McAlister Tactical StrategiesTactical Strategies for

Your Supply Chain

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What I can do for you…Identify common sense approaches to enable supply chain success

Common Areas of Opportunity Potential Solutions

Excess working capital ties up cash that could be invested back into the business

Raw Material Loss, Packaging Waste, and write-offs are money down the drain

Future production demand may create pressure on the supply chain

Quality deficiencies and product losses due to GMP issues will waste resources

Review inventory policies and show how reduced levels can successfully support customer service levelsImplement Root Cause Analysis processes to effectively eliminate the circumstances causing material lossesDevelop simple capacity analysis models to provide Management with a clear view of business opportunitiesDetermine sources of quality deficiencies and develop action plans to eliminate or minimize the impact

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Mike McAlisterBackground and QualificationsExperience - 33 years at Unilever and Bestfoods

2 years in R&D (Microbiology)20 years in Quality Assurance11 years in Planning/LogisticsBusinesses supported:

Bertolli Frozen / PF Chang’s Frozen Dinners Skippy Peanut Butter Lipton/Knorr Dry Savory Country Crock / I Can't Believe it's Not Butter / Imperial Spreads

Sixteen years in production facilitiesFifteen years at Corporate level (QA and Planning Logistics)Member of Unilever's World-Class Supply Chain

Ranked #4 in Gartner Supply Chain Survey in 2013 Ranked #1 for Consumer Goods companies

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Extensive Supply Chain ExperienceCorporate Level

Demand and Supply Planning at Corporate levelManaged supply chain for businesses ranging from $300 million to

$900 million in annual salesQuality Assurance for all Unilever/Bestfoods food brands

Plant LevelScheduling Material Planning and ProcurementQuality Assurance / GMP / Pest Control / Lab Management

Successfully developed and implemented processes to simplify complex data (e.g. SAP reports) for everyday usage using Excel spreadsheets

Over 30 years of work experience in the 'trenches' while effectively interfacing with upper management and corporate business teams

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Working Capital Reduction Working Capital Review and Remediation

Clearly understand inventory requirements, e.g. 30 days of supply versus lower inventory levels with more frequent deliveries

Challenge Vendor terms and establish alternative sourcing strategies, such as vendor managed inventory

Show the Business Management team methods for reducing inventory without impacting production or customer service using simple spreadsheets

Implement straight-forward tools for the measurement of progress

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Material LossMaterial Loss Reduction Determination and

RemediationDetermine the sources of material loss with Root

Cause Analysis methodologies (5-Why analysis, Pareto Analysis, Fishbone Charts, etc.)

Once the root causes are determined, develop effective plans to eliminate/minimize the factors causing the loss.

Develop and implement simple measurement tools to show progress.

Modify quality control procedures to reduce risk and improve reliability.

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Capacity AnalysisDevelop simple spreadsheets to show production

requirements versus capacityUnderstand the planning rates and the run strategiesClearly define the capacity of each production line Obtain a production forecast based on the business planConvert the business plan into a realistic production

model on a weekly or monthly basis through the next 18 to 24 months, or longer if possible

Develop Supply Review methodology that will allow for periodic updates of the model to determine feasibility of the future plans

Provide guidance for the effective integration of supply chain and business functions (S&OP)

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Quality Improvement Define areas for improvement that will reduce risk of

shut-down, recalls, or regulatory interventionIdentify microbiological and/or food safety risks and

develop mitigation plansEvaluate Good Manufacturing Practices and provide a

fresh perspective and suggestions for improvementIdentify the root causes associated with out-of-

specification situations that create additional work and waste

Develop quality improvement plans with meaningful metrics that can be easily measured

Develop training programs for employees to enable effective quality improvement programs

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Basic Support ConceptSet goals with a clearly defined plan for success

Meet with site management to identify potential opportunities for improvement

Determine the goals to be accomplished in one to three week increments, depending on the level of detail required

Work with Managers, Supervisors, and/or Line workers to determine root causes and brainstorm to develop improvement plans

Develop the appropriate measurement tools that will be implemented and administered by plant personnel

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Contact InformationMike McAlisterE-mail: McAlisterSCTS@gmail.comCell: 908-309-5791Address: 5 Townview Court, Flemington, NJ

08822McAlisterTacticalStrategies.com

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Typical Support Plan - Planning1-3 Days Evaluate Data and Review Practices with

Management and front-line employees. Identify areas for improvement

1-2 Days Deep Dive into data and practices to determine specific areas for future program change

1 Day Develop specific action plans1 Day Present recommended action plans and

suggested metrics to the client. Decide on specific actions to implement.

2-5 Days Instruct Management team members on how to develop and implement measurement tools needed to drive improvement

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Typical Support Plan – Quality 1-5 Days Evaluate Quality Programs, Practices, and

Specifications with Management and front-line employees. Identify areas for improvement.

1-3 Days Detailed review of practices and/or problem areas to determine specific areas for future program change

1-3 Days Develop specific action plans1 Day Present recommended action plans to the client.

Work with management to decide specific actions to implement.

1-5 Days Instruct Management team members on how to develop and implement measurement tools needed to drive improvement