【正文】 al has recently worked to bring the divisions and functions together in discussions to improv。 L’Or233。al is a decentralized pany。al positions Culture 167。 L’Or233。 High emphasis on employee empowerment and openness 167。 Resources are encouraged to speak out and share their point of view. They are not looking for “Yes, men”, but rather dynamic people who will question, speak with conviction and improve the pany and products167。 L’Or233。al to perate the various teams/departments at the client site167。 L’Or233。al factories should focus on helping them gain an awareness of their impact on the L’Or233。 Product focused to a Sales focused pany167。 Marketing driven to a Customer driven anization167。al has been ineffective stocking customers shelvesOpportunityStrategic Change167。al Canada as a “Love / Hate” relationship. LOVE due to L’Or233。 Customers have bee increasingly demanding and stronger in negotiations167。al operates like a small business in that it is flexible enough to be able to launch a product in 6 month while PG can take over 2 years to launch a product167。 Health and Beauty is a growth industry167。 L’Or233。al Response Analysis? Total respondents: 2? Overall rating: Understanding 26Maturity Profiles – Enabling Processes Summary InnocenceAwarenessUnderstanding Competence ExcellenceL’Or233。al Response Analysis? Total respondents: 7? Overall rating: Understanding ? Range of responses: Innocence to Competence? Most disagreement regarding “Sales and Operation Planning” ? Standard deviation of on a scale of 1 to 524Maturity Profiles – Supply Planning Summary Innocence AwarenessUnderstandingCompetence ExcellenceL’Or233。 Assessed on a scale of “innocence” to “excellence” where excellence reflects the vision for leading practicesInnocenceAn anization that exhibits few or non of the leading practices monly adopted around strategy, process and support capabilitiesAwarenessAn anization that has a rudimentary, looselywoven set of petitive capabilities implemented。 A qualitative assessment of your operations from different perspectives167。 It is our understanding that the Forecast data provided is the last “corrected forecast” rather than the original forecast used to make procurement decisions. We would expect the real forecasting error would then be higher than the average +/32% calculated for the 12 L’Oreal Paris SKUs167。 12 L’Oreal Paris SKUs167。 Shipments data 167。 Month end inventory for January 2023167。 Customization and automation of the ATP search path by customer/product bination to determine whether alternate locations or alternate products can be offered to customers in cases of product shortages167。 Once L’Or233。 Once the order entry process has been reviewed, there may be a need to modify Sales Area configuration in SAP SD 167。 Do most customers have separate buyers / receiving docks by brand or would they prefer a more consolidated view of L’Or233。al factories to obtain more specific ATP dates (. ASNs) to share with customers167。 Implement consistent munication with customers . order acknowledgements, order status updates and customer satisfaction surveys167。al multiple times since separate orders are placed by brand. Some of the orders are consolidated using the transportation management system to ship to the customerOpportunityCustomer Service167。 L’Or233。 Product allocation is not being effectively used to ensure priority customers are satisfied first in cases of product shortageAvailable To Promise (ATP)167。al is “not close enough to it’s customers”, the “arrogant culture” prevents L’Or233。al is still struggling to achieve higher service levels167。 L’Or233。al and its customers have already mitted toProduct Harmonization167。al Canada does not yet have the process and infrastructure to fulfill this requestProduct Launches167。 The US factory is measured based on it’s ability to meet the US requirements instead of North America’s. This KPI further encourages the US factory to disregard Canada’s ordersVMI167。al’s global sales. Therefore, L’Or233。 Canada makes up only 3% of L’Or233。al USA (. Lanc244。 Implement an APS tool that includes VMI functionality and choose a pilot customer to model with before extending the functionality out to other customers167。 Beyond the forecasted amount stock could be allocated on a “first e, first serve” basis167。al Sales Companies to improve their forecast accuracy167。al Sales Companies’ forecasts. This would:167。al pany forecasts should be rolled up to a central supply chain group for global supply planning purposes. This would enable global fulfillment to match supply with demand10Supply Planning – Issues and OpportunitiesIssues OpportunityAllocation167。al panies to ensure customer service levels are the primary focus rather than factory throughput and costs167。al Canada a true sense of their ATP to pass on to their customers167。 Obtaining visibility to the plant’s production schedules to gain a better sense of supply plans and capacity constraints167。 Shortening frozen horizons167。 Once L’Or233。 Continue to rollout one of the newer L’Or233。 Collaborative Planning with the plants would involve L’Or233。al. Each L’Or233。al’s factories occasionally push excess stock to the DCs rather than trying to match customers’ requirements167。al does not obtain a real view of supply or capacity constraints167。al Canada must place orders far in advance, often before they are able to assess trends167。 Products lead times, safety stock levels, min/max levels are not reviewed on a regular basisFactory Constraints167。 The unconstrained forecast is the main input for developing the purchasing plan. Given L’Or233。 Sales Returns are at % (BIC is %) NOTE: We are paring L’Or233。 Inventory Writeoffs are at % (BIC for CPG is 2%)