Download MAKE_SS - Distribution Business Management Association

“make” super session
Wednesday, May 29, 2013
Scla annual executive business forum
OPENING REMARKS &
INTRODUCTIONS
Michael Jacobs
Chief Logistics Officer
Green Mountain Coffee Roasters
Interactive S&OP Panel Discussion
Facilitator:
Michael Jacobs,
Chief Logistics Officer, Green Mountain Coffee Roasters
Panelists:
Jeff Metersky,
VP Sales, Inventory and Operations Planning (SIOP) Practice, Chainalytics
Jason Reiman,
Vice President, Global Logistics Excellence, The Hershey Company
Rahquel Purcell,
Director Global Supply Chain Innovation, Procter & Gamble
Rafal Porzucek,
Associate Director Strategic Demand and Supply Integration Projects, Global Operations, Procter & Gamble
Dr. Nada R. Sanders,
Iacocca Chair and Professor, Lehigh University
Sales & Operations
Planning
Dr. Nada R. Sanders
Iacocca Chair and Professor
Lehigh University
WHAT IS SALES & OPERATIONS
PLANNING (S&OP)?
• A business management process intended to match
supply and demand through functional collaboration.
• A process through which the executive leadership
team achieves strategic focus, functional alignment,
and synchronization across the entire organization.
5
WHAT IS THE OBJECTIVE OF S&OP?
•Objective is to arrive at a business “Game
Plan” to help manage and allocate resources
to meet strategic objectives.
•Ensures that tactical plans of all business
functions are aligned and support the
business plan.
S&OP ALIGNS ALL FUNCTIONS ON ONE PLAN
STRATEGIC
PLAN
BUSINESS PLAN
SALES AND OPERATIONS PLANNING
(S&OP)
OPERATIONS
PRODUCT
DEVELOPMENT
FINANCE
HR
New Product
Budget
Plans
Master Schedule Development
Reporting &
Milestones & Plans Accounting
People
Inventory
Schedule
Training
Production Plan
Capital
Expenditure
Plans
Skills
Needs
SALES &
MARKETING
Aggregate Sales
Plan
Key Accounts
Territories
“Hard” Benefits of S&OP
•
•
•
•
Higher customer service levels
Lower inventories
More stable production/service rates
Faster and more controlled new product
launches
• Reduced obsolescence
• Shorter customer lead times
THE S&OP PROCESS
MONTHLY
CYCLE
STEP 1:
Generation of
Month-End
Reports
STEP 5:
STEP 2:
Executive
S&OP Meeting
Demand
Planning
COMMUNICATE
STEP 4:
STEP 3:
Alignment
Meeting
Supply
Planning
9
KEYS TO
SUCCESSFUL IMPLEMENTATION
1. Executive Leadership:
• Defines clear objectives, roles, and
responsibilities
• Creates culture of trust and open communication
• Visibly involved
 Common Pitfall : Without executive leadership, S&OP
dissolves into a fragmented tactical process that lacks
strategic vision.
10
KEYS TO
SUCCESSFUL IMPLEMENTATION
2. Reliable Data:
• Clean, accurate & trustworthy data
• Executive management receives information
in easily understood format
• Useful information with the least amount of
data possible
Common Pitfall:
 Without useful and reliable data project is
held up by additional data gathering efforts.
11
KEYS TO
SUCCESSFUL IMPLEMENTATION
3. Performance Measurement &
Continuous Improvement
• Use S&OP scorecard that aligns KPIs with strategic goals
4. Phased Implementation
• Achieving full S&OP integration requires
a phased implementation approach
12
MATURITY MAP OF PROCESS INTEGRATION
COORDINATION
INTEGRATION
STAGE 1
STAGE 2
STAGE 3
STAGE 4
"Siloed"
Decision
Making
Reactive
Decision
Making
Proactive
Decision
Making
Integrated
Decision
Making
▪ Informality
▪ Firefighting
▪ Expediting
▪ Crisis management
▪ Unplanned events
▪“Blame” culture
▪ No teamwork
▪ Elements of S&OP
▪ Understanding the
coordination need
▪ Data management
▪ Functional bias
▪ Integrated
▪ Coordination across the
decision making
business
drives strategic
▪ One set of numbers
deployment
▪ Teamwork
▪ Responsiveness in
▪ Data integrity
pursuit of business
▪ Realistic plans
strategy
▪ Business plans
▪Process thinking
shared &understood
13
S&OP IS A JOURNEY
STAGE 1
STAGE 2
STAGE 3
STAGE 4
"Siloed"
Decision
Making
Reactive
Decision
Making
Proactive
Decision
Making
Integrated
Decision
Making
At What Stage of the Maturity Map
is Your Organization?
