Pere Joan Masso

𝐎𝐏𝐓𝐈𝐌𝐈𝐙𝐈𝐍𝐆 𝐂𝐔𝐒𝐓𝐎𝐌𝐄𝐑 𝐄𝐗𝐏𝐄𝐑𝐈𝐄𝐍𝐂𝐄 𝐈𝐍 𝐋𝐀𝐓𝐀𝐌 𝐓𝐇𝐑𝐎𝐔𝐆𝐇 𝐄𝐍𝐇𝐀𝐍𝐂𝐄𝐃 𝐂𝐎𝐌𝐌𝐔𝐍𝐈𝐂𝐀𝐓𝐈𝐎𝐍 𝐁𝐄𝐓𝐖𝐄𝐄𝐍 𝐂𝐔𝐒𝐓𝐎𝐌𝐄𝐑 𝐒𝐄𝐑𝐕𝐈𝐂𝐄 𝐇𝐔𝐁 𝐀𝐍𝐃 𝐏𝐑𝐎𝐃𝐔𝐂𝐓𝐈𝐎𝐍 𝐏𝐋𝐀𝐍𝐍𝐈𝐍𝐆 𝐓𝐄𝐀𝐌𝐒 𝐈𝐍 𝐒𝐎𝐔𝐑𝐂𝐈𝐍𝐆 𝐒𝐈𝐓𝐄𝐒 (PART 2️⃣ OF 2️⃣) Real case in LATAM In a project in #LATAM, the company faced challenges with #inventory_obsolescence and inconsistent demand forecasting, leading to #excess_stock and #delayed_deliveries. To address these issues, we implemented a cross-functional communication strategy between the customer service located in a hub and production planning teams in each sourcing sites. 📉 Results ✅ The customer service team provided regular updates on customer feedback and evolving market trends, while the production planners adjusted manufacturing schedules to better match demand forecast, theses actions helped to improve #customer_experience moving #OTIF indicator from 93.4% to 96.2%. ✅ This collaboration reduced inventory by 16.5% and #stockouts by 6.2 % . ✅ Furthermore, the company avoided the risk of slow-moving inventory by discontinuing underperforming products and reallocating resources toward high-demand items, thereby reducing the risk of obsolescence, improving #SLOB indicator by 6. 9 %. ✅ Key connection with the governance of New Product Introduction (#NPI) and phase out older product to align efforts and ensuring successful launches in the markets and to avoid obsolescence or inventory write-offs, reducing #DOS by 13 days. ✅ These actions triggered the implementation of new tools and technological developments such as: SAP, Power BI, #CRM and demand forecasting software. Cross-functional teams that included key players were essential for driving collaboration and aligning objectives. Continuous communication allowed these teams addressed potential supply chain bottlenecks before they affect the customer, ensuring a smooth order fulfillment process. These teams attended regular #accountability meetings to review indicators (attached). This ongoing collaboration enabled the company to proactively respond to any issues that may arise, ensuring that customer needs are consistently met. The synergy between customer service and production planning was the cornerstone of providing an optimal customer experience in LATAM. By improving communication and aligning inventory management with real-time demand data, we minimized the risk of slow-moving or obsolete stock while improving lead times and overall customer satisfaction, cost reduction, and deliver value, not only for the business but also for the customers we served. I am passionate about building strong relationships with different areas of the business in order to improve the customer experience and the financial results of the business, let's talk about how I can help the organization to build those strategic bridges. Alejandro Sánchez Zavala 📱 52 4422076495 📥 [email protected] Filiberto Cano

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🌟 Just a few weeks ago, I had the incredible opportunity to share some insights on resilience and adaptability in Supply Chain! 🚀 With this in mind, here are four key strategies that emerged: 🤝 Collaboration with key suppliers 🌐 Supplier diversification 🔄 Adaptive processes 📦 Capacity flexibility (Production, Logistics, Warehouse) Let's continue to innovate and strengthen our supply chains together! 💪 #SupplyChain #Resilience #Adaptability #Innovation #Logistics #Warehouse #Collaboration

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Is Supply Chain Management an art or a science? A mix of both, do you agree?😁 What else would you add here? Let me know your thoughts 💭. ——— 👍🏽Follow Christopher A. Saavedra Tam for more content like this. ♻️Share with colleagues and friends. 💡 Let me know which other topics you would like to discuss. #logistics #supplychain #maritimeindustry #supplychainmanagement

