingBacklog indexing Mid FebMid Feb

Payment process improvementPayment process improvement ContinousContinous

Stock Monitoring process developmentStock Monitoring process development ContinousContinous

Department Structure development.Department Structure development. Mid FebMid Feb

Warehouse Improvement PlanWarehouse Improvement Plan End Feb.End Feb.

ERP implementation Plan for SCERP implementation Plan for SC End Feb.End Feb.


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First choiceFirst choice

for everyonefor everyone

Key Obj.Key Obj.

DevelopDevelop

a focused,a focused,

segmented &segmented &

differentiateddifferentiatedbrand portfoliobrand portfolio

Nurture a winningNurture a winning

corporate culturecorporate culture

with focus onwith focus on

Vision, Mission andVision, Mission andValuesValues

- Consumer - led MCR

- Supply Chain Mgmt.

- Cost Conscious Culture

- Caring leadership

at all levels

- A shared passion

for excellence

- Values in Action

- MRP as Best

Practice

- Speed, flexibility

- Empowerment

- Elim. outdated R, R,

P & P (complexity)

Market & ConsumerMarket & ConsumerUnderstandingUnderstanding

Product QualityProduct Qualityand Innovationand Innovation

Supply ChainSupply ChainManagementManagement

Excellent PeopleExcellent People& Common Sense& Common Sense

ReputationReputationManagementManagement

Gain volume & value leadership by positioning

viable brands in all consumer - relevant segments

VisionVision

Strive to meet stakeholders expectations

Drive consumerDrive consumer--

focused operationalfocused operational

excellence at MNH &excellence at MNH &

amongst our Valuedamongst our ValuedBusiness PartnersBusiness Partners

Drive w/c standards in products, processes & services

through passionate, skilled and confident people

No. 1No. 1

Transform MCR to perform with the

speed, flexibility and enterprising spirit

of an innovative, cons. - focused company

MissionMission

Strategic IntentStrategic Intent

EnsureEnsure

portfolioportfolio--

relevant pricerelevant price

management formanagement forkey stakeholderskey stakeholders

- MCR profitability

- Govern revenues

- Engage stakeholders

CSFsCSFs

BasicsBasics


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Transform MCR to performwith the speed, flexibility &

enterprising spirit of an innovative,consumer - focused company

Cost

Conscious

Culture

Cust.

Service

Culture

Vision

MCR Mission

MAOs

KRAs

Volume

We will satisfy our customer, by providing

them with the highest product quality in the region

at the lowest possible cost and in time.

No.1First choice

for everyone

Our Mission

People FocusOJT, Technical Training, Reward & recognition

Promising growthPromising growth

of 20% over theof 20% over the

year.year.

Control ofControl of

inventoryinventory uptouptooptimal levelsoptimal levels

Schedule &Schedule &

Manage theManage the

incoming shipmentincoming shipment

All theAll thecomplaintscomplaintsdealt indealt inamicableamicablemannermanner

Devise theDevise the

proactiveproactiveapproach toapproach toCustomer sCustomer sboth inside &both inside &

outsideoutside

Budget monitoringBudget monitoring

and Controland Control

Cost monitoring for theCost monitoring for the

divisions on ABCdivisions on ABC

methodmethodProactively control theProactively control the

cost structure forcost structure for

processes acrossprocesses across

supply chainsupply chain


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Our ApproachOur Approach

Training

Controls

Capacity Quality

Of work

Cost

CustomerSatisfaction

Volume

Basics

Supply Chain

Process

Review

BusinessDemand

Information

System

People


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M

P

SSupply Review

What ifs

NPD

Current Product Changes

Innovation, Special Project

Brands

New Activity Planning

Current Sales Trend

Logistics & Operation

Demand

Review BCP

3-12F/C tentative

0-3 F/C rolling

SC Review

IntegrationOverall review

FIN Review

S&OPMonthly

Review

Pre-S&OPFirm Sales Forecast

- Distribution Plan, FGS

Key Issues

What Ifs implications

Recommendations


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METHOD OF OPERATIONMETHOD OF OPERATION Rolling forecast implementation from DivisionsRolling forecast implementation from Divisions

Purchase monitoring with the Stock status situation.Purchase monitoring with the Stock status situation.

Monitoring on the month ending stock statusMonitoring on the month ending stock status

Monitoring of the incoming shipments and Max Stock Storage.Monitoring of the incoming shipments and Max Stock Storage.

Warehouse Storage management for the products (esp. FoodWarehouse Storage management for the products (esp. Food

Items & Bulky FMCG)Items & Bulky FMCG)

Review of the Distribution requirement for the divisions.Review of the Distribution requirement for the divisions.

Sales & Operations PlanningSales & Operations Planning


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RESPONSIBILITY MATRIXRESPONSIBILITY MATRIX

DivisionsDivisions

Item ForecastItem Forecast

Actual Sales figuresActual Sales figures

Forecast accuracyForecast accuracy

Marketing planMarketing plan

Promotions managementPromotions management

AOBAOB

Supply Chain Deptt.Supply Chain Deptt.

Supplies Replenishment.Supplies Replenishment.

Distribution Req. PlanDistribution Req. Plan

Picking accuracy andPicking accuracy and

timingtiming

Expiry controls andExpiry controls and

FEFO implementationFEFO implementation

Stock accuracyStock accuracy

AOBAOB


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Documents

Suuply Chain Department Brief