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II. Project Overview
Scope—Summary
Supply Chain Definition Matrix | Geography—Customer or Market Channel | |||||||
|---|---|---|---|---|---|---|---|---|
U.S. Retail Markets | U.S. Distributor Markets | U.S. Direct-to-Consumer Markets | U.S. OEM—Key Accounts | U.S. Government | U.S. Home Delivery | International | ||
Product | Food Products | X | X | X | X | |||
Technology Products | X | X | ||||||
Durable Products | ||||||||
In Scope—White Areas
In addition to the product lines and channels summarized in the supply chain definition matrix, other organizational, process, people, and technology performance drivers considered in scope include:
Relevant supply chain functions at corporate level and in business units
SCOR Level One metrics and specified shareholder metrics for profitability, effectiveness of return, and share performance estimated in Three SCORcards.
SCOR Level One, Two, and Three process types including PLAN, SOURCE, MAKE, DELIVER, and RETURN.
Technology architecture mapped to SCOR Level Three process types.
Physical locations for the U.S. food and technology products group supply chains, including four domestic regional distribution centers, four manufacturing plants that "MAKE" for the technology products group, three manufacturing plants that "MAKE" for the Food Products Group, raw material suppliers of resin, packaging, and live produce, and contract manufacturers for optical media, precooked food, and optical drives.
Specific product lines in scope for the U.S. technology products group supply chain are CD-ROM replication, fulfillment, and life cycle management; optical drives; and optical media. Specific product lines in scope for the U.S. food products group supply chain are fresh, frozen, and precooked.
Detailed market/customer channels in scope for the U.S. technology products group supply chain are all retail, including mass merchants/category killer, OEM, and distributor. Detailed market/customer channels in scope for the U.S. food products group supply chain are retail/mass merchant grocery; retail/independent grocery; retail/online grocery; and food service distributor.
Out of Scope—Gray Area
The product lines and channels are summarized in the supply chain definition matrix. Other organizational, process, people, and technology performance drivers considered out of scope of this project include durable products group, market/customer channels, and sales represented in international and current or planned acquisitions.
Business Objectives
Aligned with the Fowlers Critical Success Factors and Key Performance Indicator improvements for 2002:
Improve cash-to-cash.
Improve delivery performance.
Improve operating margin.
Develop effective supply chain knowledge management capability.
Improve utilization of Tier One ERP system to leverage capital investment.
Project Objectives
Set competitive performance requirements by supply chain. Create a SCORcard for each supply chain, as well as a consolidated enterprise SCORcard.
Identify gaps between current and desired performance.
Define the current material, work, and information flow for each supply chain, identify the disconnects/inefficiencies in the flows, and quantify the internal and external impacts of the disconnects.
Create TO BE material, work, and information flows for each supply chain, incorporating the high-level supply chain strategy and appropriate leading practices; addressing identified disconnects and closing or narrowing the identified SCORcard gaps.
Create and communicate a prioritized list of supply chain change recommendations to support a multiyear project portfolio of improvements.
Develop internal Fowlers competence in implementing SCOR projects in the future.
