Supply Chain Blog

FMCG/Pharma S&OP; a healthy obsession?

Posted by Christian Cusworth on Tue, Aug 24, 2010

Reading through commentary and professional opinion on the subject of S&OP, best practice processes, its alignment to ERP etc, it’s pretty clear that raving about the importance of embedding S&OP will always grab popular support and light applause. It’s a little like election hopefuls pledging extra funds to the health service and to lower taxes. I am as guilty as everybody else on this one. The less prominent message seems to be the given that the businesses Order to Cash processes are robust and responsive enough, not only to execute the S&OP plan but to deliver it at low cost and to the maximum level of customer service. Following a week in Central Eastern Europe discussing Supply Chain issues with a number of multinational businesses, I have decided to put down my S&OP drum for a few weeks. (was that a distant hurrah !) – and pick up on some current issues around cash flow and customer service. The following series of blogs will look at some common faults in order to cash processes and how they can end up costing the business far more than first thought if not addressed. Over the coming weeks I will look at some practical solutions that could deliver great results. If any of the below targets touch a nerve – keep track of our updates over the next few days :

  • Providing accurate information to customers (eg delivery / availability)
  • PCO/CCFOT or equivalent order fulfilment/case fill KPI improvement
  • Invoicing accuracy & timeliness (working capital benefit)
  • Clear definition of internal roles and responsibilities across the OTC process
  • Transport cost reduction
  • Streamlined Order capture and more efficient working
  • Sales force automation
  • Organisation re alignment (automation / improved ERP utilisation / freeing up time for customer focussed activities particularly in sales)

After all business is primarily about customers and cash ?

Order to Cash

Tags: CEE, S&OP, Forecasting & Demand Planning, Order to Cash

More on FMCG Sales Director Publicly Thanks Supply Chain Colleague!

Posted by Dave Jordan on Tue, Aug 24, 2010

Ouch! Did I touch a nerve there? I think I did judging by the reaction but a good debate is always worth having. I have been challenged to expand on my top ten moans and explain precisely what I mean and why the criticism is not always fair. Here goes then!

  1. They are always late with Innovations.

    Networks are always notoriously tight and once commitments have been given to customers the launch dates become cast in stone. The problem arises when the artworks are not in place in time or the language translation on a pack is not quite right. Inevitably this delays the arrival of the product while the launch date stands.

  2. They lose sales as they do not have the right stock in the right place.

    Supply Chain people do not guess what stock should be in place. Stocks are (or should be) placed against an educated forecast based on knowledge of market demand. While this is a joint responsibility nobody should know a customer demand signal better than the Sales and Marketing teams. Forecasting in FMCG is usually poor.

  3. The first answer is always “no”.

    Maybe because the best answer is “no”!
    I have seen many examples where Supply Chain people have succumbed to pressure and agreed to a change in plan and then they have lived to regret the decision.
  4. They can never cope at month-end; not enough trucks and time.

    Well, how about not pushing 3 weeks of sales in the last week to chase your bonus? No warehouse, transport and logistics system can cope with huge month end peaks as seen in some FMCG companies. Do consumers suddenly buy more products at the end of the month, no!
  5. Why do they hold so much stock?

    The stock was ordered for a reason. Sometimes launch quantities are grossly over forecasted and stock cover for several months has to be stored somewhere. Promotions that do not go as planned sit in warehouses gathering dust and then there are customer returns. Seldom agreed in a contract, customer returns are always tolerated by Sales without regard for the impact on the business.
  6. Repacks and co-packs are always delayed.

    See point 2.  If the number of promotional packs was reduced the Supply Chain might stand a better chance of providing the right stock. Have you seen how many promotions compete in different channels and even in the same store?

  7. They stopped me getting a bonus this month.

    Tough! Invariably nobody else except Sales people benefits from sales bonuses (now, there’s a thought!). The motivation to secure a bonus causes disruption in even the best run companies. “If sales are good it’s because of me. If sales are bad then it must be someone else’s fault”.

  8. They are a huge cost and what do we get for it?

    Try working without a Supply Chain and see what happens. Better still why not move some Sales and Marketing colleagues into SC for a while to see how “easy” life is. Sales and Marketing colleagues always appear to get the higher salaries the fast track promotions. Can you imagine a Salesman working in SC helping to generate a bonus for someone else?

