1
Accelerate volume growth and gain NARTD share
across all categories while reducing PoH + Opex and
step-changing EBIT margin, capabilities and talent pool.
Our Job Ticket
Our Supply Chain Model
3
Demand Driven
Quality
Customer ServiceCost
Supply Chain Goal
• Deliver Quality Performance : BPQI >=95% , PCQI >=92%, MQI >= 85%
• Drive Opex reduction by 6% basis excluding Depreciation Vs PY
• Improve System Line Efficiency by 6% basis
• Drive Production Compliance above 90%
4
EAST CENTRAL SUPPLY CHAIN STRATEGIC FOCUS
Strengthen Leadership
Functional Maintenance Structure and
Routines
Pre-emptive community mgt
Process Management
System
Embed Quality and Safety
Culture on the shopfloor
6
2013 Performance Overview
RGB CAPACITY UTILISATION – EAST CENTRAL Key Assumption
1,083 1,083 1,750 1,250 1,500
833 0 1,500 0 0
100% 100% 80% 100% 100%
0% 0% 20% 0% 0%
45% 48% 40% 50% 52%
52% 52% 50% 52% 55%
53% 55% 52% 55% 58%
OWERRI PORT HARCOURT EASTUtilisation Utilisation
Total Owerri1 Owerri2 Owerri4 Total Total PHC1 PHC2 Total
2014 19,071,734 5,398,719 5,758,633 8,102,171 19,259,523 99% 10,849,092 6,923,565 8,640,609 15,564,173 70% 29,920,827 34,823,697 86%
1.042015 19,834,604 6,238,519 6,238,519 10,127,714 22,604,753 88% 11,283,056 7,200,507 9,139,105 16,339,613 69% 31,117,660 38,944,365 80%
1.042016 20,627,988 6,358,491 6,598,434 10,532,823 23,489,748 88% 11,734,378 7,615,921 9,637,602 17,253,523 68% 32,362,366 40,743,271 79%
Sales Est Capacity Utilisation
Line cap. (cph)
Package Contrib. (%)
Yearly SLE
Sales Estimates Capacity
Line cap. (cph)
Package Contrib. (%)
Yearly SLE
CapacitySales Estimates
Key Assumption
1,750 1,750 1,750 1,750
1,250 1,250 0 1,250
60% 100% 100% 40%
40% 0% 0% 60%45% 45% 50% 50%
50% 50% 52% 50%
53% 53% 53% 53%
Benin Enugu CentralUtilisation
AsabaSales Estimate Ben1 Ben2 Total ENU 1 ENU 2 Total
2014 17,787,512 8,794,197 8,723,691 17,517,889 102% 13,314,203 9,692,990 9,810,500 19,503,491 68% 31,101,716 37,021,379 84%
1.042015 18,499,013 9,771,330 9,692,990 19,464,321 95% 13,846,771 10,080,710 9,810,500 19,891,210 70% 32,345,784 39,355,531 82%
1.042016 19,238,973 10,357,610 10,274,570 20,632,180 93% 14,400,642 10,274,570 10,399,130 20,673,700 70% 33,639,616 41,305,880 81%
UtilisationSales Estimates Utilisation prod CapSales EstCapacity Capacity
Line cap. (cph) Line cap. (cph)
Package Contrib. (%) Package Contrib. (%)
Yearly SLE Yearly SLE
Manufacturing
KBIs 2012 FY 2013 FY 2013 BP Vs PY Vs BP
Manufacturing Cost Per Case 176.0 173.8 143.2
SLE 51.9% 41.5% 58.0%
Concentrate Yield 99.1% 98.9% 99.4%
Sugar Yield 99.0% 98.8% 99.2%
Crown Wastage 1.6% 1.7% 0.7%
Bottle Breakages 0.62% 0.53% 0.57%
CO2 Yield 55.5% 57.8% 60.0%
LOB/Kwhr 13.0 13.2 15.1
PHC/LOF Boiler 13.4 14.8 12.4
Caustic Usage 1.6 1.6 1.5
Production Compliance 60% 75% 80%
Quality and Sustainability
KBIs 2012 FY 2013 FY 2013 BP Vs PY Vs BP
SAFETY: LTA 12.0 8.0 0.0
SAFETY: FAI 127.0 129.0 64.0
SAFETY: FATALITY 0.0 1.0 0.0
BPQI 92.5% 89% 95%
PCQI 85.6% 83% 91%
Date Code 95.8% 93.0% 97.0%
Net Content 93.4% 94.0% 96.8%
PDQI 78.0% 83.5% 83.0%
Water Usage Ratio 2.73 2.13 2.59
Energy Usage Ratio 0.60 0.56 0.53
Solid Waste Ratio 18.47 23.52 17.45
2013 – Key Learnings
SYSTEM LINE
EFFICIENCY
QUALITY AND
SUSTAIN-ABILITY
COST LEADERSHIP
Inadequate operating and maintenance skill
Problem Solving lengthy due to skill Team Management weak OPL driven mainly by Forlift availability
and reliability Glass returnability could be better
managed Spares management still challenging Better line overhaul execution but
preparation needs improvement Better Line scheduling can help
