Professional Documents
Culture Documents
DRIVE
PROGRAM
SEMESTER
SUBJECT CODE & NAME
BK ID
CREDIT & MARKS
Q.No
1
WINTER 2015
Marks
Total Marks
10
stock-outs avoided.
The study revealed a complex situation, one that wasn't susceptible to a "quick fix", Van Schoor
says.
Demand factors
The ethnically and demographically diverse South African market is one of the world's most
complex and fast-changing. Van Schoor cites economic growth, more disposable income in new
hands, changing and upgrading tastes, new product development and new routes to market
among the factors that influence demand for SABMiller's products.
Add to that big events such as the British Lions tour and the 2010 World Cup, and climate
change, and the picture becomes more complex.
"Our brands are the same as any other brand, especially those at the luxury end," says Van
Schoor. "If the customer comes into the shop and can't find our product, he or she has the
disposable income and self-confidence to substitute our brand for our competitors'. That's
dangerous."
Van Scoor says the group has a average stock availability target of 98%. "But for some premium
brands the target is 100%," he says. That means it will live with excess stocks of some products,
just to ensure that a thirsty customer can get his or her favourite drink, every time.
Maximise profitability
But SABMiller also wants to maximise its profitability. To do all this it must integrate information
from a lot of sources. These include sales forecasts for about 2,600 SKU locations or depots for
the brewing division and 3,100 for the soft drinks division, as well as planned promotions data
from the marketing and promotions division, as well as cost and production data, among others.
These data must then be converted into raw material purchases, manufacturing scheduling,
distribution and stockholding plans for 12 factories (seven breweries and five soft drink plants)
and three tiers of distributors, broken down into between 70 and 80 stock-keeping units (skus) for
the brewing division and around 270 for soft drinks.
And all this must be optimised for profit.
"There is inherent volatility of demand in the soft drinks business because of seasonal change,
but less in the beer market," Van Schoor says.
Even so, improving the accuracy of demand forecasts and schedules and integrating them to
boost profitability was too complex for SABMillers demand forecast and supply system. The inhouse system, developed over years, had most of the usual problems associated with legacy
systems: it was inflexible, complex, hard to communicate with, and hard to integrate with newer
systems, Van Schoor says.
Integration with SAP system
After a global search, SABMiller settled on Infor's advanced supply chain management system, in
particular Infor's demand forecasting system. This takes information from modules of SABMiller's
SAP enterprise resource management system, integrates them with sales forecasts from the
field, and feeds back to the manufacturing resource planning system and financial systems to
generate production schedules, raw materials orders and volume and financial forecasts.
This will let SABMiller make any of its products in the most cost-effective location, given the local
demand, manufacturing, transport and inventory costs.
It will also increase its flexibility in responding to changes in demand. Products will no longer be
made only in a single plant to optimise production runs, but, based on more holistic data, in the
plants that optimise overall profitability.
This flexibility also gives the company greater cover to handle factory downtime and to meet
rapid changes in demand.
But some parts of the legacy system will still be around. "We are keeping it to manage the return
and reuse of empty bottles," Van Schoor says.
But even that data will go into the Infor system so that it can create production schedules down to
tank, line and minute accuracy.
This attention to detail is part of the SABMiller ethos. Measurement and numbers are integral to
the company culture. Van Schoor says the Infor system will be tested in three ways: on its
"theoretical" answers, against actual results, and against causal factors that may have influenced
demand and supply.
Van Schoor says the $1.2m the firm spent on Infor licences was about 60% of the total project
cost. But this could be a drop in the ocean if the company adopts it worldwide. And interest from
group firms is high.
"We have used expertise from all around the group," Van Schoor says. "One of the best people
on the project came from our European division, and we have lots of others keen to know how we
do."
(Source : http://www.computerweekly.com/feature/Case-study-SABMiller-revamps-supply-chainmanagement)
Why did SABMiller revamp its supply chain? Describe the domain application used for SCM
integration?
10
Analysis of the major and minor issues for 5
revamping the supply chain with evidence
10
4
Description of the main issue(forecasting
process needed to change), forecasting
challenges
4
Evaluation of the collaborative forecasting
process
Evaluation
2
Conclusion on whether the solution could
be improved or not
Explain the risk management and its various components
10
10
2
2.5
1
2.5
Why redesign of layouts may be necessary? List the differences between product and process
layout
5
10
Listing of reasons why resdesigning of
existing layout is required
5
Listing of any five differences
Note Please provide keywords, short answer, specific terms, specific examples and marks
break - up (wherever necessary)
Note Answer all questions. Kindly note that answers for 10 marks questions should be
approximately of 400 words. Each question is followed by evaluation scheme
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