  9. The SC people are just not good enough, they don’t understand.

    Indeed, nobody is perfect. Many years ago SC was not seen as a decent career path but not now. Professional qualifications are now available in SC, e.g. APICS and increasingly blue-chip companies are funding training towards such qualification. If you think they do not understand then pop along too an S&OP meeting and help them understand.
  10. Why do they insist on this Supply Chain S&OP nonsense?

I won’t even answer that question. Anyone who thinks S&OP is still a Supply Chain problem is working for a company that is going nowhere fast.

I feel much better after that!

Supply Chain Manager

Tags: Brewing & Beverages, FMCG, Dave Jordan, S&OP, Sales

A “Lite” Approach to S&OP

Posted by Christian Cusworth on Tue, Aug 17, 2010

Sales & Operational Planning (S&OP) has been used by companies now for many years as the planning process that provides “one set of numbers” for the organisation on which to base its business planning.  In many countries and cultures S&OP in its current format works extremely well and brings considerable bottom line benefits. However in many emerging markets their culture has not provided companies with an effective S&OP process due to a lack of many of the key organisational and performance drivers required to make S&OP work.  S&OP needs a working culture with totally committed leadership providing a disciplined and coordinated management approach that is totally supportive of the process not just in words but in actions.S&OP Meeting

For all its benefits S&OP is seen by some as a rigid, lengthy, expensive and cumbersome process of up to seven meetings and numerous reports to be repeated each monthly cycle.  These meetings can tie up the company’s management talent for considerable periods of time in preparing for and attending the S&OP meetings.  If the meetings are seen as a chore and not a valuable use of time then attendance will be erratic, preparation of data may not be as detailed and accurate as required and discussion and challenge may not provide the best use of the meetings assembled expertise.

Success is a great motivator and if the S&OP process fails to deliver a consistent level of demand planning accuracy and then subsequent operational planning accuracy the S&OP will not deliver the levels of customer service required to attain competitive advantage and bottom line results. Reliable indicators of an ineffective S&OP process are the accuracy of the demand plan, levels of customer service performance and the number of times the plan changes each month. 

So if we agree that “one S&OP size does not fit all” we need a different approach to developing effective S&OP in many emerging markets.  With all the time and expense spent implementing S&OP in a manufacturing company in these markets then an approach that improves what is already there and builds upon the positives found in the system is found to be the best way forward and to be the most cost effective and successful.

Typical symptoms of S&OP processes in emerging markets often include the following: – for each symptom we recommend a “lite solution”.

  • Obtaining the information required for S&OP monthly cycle is not always as easy as it should be.  In a perfect world the ERP system would provide all the reports required but in many cases the system holds the information but is not configured to provide it so spawning a plethora of standalone, varying format XL spreadsheets that of course take much time to design and populate with the inherent risk of keying errors and inaccuracies.

The lite solution - Define the basic S&OP data requirement, its source and procedures for information gathering. Develop departmental process alignment (ie. consistency of approach to the same task e.g. forecasting or capacity planning). Rationalise the multiple standalone spread sheets into a concise set of interim IT tools that are simple by design. In parallel specify developments or enhancements to the ERP system to support a gradual transition to one data source, removing manual workarounds.

  • Meetings are too long, poorly attended, sometimes missed altogether with in some cases different managers representing the same departments each monthly cycle with too and much time is spent reviewing and discussing information presented at the meeting rather than discussing the exceptions from pre-circulated reports.

The lite solution - Implement a simplified meeting structure and define a small number of required inputs and outputs for each step of the cycle. Assign an S&OP leader to control the meetings including duration, discussion points, minutes and follow up. Begin to include individual S&OP accountabilities in job descriptions and reward structure. Ensure that the GM has an active role in the process and attends the key meetings. Develop a meeting calendar with a one year rolling time horizon.

  • The process is in the main paper intensive with reports printed out for each member at each meeting, folders and filing cabinets get fuller and fuller.  The investment in the company ERP and intranet is not fully realised.

The lite solution - Establish a shared file on the company network for the organised storage of S&OP materials. During the meetings use a PC and projector to display the relevant information to the group. Ensure version control and access limitations of the files.

S&OP requires a dedicated meeting room equipped with network connections for each manager attending.  The manager will now be bringing his laptop rather than a folder full of papers. Meetings are now paperless with all information being received and entered on the network.