14
EVOLVING S&OP TO INTEGRATED
BUSINESS MANAGEMENT (IBM)
Jason Reiman
Vice President, Global Logistics Excellence
The Hershey Company
Legacy Planning Processes Were Not Integrated
Let’s see, do I believe
the forecasts? How
much should I make?
How much?
Where?
When?
??
Forecasting
 National level - monthly
 “Allocated” across weeks
Production Planning
 Schedules production using
 “rules of thumb” planning
Inventory Deployment
 Deploys inventory across
 distribution network
Forecast Error Was The Source Of Many Issues
Over
Forecast
Forecast
Error
Under
Forecast
Short Term
 Inventory Investment
 Obsolescence
Better forecasts and
demand insights help
drive improvements in:
Long Term
 Margin Erosion
 Lower Profitability
 Customer Service
Short Term
 Imperfect Order Fill
 Retail “Out of Stocks”
Long Term
 Diminishing Promotions
 Declining Distribution
 Inventory
 Waste Reduction
 Promotional
Effectiveness
 Retail Compliance
Visibility and accuracy here drives the rest of the supply chain
Hershey Evolved Their Planning Processes…First To Sales &
Operations Planning, Then to Integrated Business Management
Oliver Wight Assessment
Integrated Business Mgmt
Exec Team Commitment
• Business decision making process
• Executive level engagement
• Integrated financial & operating plans
Effectiveness
Formal 2 Year Initiative
reporting through Sales
S&OP
• Rolling 24 month horizon with
linkage to strategic plan
• Plans in units and dollars
• Formal forecast and supply review
• Limited executive review
• Focus on gross sales plan ($)
• Fiscal focus planning horizon (current year)
Functional Plans
• Disconnected demand & supply plans
• Weak accountability
• Multiple, disjointed plans
Time
What is Integrated Business Management (IBM)?
A formal process
owned by the commercial team
that leverages a routine, monthly cycle
of structured discussions
and clear roles and responsibilities
that aligns all functions
on the assumptions, risks and opportunities
associated with the sales volume, P&L, and calendar
over a 24 month horizon to
ensure we deliver our Strategy.
Strategy
Strategy Review
Feedback
Loop
Aligned
Metrics
Strategy
Management
Business Review
Integration &
Reconciliation
Financials
Supply
Review
Supply/
Fulfillment
Global
Innovation
Review
IBM
Demand
Review
Demand
Creation
Innovation
Integrated Business Management Ensures We
Deploy The Strategy
Strategy
Strategy Review
Feedback
Loop
Volume
P&L
Calendar
Integrated
Reconciliation
Financials
Strategic &
Business
Planning
Management
Business Review
Integrated
Business
Management
Supply
Review
Supply/
Fulfillment
Aligned
Metrics
Innovation
Pipeline Review
Demand
Review
Demand
Creation
Innovation
A Structured Monthly Calendar
Creates Accountability
AUG
S
9
16
23
30
Innovation Review & Consensus
M
T
W
T
F
S
3
10
17
24
4
11
18
25
5
12
19
26
6
13
20
27
7
14
21
28
8
15
22
29
Demand Consensus Meetings
Executive Demand Review
Sales & Marketing VP Review
Supply Review
Integration & Reconciliation
(Finance)
Management Business Review
Including Alignment On Roles And Responsibilities
Function
Role
Input
Accountability
Brand Marketing
(Integrated Marketing)
- Owner of Final Demand Plan
- Drive Consensus, Action Plans for
Improving Brand Results
- Execute Marketing Plan to support the
volume and revenue plan.
Demand Planning
- Objective view of forecast / trends
- Facilitation of monthly review and
drive to consensus
Sales (Go To Market)
- Represent Customer Plans
- Communicate S&OP Plan to Field
Sales
- Align Targets and Metrics.