utilisation
PPE compliance still a challenge Incoming material inspection
inadequate Shopfloor involvement in quality
inspection Ownership for on-line quality control
equipment operation and maintenance Use Process monitoring and control to
drive quality improvement GMP/GHK standard improvement Audit CAP review inadequate Toolbox Talk Execution Inadequate
Pre approval process key in controlling casual usage and overtime
Focus on energy projects Regular reconciliation on
area/equipment basis helps in Yields and breakages control
Better and Timely equipment maintenance helps control business loss
Plant level cost review on weekly basis Inadequate Quality control lead to high
business loss due to manufacturing defects
Ineffective incoming glass inspection both from Trade and new glass led to hogh cost of glass write-off
2014 EC PLAN
12
1. KHS line rebuild2. Execute RGB Lines Overhaul Plan3. End of Line automation in
Benin(Palletiser)4. Owerri Lines 1 & 2 Upgrade5. Leverage SAP PM and EATB Kaizen6. Leverage GPIT and TNT Support7. Ultra Glass Injection Impact8. Volume Allocation in Central(benin to
Enugu) during Peak Season9. Minimum Run Size Adherence and
Speed Loss Eliminination
1. Leverage New PHC PET Line2. Benin PET line Overhaul3. Juice Line 4 TPMS4. Owerri PET EvA Line overhaul5. Leverage on new end of line
equipments on Benin Line 66. Leverage SAP PM and EATB
Kaizen7. Leverage GPIT and TNT support
for Benin and Owerri8. Transition to 48h CIP on Eva line9. Reinforce Incoming inspection of
packaging materials e.g pallets, films etc
1. Effective glass management 2. Enforce Glass Staging across all
Plants3. Forklift Management(TAT and
Maintenance)4. Enforce EATB PM across all
Plants – Weekly and Monthly for STLs and LM
5. Line schedule optimisation6. Mixer Operator Assessment and
Skill Upgrade
1. SMED Implementation across all Plants
2. Restoration of CIP system into Auto Mode
3. Synchronisation of CIP/Changeover Timing
RGB SLE Up By 3%
OWP SLE Up By 6%
OPL Down By 50%
CIP/Changeover
Time reduction
Drive Volume Delivery Through System Line Efficiency Improvement(6%)
50.70% 52%
42%
54%
0%
10%
20%
30%
40%
50%
60%
11act 12 act 13act 14BP
47.90% 49%
40%
63%
0%
10%
20%
30%
40%
50%
60%
70%
11act 12 act 13act 14BP
REGION SLE - RGB59.96% 59%
45%
55%
0%
10%
20%
30%
40%
50%
60%
70%
11act 12 act 13act 14BP
REGION SLE - OWPREGION SLE
Conc Yield Sugar Yield
PRODUCTIVITY
1313
1. Leverage Juice line TPMS 2. Benin PET Filler Overhaul
Impact3. Benin Line 1 and 2 filler
overhaul4. Mixer Overhaul and operator
training
1. Tracking and reconciliation on shift basis
2. Leverage RGB line overhauls3. Ultra Glass Introduction Impact4. Proper Glass sorting process at
Plant and Depot5. Enforce Proper CIP/Changeover
practices as it relates to Washer
1. Weekly Pre approval process2. Weekly cost review and CAP3. Leverage SLE improvement to
minimise run days4. Energy management /Load
Shedding during Non Production Period
5. Implement Top 10 menergy sevres to reduce consumption
6. UPS Capacity increase and introduction in relevant plants
1. Effective sorting in trade2. Implement proper glass handling
practices in Plant and Depot
Reduce Manufacturin
g Defects<PY
Reduce Bottle
breakages<0.5%
Overtime ,Casual and
Energy Cost Management in line with
BP
Scuff Glass Management
Drive Manufacturing Cost Improvement Through Business Loss and Overhead Reduction
COST LEADERSHIP
0.590.62
0.530.57
11act 12 act 13act 14BP
Bottle Breakages
147.1
176.0 173.8
150.4
11act 12 act 13act 14BP
Manufacuring Cost, CPC
1414
1. Coding Machine Upgrade and Overhaul
