Presentation on theme: "NOTE: To change the image on this slide, select the picture and delete it. Then click the Pictures icon in the placeholder to insert your own image. Pepsi."— Presentation transcript:
NOTE: To change the image on this slide, select the picture and delete it. Then click the Pictures icon in the placeholder to insert your own image. Pepsi Americas Building an Information Savvy company
Abstract How IT and Business Leaders created an information savvy organization Stream of Investments & org. changes evolve PAS from business that shipped just drinks to an enterprise that delivered hundreds of SKUs as needed to retailers. IT capabilities help respond to market, enhance competitiveness How will Pepsi leverage its information –based capabilities?
Introduction Global Economic Downturn. Recession less threat compared to: 1) Declining U.S market, carbonated soft drinks 2) Powerful customer Transform business to address challenges In 2001, business results depended on the effort of truck drivers By 2009, reliance on central oversight of P-V dynamics and retailer relationships Conversion from low-tech firm to dependent on information and tech. Learn to use IT not just automate processes, but informed decision making
Changing Market – Conventional Route Sales Model Had long met needs of industry Truck Drivers = Salespersons Estimated day’s requirements, loaded product at distribution center Called customer, took orders, stocking shelves Worked: Pepsi & Mountain Dew = 90% of business Marketing & Advertising, basic Network TV was major medium, reaching 90% of house holds – Effective in exposure Can packaging = 70% of the transportation volume Efficient to produce, transport, store, and deliver.
Changing Market – Conventional Route Challenges Becoming impractical Product line grew: water, energy drinks, juices, teas, coffees, etc. Packaging: diverse Bulky water bottles took 2.5 more transportation volume vs. canned soda COO, Ken Keiser est: SKUs had grown from in the early 90s to nearly years later. Truck drivers could no longer estimate product mix to be loaded on a truck Constant innovation, trademark of industry “ The ability to react to these changes quickly and without disruption to the supply chain and the entire organization is critical to our success ” – Rich Frey, VP Sales Operations
Changing Market – Regional Structure 13 regional divisions Production, distribution, sales Leaders within the regions designed system to own needs Inefficient for diverse product line Ineffective in meeting demands of retailers IT-enabled business changes to address changing market demand
Initiative#1: Next Gen: Defining a Common Platform First business change initiative: Next Gen Redesign sales & distribution process Replaced CRS process with a pre-sell process Pre-sell involved 3 specialists: 1. Sales Rep: customer 2. Driver: distribution center warehouse 3. Merchandiser: stock shelves, displays Introduction of common systems & technology platform across its 13 regions
Next Gen: The handheld project Hand held devices for “presell” Captured order data Plan truck loads Plan & execute the picking and loading of trucks Challenge of initial implementation: No handheld devices on the market in ’01 to meet needs Developed internally Constantly fixing components: battery, wire, cell connection; only choice Constant issues, billed this initiative as the “handheld project” Technology issues only tip of the iceberg….
