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Operations and Supply Chain Organization Dirk Poelman– Chief Operations Officer Operations at Barry Callebaut 1 Agenda X Operations and Supply Chain Organization X Vision X Organization X Flow and Footprint X Continuous improvement X One+ X Quality X Strategic equipment sourcing X Investments X Pr ocess and technology development X Sales and Operations Planning X Raw material optimization X CSR X Advantages of BC 2 OSCO Vision RdRespond to the bibusiness requirements in the most effective and efficient way 3 Strategic Pillars X Flow and footprint optimization to achieve lowest cost of goods sold X Continuous improvement X Process and technology development X Sales and Operations planning X Raw material optimization 4 OSCO organization COO Process & Technology OSCO controlling Development Project Analysis Continuous Strategic Improvement Planning OSCO Western OSCO Eastern Supply Chain Supply Chain OSCO Americas OSCO Asia Europe Europe Cocoa Cocoa Regional OSCO Director HR QA Director Central planning Logistic s Region Region Site manager Production/ Maintenance Supply Chain HR Manager QA Manager Department Managers Manager Manager Flow and Footprint 6 Truly global manufacturing footprint with 40 production facilities in 26 countries worldwide Thimister, Belgium Chekhov, Russia Lebbeke-Wieze, Belgium Heule-Kortrijk, Belgium Nuth, The Netherlands Zundert, The Netherlands Banbury, UK St. Albans, VT, US St Helens, UK + Kagerod, Sweden Chester, UK Pennsauken, NJ, US St. Hyacinthe, Canada Lodz, Poland Eddystone, PA, US Louviers, France + Robinson, IL, US + Meulan, France Dijon, France + American Canyon, CA, US + + Dübendorf, Switzerland Norderstedt,,y Germany Tsukaguchi, Japan Verbania-Intra, Italy Zuzhou, China Abidjan Zone, San Sisto, Italy Monterrey, Mexico Ivory Coast Vic Gurb, Spain Toluca, Mexico San Pedro, Alicante, Spain Ivory Coast + Port Klang, Malaysia + Douala I, Cameroon Singapore, Singapore + Tema, Ghana Ilhéus, Bahia, Brazil Extrema, Minas Gerais, Brazil Cocoa processing factory Chocolate factory Integrated cocoa & chocolate factory + Expansion of new lines in the last 2 years 7 Advantages of our factory footprint X Focused factories allow us to produce a wide range of products with limited complexity Cocoa: X Origin factories focussed on access to the beans with limited product range X Cocoa sites in consuming countries focussed on blending of different origins and service to the customers X Integratedfd sites focussed dh on the cocoa requirements f or the chocolate Chocolate: X Specialties (like white, nuts products etc.) are centralized in a limited number of sites per region X SddStandard products are proddduced close to the customers and are used for capacity balancing 8 Advantages of our factory footprint X By operating as a network we can make full use of the economies of scale X Not all processes are done in each site X Lines can be dedicated to specific product types X In a network it is easier to create back-up in case of problems X Interchangeable products X Flow and footprint optimizations X Footprint studies are done to determine the optimal location for capacity extensions X Flow optimizations are implemented between regional & strategic planning 9 Supporting growth while staying cost leader X Capacity increase (compared to 2008) +25% +21% Liquor Pressing +22% Chocolate liquid 2008 2011 X Headcount evolution (factory headcount excl consumer) +3% 3.538 3.531 3.528 3.185 2007 2008 2009 2010 10 An efficiently utilized manufacturing footprint in all production steps Evolution of our capacity utilization 92.2% 91.0% Cocoa grinding 93.7% 88.6% 91.1% 90.1% 82.2% Cocoa pressing 93.9% 79.4% 82.6% Liquid chocolate 89.1% 81.2% 2006/07 2007/08 2008/09 2009/10 11 Continuous Improvement 12 Continuous improvement One+ X Main Objectives X Install a common process and way of working for the group To improve the efficiency and the effectiveness To improve transparency and interchangeability To facility the rotation of people between sites and functions X Create a pool of people that are ready to take over line functions Get to know the (production) processes Get to know the plants and the people Experts in the continuous improvement methodomogy X Implementation. X Supported by an external specialist (on the job training) X First focus on the plants: Finalized 3 pilot sites (US, France and Japan) Started with the wave 2 plants (Belgium, Malaysia & US) X Next steps: Widen the scope to other processes and other functional areas X Results achieved X Yearly savings of about 4 mio Euro for the 3 pilot sites 13 Continuous improvement One+ The methodology is focussing on a set of improvement levers, to achieve a performance driven organisation IMPROVEMENT LEVERS • Improve process knowledge • Implement a systematic approach