Image credit:

      Tags: S&OP, Forecasting & Demand Planning

      S&OP (Sails & Operational Planning) – Consensus

      Posted by Michael Thompson on Mon, Aug 16, 2010

      The CEO listened while the Commercial Director & Supply Chain Director tried to reach an agreement during the monthly S&OP meeting.  Not only was he disappointed to hear a version of the same arguments from previous months (“we are short of stock this month” ..., “ we had too much stock last month” ..., “unexpected order” ..., “we don’t have the raw material”..., etc), he was aware that many of these issues would have been resolved by better process & agreement at the pre-S&OP meeting

      “Let’s go ... this is supposed to be a sailing holiday ... we’ve already been here for two days ...”

      “Please can we stay for another day ... we haven’t been to Decathlon yet (French sports retail shopping chain) ...”,

      “Why can’t we go to Aqualand?”,

      “If we don’t leave by tomorrow, we may not get back to Port Napoleon in time ... remember the Mistral ...”

      Mike tried in vain to reconcile the conflicting demands of the crew (and keep them satisfied, let’s not forget) with the need to get the boat back to port & keep everyone safe.  How could agreement be reached?

      Finally, after two & a half hours, a consensus was reached.  The production plan was revised in favour of the new order, in future raw materials would be ordered in anticipation of the tender award (a review revealed that the same tender had been awarded 85% of the time in the past 5 years) & the tender process would be totally redesigned (“let’s find out what is best practice”) & integrated into S&OP. The S&OP meeting finished with everyone in agreement if not totally satisfied.

      Consensus reached on S&OP meetingDinner finished with a plan to leave tomorrow morning, head east back towards Port Napoleon & visit Decathlon at the next port (by bus), provided we left early.  Aqualand would have to wait for another year; after all this was supposed to be a sailing holiday.

      Consensus broke out in the Board Room & on board.


      Similar articles:

      Image credit: stock.xchng

      Tags: Michael Thompson, S&OP, Forecasting & Demand Planning

      Evaluate your FMCG Route to Market Distributor Network

      Posted by Dave Jordan on Tue, Aug 10, 2010

      FMCG producers seem far too ready to blame their Distributors when sales do not go to plan and targets are not met. However, it is not all their fault particularly if you are not clear on what is expected of them.

      Distributor assessment toolTo assist FMCG Producers to understand the real state of their Distributors Enchange has released a free tool to guide an assessment of Distribution networks.

      Download the tool here.


      The RTM Evaluation Tool has been designed to guide your evaluation of four key capability areas:

      Partnership – is the relationship a one way street or do you actually talk to your Distributors? Do you treat him as a real partner aligned with your business objectives?

      Planning & Logistics – how does the Distributor Supply Chain stack up? Your Supply Chain maybe a Rolls Royce but what about his, can it do what you want it to do?

      Sales Management – how does the Distributor take orders and execute them? You would be surprised at how some major Producers are represented in front of customers.

      Finance & Back-Office – how well is the Distributor organised? What is his financial health? Does he exploit IT or is it still a paper based system?

      The tool is not difficult or complicated and will not take too long to run through the various questions and benchmarking statements. The important point is that the tool is completed as accurately and honestly as possible and certainly in collaboration with the Distributor. I recommend you use someone unrelated to the FMCG Distributor Sales function or even a 3rd party to run the process to ensure you receive a reflection of reality.

      Of course, the tool is not comprehensive but it can be used to provide a reasonable guide to how your current Distributor network operates. Why not try it out; you may well be very surprised by the results!

      Oscar Supply Chain Blog

      Tags: FMCG, Route to Market, Dave Jordan, Traditional Trade, Distribution, RTM Assessment Tool

      S&OP (Sails & Operational Planning) – Disaster saved by the Team

      Posted by Michael Thompson on Thu, Aug 05, 2010

      I had planned to write something about the importance of teamwork & S&OP & then try & link it to sailing – this would be an easy association.  And then a real live incident made the story for me.

      We finally set sail again – break in the weather - & planned for a weekend in the “Les Calanques” east of Marseille. These are the steep-sided fjord-like limestone inlets that have been carved out over millennia & make for quite spectacular sailing and anchorages.

      Sunday afternoon arrived all too soon & we decided it was time to leave & head for port as more wind was due in the evening & an anchorage was no place to be in a mistral.

      So off we went motoring towards the east.  There was a slight breeze but not strong enough to sail.  We had just left a calanque & were about ½ mile from the coast.

      Rambler at Middle Sea Small resized 600Then it happened.

