Corinth CocaCola Paul Simon Rutherford Brendan Lesinski Presentation Overview Quick run through A highlevel run through of the process Posting actual orders A lowlevel run through of the process ID: 535152
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Slide1
Predictive Scheduling & Loading
Corinth Coca-Cola: Paul Simon
Rutherford: Brendan LesinskiSlide2
Presentation Overview
Quick run through.
A high-level run through of the process.
Posting actual orders.
A low-level run through of the process.
Setup
Customers
Warehouse(s)
Employees
Guest Presenter – Paul Simon
(Corinth Coca-Cola)Slide3Slide4Slide5Slide6Slide7
Mock Run Through
Planning Tab
Routing Tab
Loading TabSlide8
Planning Tab
Process
Pick your warehouse.
Set the date.
Decide the # of past tickets to consider.
Compute.
Verify included stops.
Screen layout
Replenishment Needs
Equipment DetailSlide9
Routing Tab
Process
Highlight route with excess/incorrect stops (if any).
Highlight stops.
Choose new route.
Click move.
Screen layout
List of routes
List of stops
MapSlide10
Loading Tab
Process
Set buffer amount.
Choose your load method.
Click compute.
Adjust loads as needed.
Screen layout
List of routes
Load detail
Flavor usage detailSlide11
Record Setup
Warehouse
Employee
CustomerSlide12
Warehouse
Replenishment trigger
Controls
when machines are included or excluded to be visited by an employee on any given day
.
Predictive Adjustment
This setting inflates or deflates sales and loading
predictions
Can
be useful for seasonal routesSlide13Slide14
Employee
Vending route minimums
Set
on a per item, per day
basis
Comes into
play during the loading stage of the vending
process
This is optional
Predictive Adjustment
This setting inflates or deflates sales and loading
predictions
Supersedes warehouse settingSlide15Slide16Slide17
Customer
Schedule
Must have vending driver on schedule marked as ‘dynamic’Slide18Slide19
Paul Simon
CCBCC - 2003
Jackson, TN
CCBCC – 2010
Full Service Delivery Supervisor
Jackson, TN
2015Slide20
Corinth Full Service Environment
Jackson, TN
Predictive Full Service
Product invoiced in Units
Converted to Predictive in 2007 by CCBCC
Lexington, TN Corinth, MS Tupelo, MS
Currently Static Full Service
Delivered “Off-Truck”
Product invoiced in Cases
Lexington: Mid-Conversion to Predictive Full Service
Slide21
Efficiency KBI’s
Jackson Vs. L,C,T
Jackson
LCT
Pkg
Mix (Bottles/Cans)
60/40
30/70
Cases Per Stop
6.9
4.8
Fill Rate
47.72%
33.78%
Accounts
OOS (90%)
12%
??Slide22
Daily Reporting and Maintenance
Daily Fill Rate Report
Daily Total Fill Rate
Daily Fill Rate by Route
Accounts with High Fill Rate
Accounts with Low Fill RateSlide23
Daily Reporting and Maintenance
Daily Brand Out of Stock Report
Brands OOS by Route
Brands OOS by Account
Space to Sale/Flavor Changes Needed?Slide24
Daily Reporting and Maintenance
Daily Driver Fill Accuracy Report
Fill Accuracy vs. Equipment Sales Meter
Shortfill
/Previous
Shortfill
Fill Rate/OOS Results Confirmed?Slide25
Brands OOS – Creating Space to Sales
Sales Rate per day vs. Par Level
Use Equipment Detail Section of planning screenSlide26
Brands OOS – Creating Space to SalesSlide27
Driver Resources – Daily Route Summary
List of Assigned Stops for Following Day
Print Report – Pending Predictive Vending OrdersSlide28
Driver Resources – Route CardSlide29
Driver Resources – Route CardSlide30
Driver Resources – Route CardSlide31
Driver Accountability in a Dynamic Environment
Cash AccountabilitySlide32
Driver Accountability in a Dynamic Environment
Unsatisfied Predictive OrdersSlide33
Additional Benefits of a Dynamic Environment
Ease of Movement of Accounts to Various Routes Daily for Efficiency
Area
Fill Rate
Ease of Managing Times of Closed Business – Account and/or Bottler
Removes burden from driver
Cut routes when needed
Add additional routes as neededSlide34
Additional Benefits of a Dynamic Environment
Truck Inventory Management
Load as much or as little product daily
Load additional flavors for brand changes and working additional accounts
Daily Management is Minimal
System is constantly adjusting “Sales Rate per Day” according to invoices, always maintaining efficiencies and working to prevent OOS
The primary maintenance is “Real World Scenarios” that cannot be artificially predictedSlide35
Cross Dock and Warehouse Assistant
Chris VanRandwykSlide36
Overview
Warehouse
space as a commodity
Losing
taps/shelf space
Two
possible
solutions
Question
:
Does your inventory need to be on-hand?Slide37
Cross Dock Overview
Customer
doesn’t care
about product source!
Automate
product movement
Full Integration
with
all operations processesSlide38
Cross Dock Setup
Master
Control
Warehouse Inventory Sharing
Employee / Route Level Cross Dock (Special Case)Slide39
Cross Dock
Setup – Master ControlSlide40
Cross
Dock
Setup – Warehouse Slide41
Cross Dock
Setup – Route OverrideSlide42
Cross Dock in PracticeSlide43
Warehouse Assistant Overview
Balancing inventory
between
warehouses
Replenishment style transfer creation
Additional FactorsSlide44
Warehouse Assistant
Setup – ProductSlide45
Warehouse Assistant in PracticeSlide46
Which works best?
Original Question
Where are you purchasing inventory into?
Can you afford to run out?
Can you task a truck to run between warehouses?
Can you integrate cross dock into your existing order processing??
What is a products volume?
Increase product par
Cross DockSlide47
Brendan
Lesinski –
BrendanL@eoStar.com
Chris VanRandwyk –
ChrisV@eoStar.com
Paul Simon –
Psimon@CorinthCoke.Com
Rutherford Support –
(616)566-5895