and usage of tools • Close monitoring of process performance • Systematic Root cause analysis •Mental switch towards • Implement Group Best practices performance focus in a • Clear ownership per process (steps) structured and systematic way SUSTAINABLE RESULTS • Install common KPI system and usage •More transparency and • Install performance oriented management predictability in results Financial meetings • Facilitate fact based decision making and •Moving from status quo/re- Operational follow up activeness to pro-activeness Cultural • Ensure common view on performance, top down & bottom-up • Increase cross functional way of working • Boost management skills and leadership at different levels and management visibility/involvement with the shop floor • Resolve cultural and historical issues • Reinforce competences in the organisation 14 Continuous improvement One+ Summary of progress at American Canyon One year ago… Today… X No ‘real’ root cause analysis X RCAs are done several times per week X We had bad meetings but didn’t know it X We know what a good meeting looks like X Managed from lagging indicators X KPIs are looked at daily & challenged X Production results not being challenged X A better understanding of OEE and its components X Maximizing production capacity X Little visibility to hidden production losses X Better control of the operation and faster X New team with potential, but little reaction to problems structure 15 Continuous improvement Quality X Background: X Quality requirements in the market are changing X BC wants to be leading from a quality point of view X Implementation X BRC certification and site audits Strenghtening of the internal audit team Sharing of issues and best practices Training X Better separation on existing lines to avoid contamination X Investments X Increased awareness X Results: X 29 sites are BRC certified 16 Continuous improvement Strategic equipment sourcing Through data analysis, interviews and workshops with the sites, the following main levers that will drive the savings for the technical spend were identified: Proposed levers Advantages X Create spend transparency. X Full spend in scope Æ Leverage global buying power X Central repository for spend-data & site- needs X Spend consolidation and supplier reduction X Launch centrally led sourcing initiatives (focus and maximize synergies across all on common categories across sites). si/ites/countr ies X Increase Low Cost Country Sourcing lever for X Realize significant benefits for standard technical goods. goods with high volumes across the X Leveraggpe best practices & technical knowledg e comppyany between sites. X Standardize throughout the company and X Incl revisiting & standardization of realize TCO benefits (rather than focus on technical specs. transactional cost) X Evolve towards partnerships with key suppliers. X Ability to tackle processes behind purchases Results achieved in 2010/11: Average 11% reduction on equipments in scope. 17 Continuous improvement Investments X Different types of investments in the plants X Cappyacity extensions: about 20 – 40% deppgending on req uirements New factories New production lines Upgrading of existing lines ( new technolo gy) X Replacements: about 20 – 25% Replacement of outdated equipments Upgrading of equipments and lines X Cost reduction: about 20 - 25% Automation Energy saving projects Efficiency improvements X Quality improvements: about 10% Plants and production lines Products Analysis equipment X Health and safety improvements: about 5% 18 Investments support the growth of our business In CHFm Additional growth IT 5% Upgrade / efficiency gains on existing sites Maintenance 4% 250 3% 3% 3% CAPEX as % of sales 170 153 144 145 115 2005/06 2006/07 2007/08 2008/09 2009/10 FY 2010/11 19 Process & Technology Development 20 Engineering X Main focus: Doing more with existing equipment Some examples: X High speed refining X Continuous conching and Salvator conching X High efficient hydraulic groups for presses X Making production processes more energy efficient Some examples: X New bean breaker Æ 20 – 25% reduction in gas consumption for roasting X Heating, cooling, heat recuperation etc. X Output improvements as mentioned above X Imppgpyroving process yields X Low investment greenfield plant X Compact design X Modular build-up 21 Sales & Operations Planning 22 Sales and Operations planning X Main objectives: X Achieve the required internal and external service levels (98% OTIF) X Manage capacity utilization (80-85% for chocolate – 90-95% for cocoa) X Reduce the stock coverage year-on-year X En hancemen t of the regional S&OP processes X Improved communication X Better forecasting X Global S&OP X Align interregional flows X Report global inventory evolution and capacity utilization
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