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Strategy

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by

Anna Steinhoff

on 16 September 2013

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Transcript of Strategy

Strategy
KPI´s of
Purchase
& related processes
Rejection components:
3,1%
Trio PET PLC – Quality: Poor

Delivery reliability suppliers:
94,7%
Trio PET PLC - Agreed delivery reliability: 94,0%
Seitan Vitamins - Agreed delivery reliability: 90,0%

KPI´s of
Operations
& related processes
Cube utilization raw materials warehouse:
94,9 %

Capacity: 900 pallets
Usage: 854 pallets




Availability components:
99,4 %
Strategy
Approach
Goal
Goal
Approach
Approach
Goal
KPI´s of
Supply Chain Management
& related processes
KPI´s of
Sales
& related processes
Cube utilization finished goods warehouse:
66,7%
Capacity: 1.500,00 pallets
Usage: 1.001,00 pallets
Cube utilization
raw materials warehouse:
90,0 %

Cube utilization
finished goods warehouse:
83,4 %
Cube utilization raw materials warehouse
• decrease utilization rate
• increase intake time
• decrease stock in the raw material warehouse

Cube utilization finished goods warehouse
• reduce pallet locations (finished goods)
1.200,00 pallet locations
• increase utilization rate up to 80-90 %

Production plan adherence:
80,4%

Production plan adherence
• increase availability of components for production (purchase)
• decrease overtime on the bottling line (production plan)
• changeover time SMED (Single Minute Exchange of Die)
• set intake time
• breakdown training


Production plan adherence:
90,0 %

Mission
Vision
Rejection components
<1%

Delivery reliability suppliers:
=<95,0%

Rejection components
Increase quality of packaging by hiring new suppliers
Increase tolerance of bottling line



Delivery reliability suppliers
Choose supplier with higher reliability of supply
Increase safety stock
Stock components:
4,2 weeks
Availability components:
Ensure that delivery is more reliable

Stock components:
Decrease safety stock (only Pack 1 Liter) 1,0 week

Availability components:
100,0 %
Stock components:
3,8 weeks
Contents
1. Mission
2. Vision
3. KPI´s and Finance
4. Purchase
5. Operations
6. Supply Chain Management
7. Sales
8. KPI relationships
9. Strategy
Gross margin (customer):
•Gross margin will increase

Obsolete products:
•decrease inventory levels
in the outbound warehouse


Gross margin increase
5%

Obsolete products:
7,0 %

Service level outbound order lines:
95,0 %

KPI´s and Finance
Approach
Goals
Service level outbound order lines:
•service level in line with performance
and performance in line with agreements

Business:
Production of fruit juices

Customer:

Retailer, gas stations

Customer value:
price, quality, service, delivery reliability

We stand for:
high quality, good service, delivery reliability

We believe in:

Sustainable, ecological friendly
and fair trade products, fair employee management

Business in future:


Core business production
of good quality fruit juices

Development:
New image, better cooperations with suppliers, focus on substitute products
and on customer wishes

Growth:

Continue developing of existing products,
find new products

Dream:
High quality fruit juices for a healthy world

Rejection components

Delivery reliability suppliers
Purchase
Operations
Supply Chain Management
Cube utilization raw materials warehouse

Cube utilization finished goods warehouse

Production plan adherence
Availability components

Stock components
Gross margin increase

Obsolete products

Service level outbound order lines

operative:
"Return on Investment" will be
positive
tactical:
"Return on Investment" is expected to increase by
5,0 %
strategic:
"Return on Investment" is expected to increase by
10,0 %
KPI relationships
Sales
KPI- Obsolete products:
8,1%
KPI-Service level outbound order lines:
92,4%
Full transcript