Next Gen: Mixed Success, Painful Experience Underestimation of the impact of the change One of greatest challenges: Reluctance for change PAS formed from merger of small businesses; entrepreneurial culture Deviations limited gains and ability to meet needs Next Gen’s success: mixed and experience: painful Still great for PAS, no other way to keep up with increasing number of SkUs or demands, had to be done. Result: common tech. platform, rapid integration of acquisitions
Initiative #2: Customer Alignment: Meeting Customer’s Needs Reorganize to accommodate the firm’s national customers “Organized around ourselves versus around our customers” Inconsistencies in business process and duplication of effort limited ability to serve growing and powerful retailers Customer Alignment initiative reorganized the firm around centralized functions Regional Sales & Distribution Structures Customer Segments 1. Large customers that mandated shipments to warehouses 2. Large DSD customers 3. Small DSD customers 4. Foodservice customers: restaurants, vending machines
Customer Alignment: Process Centralization Very little IT work Already using Next Gen Platform Customer Alignment drove process centralization Sales managers were dispatched to take pre-sell orders Empowered sales managers to address most powerful customers Call center workers captured orders for customers Process improved control and enhanced decision making data Standard pricing and activities with customer By 2007, Customer Alignment : savings of $15-$17M; improved data Aggregation of data and realigning of responsibilities exposed opportunities for improvement
Initiative #3: Building an IT-Business Partnership Drive value from technology initiatives Agreed that difficulties from Next Gen came from misunderstanding of capabilities & limitations of IT Common technology platform leadership role for I.T. From ‘01 to ‘04, CIO Ken Johnsen initiated management changes to enhance the leadership capabilities of the IT unit. Created an IT governance board that included the CEO, COO and most of the senior executive team. Results of the Customer Alignment initiative led to establishment of IT investment priorities
Initiative #4: Building an IT-Business Partnership: Project Management Organization IT management change: project management organization (PMO) Implement a more disciplined project management and systems development methodology To support new methodology: Business leads were paired with IT leads Major projects, PAS created execution teams ex-dispatchers, ex-warehouse people that wanted to learn something new: how to change management. Resulted in new solutions
Building an IT-Business Partnership: I.T part of strategy for growth The PMO led to a stronger IT-business partnership Partnership between business execs and IT: biggest change for the organization IT representative at executive staff meetings Business representative at IT staff meetings IT no longer a support department, but part of the firm’s strategy as the firm moves forward
Initiative #5: Competitive Edge: Building IT Infrastructure for Business Agility
Competitive Edge Component#1: Information Backbone Though improved performance, Customer Alignment Initiative exposed inconsistencies in data definitions i.e.: idiosyncrasies in customer naming conventions, impossible to roll up data Provide accessible data for both operation decision making and business analysis IT unit created 2 important data assets: 1. A Central Data Repository (CDR): set of transaction files from where can obtain and store data 2. A Data Warehouse (DW): extracted & organized historical data for subsequent analysis.
Competitive Edge: Central Data Repository and the Data Warehouse CDR: gateway to shared transactional data, existing and new Data interfaces with CDR vs. own customer records Allows for: Reduced redundancy Increased integrity DW stored long-term data
The data warehouse – 360◦ view of the business Information on each customer transaction Are we giving the right price to our customers for us? CDR and DW designed to create data that would be used across the company IT unit formatted data to meet PAS specific data needs.
Competitive Edge Component #2: Mobile Platform IT Management unable to find software to meet needs PAS developed own software Thousands of employees rely on mobile technology Drive benefits from its technology expertise by reusing technology, data, and business process components Upgraded handhelds to reuse parts for other handheld applications Reduce the cost of developing and maintaining IT systems
Initiative #6:Customer Optimization Reaping the Benefits Competitive Edge Initiative: time to learn application Customer Optimization ³ (CO³), initiated in ’07 Focus: drive value from capabilities Use data to improve performance of cross functional processes Three components: Demand Planning Algorithms to calc demand/pricing from historical data Avoid out-of stocks/excess inventory in warehouse Power pre-sell Introduced handheld device for firms frontline sellers Statistical forecasting algorithm produced a “suggested order” Avoid out-of stocks in stores; by ‘09, decreased from 14% to 3.7% Backroom inventory in stores dropped by 52% Perfect Pallet Standard warehouse layout, loaders wearing voicepick headsets. Voicepick automatically ID’ed out of stock items, adjust invoices, replenish SKUs
Epilogue In August of 2009, PepsiCo announced that it would acquire its two largest bottlers, Pepsi Bottling Group (PBG) and Pepsi Americas (PAS) “ Fully integrated beverage business will enable PepsiCo to bring products faster, streamline manufacturing and distribution and react more quickly to changes in the marketplace ” –Indra Nooyi, CEO of Pepsi Co. Better position to compete and grow now and in years ahead
Questions Q: Which initiative was billed the “hand held” project?
Questions Q: Which initiative was billed the “hand held” project? A: Next Gen
Questions Q: What element did Richard Frey, VP of Operations say was critical for Pepsi Americas success?
Questions Q: What element did Richard Frey, VP of Operations say was critical for Pepsi Americas success? A: Ability to react quickly without disruption to the supply chain and the entire organization
Questions Q: Which organization led to a stronger IT-Business partner relationship?
Questions Q: Which organization led to a stronger IT-Business partner relationship? A: Project Management Organization