      There was a total electrical failure of the engine.  The engine was still running but no engine instruments were working. 

      Then a big mistake. 

      I stopped the engine to investigate – engine compartments are no place in which to stick your head when they are running. And of course with no electrics, it wouldn’t start again.  So we had no power & were steadily drifting towards the coast – sheer rock faces in this case.

      I thought of Dad’s Army & considered doing a Corporal Jones impression – “don’t panic ... don’t panic” but instead something strange happened.

      Everyone was calm.  Margaret & the children quickly raised the sails to catch what little breeze there was – no instruction from me needed.  I (relatively) calmly worked out that the engine battery was OK, there were no loose wires in the battery compartment.  Then a breakthrough – a loose wire on the engine relay – yep that would do it.  There is a spade connector that had fatigued & broken. 

      So I set about the task of repair.  I had spares.  But of course no spares the right size.  In fact just about every shape & size of spare accept the one that was needed. 

      We were now drifting close to the rocks; about 100 metres.

      We had an emergency process for such an incident (see earlier blog) - deploy the dingy, lash it to the side of the boat & use it to gain some headway. The dingy had the outboard attached & was fuelled & working.

      Time to deploy the dingy or could I affect some kind of temporary repair?

      In the end, it’s amazing how the proximity of rocks & a possible wreaked boat can spur speedy invention.  A temporary connection was made, battery switched on & engine started all in less than one minute. 

      And we were off & out of danger.

      No wild celebrations – yes relief – but we were not out of trouble yet.  We maintained a steady speed & didn’t change the engine revs for fear of a different frequency of vibration causing the temporary repair to fail. 

      By the way, we did consider issuing a Pan Pan at the start of the incident but had an indifferent response in France the last time we did so a few years ago (another story).  We didn’t consider a Mayday alert was warranted – maybe it was with the benefit of hindsight.

      We headed for the nearest port about eight miles away.  A couple of plans were made in the event of another failure - plenty of leeway when lowering the sails for example – neither involved switching the engine off!  The port were radioed & informed that we were in potential difficulty. 

      Sure enough when it came to slowing down to lower the sails (at the last minute before rounding a point into port), the temporary fix failed resulting in loss of engine electrics again.  The engine continued & the battery was still charging so I figured that the alternator was still OK.

      And we made it safely into port with no further incident.

      And what has this got to do with S&OP?

      Well we had several contingency plans that came into effect including the tools to make a temporary fix.

      However, what struck me was how we reacted & behaved instinctively as a team.  No raised voices.  No panic – the children were wonderful – “is it time to lower the dingy yet Daddy?”  Just calm application & deployment of the plans.  We each seemed to acquire a role.  And we each executed the role well.

      And perhaps therein lies the similarity with S&OP

      S&OP only works for an organisation when the team works.  And it’s not just the Supply Chain Team that has to work.  It’s the senior management team lead by the CEO.  It’s the Commercial Team responsible for the demand side of S&OP.  It’s the Make Team where there is a production facility.  It’s the Finance team.  Everyone needs to understand & execute their role well in order to achieve the desired optimum balance of service & cost.

      P.S.  The following day a spare spade connector was ‘borrowed’ from Peter (our neighbour & new best friend for the night) & the relay was repaired.  Happiness is a well crimped relay connection.


      In this series:


      Image credit: Nautic News

      Tags: Michael Thompson, S&OP, Forecasting & Demand Planning

      Supply Chain Project Management in Africa:is Africa really different?

      Posted by Dianna Vorpagel on Thu, Aug 05, 2010

      Once you have arrived at the office to start your new project, with a new management team and a new project team, many things about successful project management are the same all over the world.

      • Top management support is essential
      • Communication, communication, communication
      • Willingness and ability of the involved teams
      • Client ownership of project
      • Effective change management
      • Sound Project Management methodology, including
        • Clearly defined and well understood project deliverables
        • Identification of risks/issues with mitigating actions & resolutions
        • Involvement all stakeholders as much as necessary to ensure complete buy-in at all levels of the company throughout the project
        • A well developed, realistic plan, built with the team
        • Measurement of progress
        • Report on progress at agreed intervals and deal with issues immediately

      Where local experience becomes valuable is in dealing with some of the testing situations like intermittent electricity, slow internet, limited telecoms, transportation difficulties (go-slow traffic can take hours!!!), various forms of corruption and so on; and it’s always a surprise which combination you will encounter on any given day!  