- Advertising; Promotion and Marketing Plans (Marketing
Schedule); Ad Lift Analysis; New Product Calendar; Item
Discontinuation; Cannibalization; Seasonal; Strategy (timing,
execution etc)
- Building Blocks Year over Year (Base and Incremental)
- Coordination of all inputs / Statistical projections
- Recommended actions and plan / Document outcomes
- Reconcile Aggregate to Detail plans
- Collaborative Customer Plans
- Collect and Formalize Assumptions
- Review / Monitor Channel Inventory
- Customer business plans / Trade spending plans
- Customer promotions / Sell through
- Pack Type Assortment Plan / Store Growth
- Competitive feedback / New product acceptance
Task
- Customer ad-lift / Distribution
Basic Analytics
- Retail Coverage
Actualize Prior Month History
- Retail Trends based on execution vehicle
Run Statistical Projection
Pack Type
- Bridge Sales and Marketing volume
projections
Business Insights (IBI)
- Provide supporting input to Product &
Marketing plan
US Strategy
- Development of long term business
strategy goals / objectives
Finance
- Support Brand Teams / Sales
- Challenge assumptions
- Provide visibility of Financial Goals
Demand Management
Process Owner
- Oversee entire demand planning
process
- Facilitate change
- Drive New Platforms and Innovation
Global Platform
Innovation
Corporate Strategic
Planning
- Coordinate the Corporate Strategic
Planning Process
- Communicate plan to key
stakeholders
- Provide linkages and clarity of
expectations
-
- Provide detailed SKU mix and
Geographic splits of demand on Branch
Warehouses
- Communicate Plan to Supply
organization in Aggregate and Detail
- Execute the customer business plan
(programs, etc.)
Brand
Demand
Planning
C
- Develop Customer Marketing
C
programs, supporting Brand Marketing
R
Plans
Provide updated in and open comparisons
Provide system
Segmentation
/ Effect offorecast
Marketing elements
- Timely analysis of market trends /
Collaborative
Planning
forecast
Concept
testing / Consumer
feedback
promotional results
Velocity analysis / Share of Display / FDMx Trends
Innovation
/ New
Products
Competitive
and Market
consumption
size / trends (NPD)
Provide
New
Product
Assumptions
with Cannibalization
A
Retail
Takeaway
Forecast
/ Share
of Distribution
Confirm
new product
pipeline
assumptions (<12 months)
R
Competitor
Strategy
/ Customer
Inventory
- Viable product priortization
by COT
Confirm
product
assumptions (12+ months)
A
Pricing
/ White new
Space
Analysispipeline
/ SKU Rationalization
- ASP / AC / Revenue / Margins
- Gaps
/ Sales and Marketing
expenses
Marketplace
performance
Provide updated category takeaway projections
Provide updated brand takeaway trends
- BestProvide
practice /packtype
Process integration
takeaway trends
- 5-Step
process
coordinator
Provide
top
customer takeaway trends
- Link output of Demand Review to
Financial Planning Process
C
R
- Multifunctional alignment
R
- Process ImprovementC
- Market
preferences
/ demand
- Innovation Pipeline
Marketing
Activities
Provide updated marketing support changes
A
- LongProvide
Range Targets
- Linkage to Corporate A
Performance
updated promotion support changes
- Corporate
Priorities
and Initiatives
(3+ impact
years) information
Management
Provide
updated
marketing
A
- Effective Strategic Planning
Provide updated participation information in programs
C
incorporating all business units and
NIST confirmation
C
appropriate inputs from S&OP process
Complete Building Blocks
A
IBI
Pack /
Seasons
Go To
Market
C
C
C
R
I
Finance
A
A
A
A
A
I
C
C
I
C
C
C
R
R
R
I
C
A
A
A
A
C
R
R
I
I
I
I
C
C
C
I
C
C
C
C
R
C
R
R
A
A
C
R
R
R
R
R
A
R
C
A
A
R
C
C
R
A
R
C
I
C
C
C
I
I
Sales
C
C
R
R
R
C
C
C
C
R
C
C
C
I
C
R
R
R
I
A
R
C
R
A
A
Competitive Impact
Provide competitive insights (quarterly)
Provide competitive activities (quarterly)
Impact of competitive activity (quarterly)
Customer Insights