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Because a demand planner is not the same as a supply planner... This infographics shows a comparison between demand and supplier planners as follows: ✅ Part of 👉 Demand Planner: S&OP/ IBP (Integrated Business Planning) or in any other planning level 👉 Supply Planner: S&OP/ IBP (Integrated Business Planning) or in any other planning level ✅ Focus 👉 Demand Planner: prediction of the future demand 👉 Supply Planner: optimization to accomplish demand plan ✅ Team 👉 Demand Planner: supply chain or commercial or finance or independent (growing %) 👉 Supply Planner: supply chain ✅ Stakeholders 👉 Demand Planner: CEO, marketing, sales, new product introductions, finance, supply planning 👉 Supply Planner: manufacturing/ operations/ production, materials, procurement, finance, demand planning ✅ Approach 👉 Demand Planner: top-down 👉 Supply Planner: bottom-up ✅ Perspective 👉 Demand Planner: ship to (customer) 👉 Supply Planner: ship from (location) ✅ Data 👉 Demand Planner: uses models to predict demand; POS data, shipments, orders 👉 Supply Planner: uses models to optimize capacity, resources, inventory ✅ Demand 👉 Demand Planner: unconstrained demand 👉 Supply Planner: turns unconstrained demand into constrained demand ✅ Metrics 👉 Demand Planner: FVA (forecast value added), forecast accuracy—a common metric is MAPE 👉 Supply Planner: OTIF (on time in full), fill rate, lost sales, inventory turnover ✅ Impact on the Financials 👉 Demand Planner: revenue (top line) 👉 Supply Planner: cost (bottom line) Note: late shipments or shortages can also impact the top line Any other aspects to add? #supplychain #salesandoperationsplanning #integratedbusinessplanning #procurement

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Because there's confusion 🙄 all around these metrics in supply chain... This infographics shows 10 misunderstood 🧮 metrics that every supply chain professional should know: ✅ 1️⃣ OTIF (On Time In Full) or DIFOT 👉 Meaning: shows how many orders are delivered on time in full. 🧮 Calculation: (Number of On Time In Full Deliveries/ Total Number of Deliveries) X 100 ✅ 2️⃣ Inventory Days of Supply 👉 Meaning: shows how many days of sales we are keeping in inventory 🧮 Calculation: Units in Inventory/ Units Sold per Day ✅ 3️⃣ Net Promoter Score 👉 Meaning: measures customer satisfaction and loyalty 🧮 Calculation: (Number of Promoter Scores/Total Number of Respondents) - (Number of Detractor Scores/Total Number of Respondents) ✅ 4️⃣ FVA (Forecast Value Added) 👉 Meaning: measures whether a step in the forecasting process improves forecast accuracy 🧮 Calculation: Forecast Error Baseline – Forecast Error New A positive result means higher forecast accuracy. ✅ 5️⃣ OEE (Overall Equipment Effectiveness) 👉 Meaning: measures the percentage of manufacturing time that is productive, 🧮 Calculation: A X P X Q ❓ Where: A = availability = Run Time / Planned Production Time P = performance = (Ideal Cycle Time × Total Count) / Run Time Q = quality = Good Count / Total Count ✅ 6️⃣ Takt Time 👉 Meaning: measures the rate by which a manufacturer must complete a product to meet customer demand 🧮 Calculation: Potential Production Hours/ Units Required (Customer Demand) ✅ 7️⃣ Cash to Cash Conversion Cycle 👉 Meaning: measures the number of days from the investment in raw materials until the company makes money from that investment 🧮 Calculation: Days of Inventory Outstanding (DIO) Days of Sales Outstanding (DSO) – Days of Payables Outstanding (DPO) ✅ 8️⃣ ROCE (Return on Capital Employed) 👉 Meaning: shows how the company is using the capital employed 🧮 Calculation: (EBIT / Long Term Debt Equity) x 100 ✅ 9️⃣ Market Cap 👉 Meaning: measures the total value of a company’s shares of stock, being indicative of supply chain performance 🧮 Calculation: Shares Outstanding X Stock Price ✅ 1️⃣0️⃣ Cost to Serve 👉 Meaning: shows the costs of fulfilling the demand of a product or service for a customer 🧮 Calculation: all the fixed and variable costs needed to get the product to the customer 🗒️ Note: Note: it does NOT include research, marketing or other indirect costs. Any other confusing metric to add? #supplychain #salesandoperationsplanning #integratedbusinessplanning #procurement

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