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? Accenture 2001 …and identified their plan of “value attack” Analytical processes were used to determine the inventory levels Once we identified the inventory drivers, we were able to use many different “levers” to improve overall performance Wet Products KPI Reporting Wet Products Target Inventory Management Improved demand forecasting capability decreased inventory levels at the Terminals… …and improved the replenishment “Hits Misses”… …resulting in sustainable inventory reduction savings of greater than US$60 million Significant supply chain improvements were realized Comparison of savings against other inventory projects Thursday’s Agenda Thursday’s Session Case Study Approach using Client examples Logistics Management – Moving from Push to Pull Adam Excellence in Downstream Retail Ken Preventative Maintenance Ames MRO Procurement Adam Impact of Market Maturity on Retail Objectives Downstream Retail Framework Conceptual Retail Organization Conceptual Retail IT Infrastructure Thursday’s Agenda Thursday’s Session Case Study Approach using Client examples Logistics Management – Moving from Push to Pull Adam Excellence in Downstream Retail Ken Preventative Maintenance Ames MRO Procurement Adam * Page : * * $ Savings (US Millions) 200 150 100 50 250 - 1998 1999 2000 2001 2002 Year Pioneering Progressive Basic Closing KPI Performance Gaps… 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Inventory Turns Terminalling Costs Distribution Costs Product Returns Refinery Reliability … would generate benefits US$600 million Terminalling 12% Distribution 7% Returns 1% Refinery Reliability 20% Inventory 60% Stock to cover variations in supply and demand Stock below draw off Actual oscillations in inventory Difference between performing to target and actual Storage Tank Heel Safety Stock Area of Opportunities Cycle Stock Unleaded Gas Inventory and Days Cover by Day by the End of April 30, 1999 Safety Stock Model for Unleaded Gas Average Inventory Target = Safety St