Provide customer activity changes
Provide customer inventory report
Run impact of any significant pack / brand shifts
Collect Key Customer Input
Create Customer Takeaway Forecast
Collaborative Planner Input
Seasons & Packtypes
Provide seaonal projections
Packtype builds (outcome of pktype meeting)
Connect with foodservice / special channels
I
I
R
I
I
R
A
I
A
C
C
C
R
I
R
A
R
R
Demand Review: Reaching An Aligned Demand Plan Is A
Disciplined And Thorough Process
Consensus Meetings
Choc Brand 1
Strategy
Strategy Review
Strategic &
Business
Planning
Feedback
Loop
Pre-meetings
Choc Brand 2
Customers /
Distributors
Choc Brand 3
Packs
Choc Brand 4
S&R Brand 1
Seasons
(if applicable)
S&R Brand 2
S&R Brand 3
S&R Brand 4
Innovation
Demand
Other Brand 1
Other Brand 2
Aligned
Metrics
Management
Business Review
Executive Demand
Review
Chocolate
SBU View
Sugar
SBU View
Other
SBU View
Integration &
Reconciliation
Innovation
Review
Financials
Innovation
Global
Supply
Review
Supply/
Fulfillment
IBM
Demand
Review
Demand
Creation
Total Region
Demand
Focused on Building Blocks by Franchise
 Advertising
 Distribution
 Innovation
 Cannibalization
 Promotions
 Other (specified)
Supply Review: Ensures The Support Of The Business
Plan Including Risks And Opportunities
Strategy
Strategy Review
Output of Supply Chain Review
Feedback
Loop
Revenue P&L
Calendar R&Os
Strategic &
Business
Planning
Aligned
Metrics
#5 - Management
Business Review
Revised supply plans
Inventory Projections
Documented assumptions
Supply/Demand issues to resolve
Feedback to Demand or Innovation
Management on constraints
Projected Cost Changes
Financials
#4 - Integration
&
Reconciliation
Integrated
Business
Management
#3 - Supply
Chain
Review
Supply/
Fulfillment
#1 - Innovation
Review
#2 - Demand
Review
Demand
Creation
Risks & Opportunities
Alternative scenarios
Enterprise Management & Support
Innovation
Supply Review Process Model
Resources
Rough Cut Capacity Analysis
Current MPS
Demand Plan
Supply Plan
Analysis
Supply Plan
Constraints
Supply
Review
Dependant Demand
Capacity
Suppliers
Service Levels
Scenarios and Options
Recomendations
Global
Operations
Review
Management
Business
Review
The Time Horizon Of Each Meeting Reflects
The Appropriate Content Focus
Regional Supply Chain Review Focus
10%
60%
Short Term
Mid-Term
0
6
Short Term
10%
30%
Long Term
12
Mid-Term
24
Long Term
30%
60mo
Strategic
60%
Global Supply Chain Review Focus
Management Business Review Output Guides
Next Month’s Cycle
Strategy
OUTPUT from Management Review
Strategy Review
Strategic &
Business
Planning
Management
Integrated
Business
Management
Financial Review
and
Consolidation
Business Review
Financials
Supply
Review
Supply/
Fulfillment
Innovation
Pipeline ReviewInnovation
Demand
Review
Demand
Creation
Enterprise Management & Support
Approved plan
 Decisions taken
 Agreed actions
Input to next planning cycle
Input to Reconciliation Team on
gap closing scenarios
Communicated
LEVERAGES:
 Participants… for action
 Process Step Leaders… for direction and communication
 IBM Office… for broader communication on key changes
IBM Is A Core Global Process
Which Drives Our Business
Strategy
#3
Global
Supply
Review
Innovation
Review
Supply
Review
IBM
Month
Supply/
Fulfillment
Demand
Review
Demand
Creation
#3
Regional
Supply
Review**
#1
Regional
Innovation
Review
#2 Country
Consensus
Mtg
Wk 4
Innovation
Global
Wk 1
* Regional
Demand
Consolidation
#5
Regional
MBR
Input to Next
Month
Integration &
Reconciliation
Financials
#5
Global
MBR
Aligned
Metrics
Management
Business Review
Country
Region
al
Input From Last
Global
Strategy Review
Strategic &
Business
Planning
Feedback
Loop
#4 Regional
Integration &
Reconciliation
#2 Country
Exec
Demand
Review
(EDR)
Wk 2
Wk 3
Process Discipline
Wk 4
Wk 1
Enabling Our Teams To Deliver Improved Results
Supply Chain Metrics
WMAPE
45%
Real Wins!