2. Effective Power Protection in Place
3. Implement OEM Standards for operation
4. Operator Involvement in On-line Quality control(15minutes check by filler operator)
5. Installation of Laser coders on all PET lines
6. Fully functional standby coders on all RGB lines
1. Implement revised Vent tube management
2. Filling valves and lift cylinders validation and Maintenance
3. Operator Involvement in On-line Quality control
4. Check mat Functionality Audit and Access Control
5. Robus incoming inspection and adherence to 1000cases run for new glass
1. Enugu Lines fully ASEBI2. Miho Asebi Maintenance
Schedule compliance3. Mixer Operator Training4. Implement Effective DO
Management: Daily tracking, Review and implement CAP for out of limits
5. Regular Crimp checks and control by Filler operator
1. Regular System audit action plan tracking and review
2. Biannual Compliance Self assessment
3. Yearly Kore Standards Training/Refresher(Virtual Factory)
4. Process monitoring and control across all plants
5. B2B rollout in EC
Date Code Net Content CarbonationQuality Systems
Compliance
Drive Quality Through Shopfloor Engagement and Accountability
89.0 89.0 88.0
93.0
11act 12 act 13act 14BP
EAST - BPQI94.0
82.0 84.0
90.0
11act 12 act 13act 14BP
EAST - PCQI
93.0 93.0
90.0
93.0
11act 12 act 13act 14BP
CENTRAL - BPQI
90.0
83.0 81.0
90.0
11act 12 act 13act 14BP
CENTRAL - PCQI
QUALITY
1515
1. Daily random PPE Compliance by PMs
2. Daily Tool Box Talk in SBT and weekly in PM meetings
3. Implement weekly Hazard spotting and correction
4. Enforce Hot work permit5. Ensure all Machine guarding fully
functional6. Enforce Energy isolation(LOTO) in
plants
1. Fully functional Fire protection: Extinguishers and Hydrant system
2. Enforce Drill Schedule3. Fire Alarm Systems Fully
functional
Implement Preventive
Systems
Implement Protection
Systems
Drive Safety and Environmental ComplianceThrough Zero Tolerance to Non Compliance and standards implementation
Safety Regulatory Compliance
1. Regular System audit action plan tracking and review
2. Biannual Compliance Self assessment and Corrective action Planning
SUSTAINABILITY – SAFETY AND ENVIRONMENT
1. Restore all Plants ETP to full functionality
2. Ensure all water meters are fully functional and calibrated
3. Implement agreed WUR and SWR projects in all plants
4. Drive implementation of key energy reduction initiates eg UPS Enugu, Gas Generator sets for owerri
Environmental Systems
Compliance
Capability DevelopmentTop Key issues
Line Management Quality Knowledge especially on the shop floorPreventative Maintenance Deep Diving Skill
Key Initiatives
Rollout of EAtB across East and Central PlantsTechnical Training for Key Equipment operator - MixerProduction, Quality Assurance, Plant Engineer Development ProgrammeSimplified BQAT to the shop floorLevarage New PHC PET CSD Line to Upscale technical skillAll PMs Enrolled in Accenture Supply Chain AcademyLeverage TTC Graduate Trainee Line Manager Development CurriculumB2B Rollout across East Central
Sales Volume:87.05MUCS
DIFOTAI: 90% SLE: 54.4% Production Compliance: 85% Manufacturing Cost, CPC:
=N=152.51/Case Concentrate Yield: 99.32% Sugar Yield: 99.12% Business Loss: 50% below
PY MQI: 84% BPQI: 94.5% PCQI: 92% Date Code: 97% FAI: 50% below
PY LTA: 0 Fatality: 0 WUR 2.50 EUR 0.48
Customer Preference
Cost Leadership
Consumer Relevance
Community Trust
People & CapabilityCapability Development: 85% IDP ComplianceQuality and Safety Audits: 100% ComplianceEATB Audits : All 4 Plants Certified
EC 2014 PICTURE OF SUCCESS
THANK YOU