Project Charter - NKA Line Fill Rate

Opportunity SWAT Tasks

High
Review the following existing process and firm up the revisions to the
decision panel

Impact
Manufacturing
Forecasting / Demand planning
Supply planning
Low Order taking
Delivery
Difficult Ease of Implementation Easy
Sponsor & Proposed Team
Project definition SWAT Team for ALL 3 days :

• Improvise NKA forecasting with improved stock availability • Planning team

and finalised NKA catalogue. • NKA team including ZKAM
• Drive Fill Rate case & line basis • Logistic team including cluster logistic
• zone wise volume contribution • Shared service team
• Fill rate loss contributing SKU’s • Transformation team
• Servicing of ARS PO’s, CO2 cylinders
Members needed for Day 3 – (summing up of decisions + way fwd)
Project Team members

Timeline Alignment with BU

• Pre SWAT – 29 Jan 2019
• Swat Kick off meet – 3 days : 05, 06, 07 Feb 2019 Support Team: Anand HL, Chiranjeevi, Jainender, Md Iqubal Khurshid, Charubala
Support team will finish the Pre-work & send a pre-read a day before
• Decision day : 14 Feb 2019 the meeting + be available through the week for further help, if required.
Getting Ready for DSSA (Disrupt, Simplify, Standardize, Accelerate)

Pre work for workshop - hyper collaboration with SWAT team members:
• Capturing voice of business stakeholders across touch points
• Value chain analysis emphasizing critical deliverables across the chain
• Mapping of all business process impacting NKA fill rate
• Data analytics of 2018 data set and prioritizing critical areas

Team members:

Planning Alok Sharma, Anand H L, Kishore KhannaL, Vikas Kumar

Key Account Abhishek Gupta, Rohit Guleria, Pallavi Agarwal, Nanduri Srinivas, Venkat Raman
Ojha, Sunil Devarasetty
Logistic Umesh Madhyan, A Senthil, Tarun Sawhney, Rajeev Singh, BN Sarkar, Chiranjeevi
Conrad Malhiers, Mahesh Bailur, Faimid Sattar Kazi
Transformation Sathish Narayanan, Jainender Jain
SWAT – NKA Fill Rate
Disrupt Standardize Simplify Accelerate

• For common pack Fresh

• Minimum Batch Size agreement
production of SKU should not
at line level for season / off-
be put on hold if freshness
season to be reinforced for
<70% with defined liquidation
Manufacturing MSBF
policy

• Mid month (before 2nd week

• Forecast accuracy against PO at Thursday) forecast tweaking • Promotion plan early visibility 6
channel level with split of NKA, shall be done based on weeks before KO Qtr end for
LKA & premium requirement from ZKAM next Qtr plan for B2C
Forecasting keeping monthly number same

• For common pack Fresh

production of SKU should not • NKAM/ ZKAM empowerment
be put on hold if freshness for liquidation
<70% with defined liquidation
Supply planning policy

• Frequent change in MOP. Policy

• Consistency of promotion &
• Separate PO & multiple GRNs to to be designed to minimize MOP
Volume commitment to
be pursued with customers for changes
customer for promo budget and
Single Source SKU (MT) • Instead of 7 days, 14 days PO lead
volume commitment
Order Taking time for Single Source SKU’s (MT)

• Separate Supply Network • Stock Reservation on Forecast

• Schedule phasing to be given by
(Deployment Plan) for Single with delivery schedule (MT)
customer for bulk PO for
Source SKU (MT) • Dispatch on NKA customer
configuring appointment
• CO2 Refill outsourcing through based on 70% freshness as per
Delivery central procurement for NKA
through SAP
Label
Outcome expected – NKA Fill Rate

Improved Fill rate & additional sales opportunity

Improved Forecasting

Flexibility in Supply Chain Case Fill Rate Line Fill rate Volume
Improved 96% 90% 0.38MM pc
Stock reservation Stock
availability
Estimated 140MM on NR opportunity (30MM OI impact)
Separate Supply Network
NKA Catalogue Finalization & MSBF
Fresh stock production
NKA Catalogue NKA MSBF
Finalization Finalization
Promo consistency

Improved promo visibility Improved

consistency
Policy on MOP change in Front  Reduced inefficiency
End 20MM INR cost
Bulk PO phasing from customer
saving opportunity

Single source SKU’s Lead time  Wave 2 to be initiated