40%
• Forecast Accuracy
35%
30%
25.6%
25%
Jan
Feb
Mar
Apr
Ma
Jun
Jul
Aug
Sep
Oct
Nov
Dec
$361
$355
$306
$357
$375
$369
$363
$441
$433
$425
Planning for the future
… not the present
$413
$407
$382
$340
$362
$365
$351
$357
$356
$358
$379
$376
$390
$403
$440
$358
• Working Capital
Millions
Inventory
Current Month Lag
Target 6.8 Turns (F&SH)
Dec
Oct
Nov
Aug
Sep
Jul
Jun
May
Feb
Mar
Jan
$240
Apr
$279
$290
• Service
Executed the strategy
… delivered the plan
Inv Actual, Proj, Fcst
Plan
Case Fill: Performance
98.8%
100.0%
99.0%
98.0%
97.0%
96.0%
95.0%
Jan
Feb
Mar
Apr
2008
May
2009
Jun
Jul
Goal
Aug
2008 YTD
Sep
Oct
2009 YTD
Nov
Dec
Aligned organization
on key priorities
HOW TO LEVERAGE S&OP TO
REVOLUTIONIZE YOUR
CATEGORY BUSINESS STRATEGY
Rafal Porzucek
Associate Director Strategic Demand and Supply Integration Projects,
Global Operations
Procter & Gamble
S&OP in Procter & Gamble
Standardization and Scale
P&G at a Glance
•Annual Sales
•Number of Employees
•Countries of Operations
•Countries Where Our Brands Are Sold
•Consumers Served by Our Brands
(Approximate)
$84 billion
126,000
75
180
4.6 billion
Billion-Dollar
Brands
37
S&OP in P&G today
Business Planning Foundation
S&OP integrates
business planning and
supply planning in a
single number system
Excellence in business
planning is a foundation
for S&OP and Supply
Chain excellence
S&OP Purpose
S&OP provides framework for
decision making and globally
standard leadership process
The differences between
Targets, Forecasts and
Actuals provide key
insight to managing &
driving the business.
S&OP Purpose
Will the plans deliver volume,
Sales, Profit, Share Growth
objectives?
Risks & Opportunities
Multi-Functional Accountability to
Delivering plans, with Operational
Excellence
Plan
Sufficiency
Business
Performance
Forecast
Accuracy
Complete,
Unbiased Forecasts
Forecast Accuracy
What is 50:50?
50% of the time the actuals will be greater than the forecast and
50% below the forecast. A 50:50 forecast has no tendency to
under ship or over ship over time.
What is an accurate forecast?
Forecast
Accuracy
It moves within defined target tolerance.
Why is it important?
All MDO’s and RBU’s use the 50:50 Volume & Value forecast and
Risk & Opportunities (R&Os) to understand Business Sufficiency.
Corporate Financial forecasts use the 50:50 and R&O’s as the
basis of company business planning.
“Forecast
Complete & Unbiased
Forecasts
performance is a good indicator of how
well leadership understands their business…”
Plan Sufficiency
• Business building and gap closing are
the heart of S&OP.
• Focus is on actions to take or decisions
to make.
• R&O’s and decision sheets are vehicles
to communicate in an efficient and
structured way across the MDO, RBU
and GBU.
Will the plans
deliver volume,
Value, Profit, Share
Growth Objectives?
Risks &
Opportunities
Plan
Sufficiency
“Accept reality as it is, not as we would like it to be.”
A question…
What will happen if the Volume
Target becomes the Volume
Forecast in S&OP ?
a. We will gain the consensus in S&OP
b. Forecast accuracy will become business performance
measure with little action on business strengthening
activities
c. We will support the General Manager
d. We will simplify S&OP
Few Practical Benefits
Cosmetics leveraged S&OP
process to deliver the
Gillette study showed that a
following in year 1 of an
1-2 point service drop was a
initiative:
potential loss of $330MM
• An additional 750m cases.
Sales. S&OP helps minimize
• Improved BT profits by
Case Fill Rate misses and
$14.5 MM.
maximize sale opportunities
• Maintained 99.5% Case Fill
Rate
China was able to maintain
high growth using S&OP by
improving the alignment of
the supply chain with
Customer requirements
(50/50 forecast)
Seasonality – a typical challenge
Use seasonal statistical forecast model to establish the right
starting point
Add local market intelligence to be more accurate
Use combination of manufacturing agility, late
differentiation and inventory to manage the risk;
adjust the plan with new information
S&OP Roles & Responsibilities
General Manager Role
The GMs behavior and expectations set the tone for S&OP in the
organization.