      A successful Project Manager in Africa needs to be flexible, creative and innovative to overcome the various barriers to success that may come their way. 

      Before you reach the office, the daily challenges in African countries can present their own variety of “interesting” events that make for great story telling... later!!

      Project Management in Africa

      Dianna Vorpagel is a Supply Chain Consultant & Project Manager with broad supply chain, IT, operations, finance and accounting experience. Her international experience has been with a large number of multinational companies. She has worked as Project Manager for various international IT implementations and supply chain improvement projects including in Africa, CEE, West Europe, Australasia, North America and the UK.

      Image credit: stck.xchng

      ü  Clearly defined and well understood project deliverables

      ü  Identification of risks/issues with mitigating actions & resolutions

      ü  Involvement all stakeholders as much as necessary to ensure complete buy-in at all levels of the company throughout the project

      ü  A well developed, realistic plan, built with the team

      ü  Measurement of progress

      ü  Report on progress at agreed intervals and deal with issues immediately

      Tags: Doing Business in Africa, Dianna Vorpagel

      S&OP (Sails & Operational Planning) – Balanced Scorecard

      Posted by Michael Thompson on Wed, Aug 04, 2010

      After the grand total of 1 days sailing during the first week – the S&OP KPIs Mistral is back again & we are port bound - moral is flagging.  ‘Customer service levels’ are dropping.  This mind is wandering.

      Time for some nautical S&OP stuff again.

      Let’s continue on the measurement theme – can’t do S&OP without measurement after all.

      We have defined the customer (wife & two children).  We have tried to define customer service – let’s settle on “satisfying the family”, units of measure - a vague, yet to be properly defined, points system.

      Now let’s extend our yachting Key Performance Indicators (KPIs). 

      A good starting point is the Balanced Scorecard originally developed by Kaplan & Norton.  It is important to keep this simple – the same applies to S&OP KPIs – the KISS principle applies here too.Balanced ScorecardSo here is a stab at our nautical Balanced Scorecard – 1 KPI per quadrant (KISS remember):

      • Finance: Sailing is not cheap.  We could consider the capital costs & associated depreciation involved.  We could also consider maintenance.  However, if we are to maintain focus on the customer & our measure of customer service, it would not be fair to include such financial measures.  It would also probably make me cry or at least wince considerably.  So I will consider an operational cost of ‘Average Daily Spend’.  This will include all costs not directly related to capex & maintenance.
      • Customer Perspective.  Already done – ‘Family Satisfaction’ measured as daily points awarded to Mike.  We could consider other related metrics such as whinges per child per unit of time - a negative measure akin to customer complaints; or number of times certain phrases are uttered, including but not limited to “ I feel sick ...”, “I’m bored ....”, or “It’s too hot ....”.  I have a certain degree of sympathy with the latter – its 34 degrees today & we are all wilting.
      • Processes.  There are numerous processes that keep us going & safe.  There is the ‘Man over Board’ process or, rather, what to do in such an event.  There is anchoring, mooring, putting up the sails, taking down the sails, etc, etc.  There are also numerous domestic chores of course.  Which one should I choose?  Let’s consider again our customer – the family & their satisfaction.  The one thing that makes them happy or drives everyone nuts is leaving harbour or anchorage & the associated activities.  If we leave late, we seem to be in constant catch up mode & the bickering starts.  So let’s have a process measure of ‘time to leave’ & target 10am (yes we are not good at getting going in the morning) – good job there are no tides in the Med.
      • Learning & Growth.  A forward looking measure & often overlooked as part of S&OP.  We have the next generation of sailors on board & it is important to get them trained.  Aidan has been sailing since he was 8 years old (he is 12 now) & seems to have an instinct for it that I will probably never possess.  Koren is keen but not quite as competent.  Wife Margaret is good at cooking.  So let’s set a target to have the crew competent to the point that I am not needed.  So I will use every opportunity to train said crew & let them take over.  I will set a goal to have a watching brief only on at least one passage during the holiday.  There is also a selfish motive here – maybe I can plan for a retirement that includes the kids taking me sailing & doing all the hard work.  So the KPI is ‘Competent Crew’ with the measure of self sufficiency.

      That’s it for today. Mike on laptop does not a happy family make.


      In this series:

      Oscar Supply Chain Blog


      Balanced Scorecard image credit: Jinho.Jung

      Tags: Michael Thompson, KPI, S&OP, Forecasting & Demand Planning

      FMCG Sales Director Publicly Thanks Supply Chain Colleague!

