Διοργάνωση: Επιστημονική υποστήριξη: Achieving Excellence Together

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2 About unilever Unilever is one of the world s leading suppliers of fast-moving consumer goods. Our products are sold in over 190 countries and used by 2 billion consumers every day. TURNOVER OF 49.8 BILLION AT END OF ,000 2

3 About ELAIS - UL Hellas 3

4 About S&OP in ELAIS UL Hellas Launched in GR in 2006 and updated in 2010 (change in structure CM team part of CD + full meetings) Forecast process in our company starts in previous year (like now for 2015) with a Business Plan Per SKU / per month SU s take the initial input for next year As regards time horizon for S&OP in GR, 18 months rolling, however focusing at current running year. S&OP is about using a future view of the business to inform the decisions we make today. Truth as we know it. 4

5 About ELAIS - UL Hellas ELAIS Rentis Gastouni ~ 70 SU s & Co-packers Rentis Shimatari HO - KIFISSIA HC: Lndry / HHC PC: HAIR, ORAL, SKIN, DEOS FOODS: Chilled, Oils,.. FOODS: Ambient IC FS 5

6 A high level overview of E2E S&OP process Supply Review MSO Activity Planning Demand Review Volume to Value Sub BT Trade-off Business Team Trade-off Activity Planning Week 1 Week 2 Week 3 Week 4 Week 1 Activity: DP,CD, MKTG, FI. Activity plan review (updates on National and customer specific activities) Demand: DP, CD,MKTG, FI. Finalise volume forecast (including baseline) Forecast in Category level Planner brakes down using system/history. Risk & Opportunities review. Supply Review: SU response to Demand. Volume 2 Value: Volume is translated into value Sub-Trade: Gaps identification (category based) Risk & Opportunities input to BT Business Trade: Company gap identification actions to close the gap 6

7 Elements that make up the volume forecast Baseline Demand Planning Promotions - Brand Driven Promotions - Customer Driven Innovations Mktg CD Mktg Listings and De-listings CD Market Intelligence including competitor activity Mktg Price changes Mktg Cannibalisation All 7

8 Systems landscape Actuals S1P Demand Planning Supply Planning Volume APO Advance Planning Optimizer MSO s, SU s BPC (cash up tool) MSO s - Finance 8

9 Achievements (1) Stock levels: Obsoletes: KPI s 13 DOH over the last 4 years more than 25% improvement More than 50% reduction (finished products only) over the last 4 years Stock Availability: Consistently above 99% (>99%) although the pressure in stocks and Obsoletes OSA: Forecast: 97,5% over 550 BPS improvement over the last 3 years from 10% 5 years ago to -1,4% last year and now on 0,1% 9

10 Achievements(2) S&OP it is NOT a process, Other: it is the way we run the business. One Plan One Target Cross Functional team Common Calendar Common agenda If implemented properly it is the way to simplify business, increase integrity, visibility and transparency 10

11 Lessons Learned Senior leadership commitment Needs clear KPI s to continuously measure & control Clear Accountabilities Sales : Short term Mktg : Long term SC : Guardian and process owner + baseline FI : BTO + gap breaching Changing peoples mindset. As a business we are accustomed to looking and planning in the short term. Now we need to be looking further out to the horizon managing the business rather than managing the day-to-day 11

12 Next Create the Most Competitive Supply Chain for the Future High Level forecast Quality MSO focus on Demand o Ex. Inno and Promo Planning SU s focus on Supply 12

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