DRIVE
• S&OP as THE core process for managing the business.
• Decisions, clear actions and priorities to close the gaps.
• 50:50 volume and value forecast.
EXPECT
• The organization to penetrate gaps and generate choices
to close gaps.
• Finance and PS process owners to improve the
effectiveness of S&OP and facilitate quality meetings.
• Quality one page decision sheets to drive choices.
Finance Manager Role
Ensure financial assessments of demand and supply plans are used in S&OP
Decisions:
– Profit Gap Analysis
– Contingency Plan Costing
– Elimination of Forecast Bias
– Inventory Position
• Ensure that demand and supply plans are used in GM and Lead Team
financial analyses:
– Align the 50/50 volume forecast
– Relate profit forecast to S&OP plans and share in S&OP meeting
Product Supply Manager Role
Ensure thorough demand and supply planning process is used in S&OP:
– Ensure 18 month planning horizon
– Ensure constraints are identified
– Address important supply issues in the process
– Identify strategic choices and tactical decisions needed
• Embraces the 50/50 number and realistic forecasts
– Hold the organization accountable for appropriate family level accuracy
based on Operating Strategy
– Apply same approach for new product initiatives
A question…
What is your volume forecast
error one month out at the
category level ?
a. We do not measure forecast error
b. It is in the 3-5% range
c. It is in the 10% range
d. It is in the 30% range
Marketing Manager Role
• Ensure brand managers contribute to demand forecast
– To provide balanced forecast via detailed assumptions
– To drive out bias
• Embrace S&OP as a key process to deliver business targets:
– Understand 50/50 forecast assumptions
– Lead sufficiency check process
Sales Manager Role
• Ensure that required Sales input is provided to demand planners
• In a timely manner and with right granularity
• With revisions/updates as appropriate
• Ensure Sales understands product availability details
• Changes required in their selling plans
• Product changes, discontinuations etc requiring Sales Attention
• Embrace S&OP sales plan and shipment forecast
• Assist in resolving volume gaps
• Ensure the latest execution plans and supporting S&OP including initiative
details
Initiative Manager Role
•
•
•
•
Ensure that product launch process is used and linked to S&OP
Master Plan reviews
Pre-S&OP planning
Key decision dates are met to allow adequate planning
• Embrace S&OP as the key process for delivering an integrated category
business plan with all initiatives included
A question…
What is 50/50 forecast ?
a. An average of Demand, GM, Finance and Sales
volume input
b. A forecast that has equal probability to be shipped
or exceeded within agreed tolerance
c. A volume target that GM needs to deliver
d. A forecast that has equal probability to be exceeded
or missed within agreed tolerance
Standardization & Scale
Organization – globally standard
Structure
Training and Qualification by
Function
Skill based progression consistent
across planning disciplines
Work Process – globally
standard
8 block Demand Planning work process
model
Demand Planning Standards
S&OP with single number
Health Check system
Global Capability Network
Systems – globally
standard
• Global Forecasting Platform
• Demand Sensing
• Data Storage and Reporting
• Global Financial Platform
• Accuracy reporting for volume and
$MM
Organization
Work
Process
COE
Systems
…its all about
Agility
the next big product launch
the next emerging channel
the next acquisition
the next business change
the next big enterprise solution
Interactive S&OP Panel Discussion
Facilitator:
Michael Jacobs,
Chief Logistics Officer, Green Mountain Coffee Roasters
Panelists:
Jeff Metersky,
VP Sales, Inventory and Operations Planning (SIOP) Practice, Chainalytics
Jason Reiman,
Vice President, Global Logistics Excellence, The Hershey Company
Rahquel Purcell,
Director Global Supply Chain Innovation, Procter & Gamble
Rafal Porzucek,
Associate Director Strategic Demand and Supply Integration Projects, Global Operations, Procter & Gamble
Dr. Nada R. Sanders,
Iacocca Chair and Professor, Lehigh University
Questions?
64
WRAP-UP &
CLOSING REMARKS
Michael Jacobs
Chief Logistics Officer
Green Mountain Coffee Roasters