      Posted by Dave Jordan on Tue, Aug 03, 2010

      No, of course it’s not true but I bet it grabbed your attention! If there is a more put down, criticised and unrecognised function in any FMCG/Pharma company then I would like to hear about it. Supply Chain is routinely the brunt of complaints from uninformed colleagues about how good life would be if only Supply Chain got its act together. If something hasn’t worked out then the default is to kick the Supply Chain.

      Here are the top ten moans and groans I hear about Supply Chain:

      1. They are always late with Innovations.
      2. They lose sales as they do not have the right stock in the right place.
      3. The first answer is always “no”.
      4. They can never cope at month-end; not enough trucks and time.
      5. Why do they hold so much stock?
      6. Repacks and co-packs are always delayed.
      7. They stopped me getting a bonus this month.
      8. They are a huge cost and what do we get for it?
      9. The SC people are just not good enough, they don’t understand.
      10. Why do they insist on this Supply Chain S&OP nonsense?

      I think there is a lot to be said for really trying to understand how all functions work in a company before rolling out the usual anti-SC excuses for failing to meet targets whether sales, innovation or financial. Far too many FMCG leaders fall into the trap of believing all the bad publicity about Supply Chain when just a little knowledge would enable them to see where the real problems and therefore, opportunities lie.

      No, I am not suggesting every Supply Chain or SC person is perfect but other functions need to look closely at how they operate themselves before heaping the blame onto others. If Sales and Marketing colleagues stopped trying to trip up SC as their first priority they could expend more energy on beating competition rather than wasting time beating their colleagues.


      Dysfunctional supply chain? Check out how Enchange helped FMCG companies to improve their supply chain operations.

      Take Me to Case Studies1 resized 600


        Tags: FMCG, Dave Jordan, Pharma, S&OP, Forecasting & Demand Planning, Sales

        S&OP (Sails & Operational Planning) – Defining Customer Service

        Posted by Michael Thompson on Mon, Aug 02, 2010

        We finally got going (sailing that is) yesterday when the wind dropped to a breezy Force 4 on the beam (that’s from the side) - wonderful sailing weather.  And it was marvellous – whizzing along at 7-8 knots.

        Mind wandering territory again ... blogging duties ....

        Defining customer serviceAs I had to fall back onto Plan B the day before, that involved absolutely no sailing whatsoever, I started to think about Sailing & S&OP again.  Are there any similarities or was I just going stir crazy waiting for the wind to drop?

        So here again are the basics:

        The demand side – I have an eager family (customers) waiting to be satisfied. 

        The supply side – I have a boat to transport said family.

        I have a plan to sail to Italy & back.

        So what about measuring our success?  What are the Key Performance Indicators (KPIs) related to our trip?

        First let’s define the customer – easy - wife & children.  Done.

        Now there is customer service & satisfaction.  How do we measure that?  How do I keep my wife & children ‘satisfied’ and on a boat?  Mmmm?  Surely this is Noble prize territory if I can crack it.  Tricky – leave it for now.

        On the other hand, how do I keep the costs to a bearable minimum?  This is sailing after all, & as I think Ted Heath once said (I paraphrase) – sailing is like taking a shower with £20 notes. 

        So I am left with the dilemma of balancing (optimising) customer service & cost.  So there is an S&OP comparison after all.  S&OP is all about such optimisation. 

        Let’s try to define the tricky issue of customer service.  Consider today’s passage from Port Napoleon eastwards – no specific destination in mind.  I hereby present a ‘Customer Service KPI Hierarchy’ for the sailing fraternity. 

        1. Arriving before the shops close (really wanted to get to Marseille but decided upon Sausset-les-Pins as trip shorter & family started to get fed up after about 3 hours) – Mike awarded maximum points, family happy & satisfied. 
        2. Arriving today (in Marseille) – Mike awarded some points (Port Napoleon was getting tiresome after all), family content but green around the gills. 
        3. Arriving this week – Mike awarded zero points as fed up to the back teeth with Port Napoleon.  This was supposed to be a sailing holiday & although no control over weather, I should have thought of that before deciding upon a sailing holiday.  And it cost a lot of money .... 

        More later ... I am warming to the theme, if not to the task in hand .... satisfying the family that is.


        In this series:

        Tags: Customer service, Michael Thompson, KPI, S&OP, Forecasting & Demand Planning