Maximizing Profits, and Cash Flow Positive from the Common Big Picture 3i Macro Key End Result Areas' Maximized Performance Metrics

BEFORE sharing our FRAME OF REFERENCE on this Topic intended for Food Manufacturing Industries, INFORMATION TECHNOLOGY is required at least the very basic that can give an ALMOST REAL TIME, and ACCURATE INFORMATION particularly the Alpha - Numerics (KRAs - KPIs PARAMETERS vs Performance Metrics) with Analytics that are Auto Generated from All Raw Transactional Data Single Entry Encoding per Kind such as Sales Orders, Receiving, Issuances, and related. And all the rest will be auto computed by the Internet Platforms from Computers / Laptops, Mobile Phones (Android, iOS), Tablets / iPad mini.

Conservatively (investment wise), may use Excel Linked Files using Codes (VBA), Macros, Conditional Formatting, and other features. May also use Google Sheets Linked (codes) for Operating and Management Tools.

For Field Documentation such as Videos and Images, may use Viber for Compliance and Analysis.

CCTV for Factory, DC and other Business Centers for Comparative Analysis to Reports, KRAs - KPIs Plans and Developments from time to time. GPS for Delivery Trucks.

Illustrations

SAMPLE TOOLS

Above are General Sample Tools (best if have the detail KPIs vs Actual Performance Metrics), and are auto generated by the internet platforms from the Cascaded Systems of KPIs starting from Micro Units Users' Interface).

KPI PERFORMANCE METRICS in Amounts | Quantities per SKU, %, Time and Motion, Usage Mileages including electricity & water, and other measurable values. The WHY & WHAT Column as shown in the Table above are for WHYs (can't achieve, the big short), and What To Do base on the Analytics for the Strategies, Techniques that can be applied in order to minimize problems.

ABOVE TOOL #1 DAILY CUT-OFF OF SCM KPIS OF YESTERDAY

1. For VP for Operations or Sr. Operations Manager to know first thing in the morning for 360 MANAGEMENT to SCM. A Focused Big Picture Management on SCM Part by checking the Macro Key End Results. Checks the SCM's KPI-SMART 3i Tools as to the Planning and Development (TOOL #2). And provides support to SCM to help achieve KPIs for the Day and Tomorrow by looking at the back of its Direct Report (may not see what's missing or overlooked especially when there's many important things to attend to), and guides to improve by Coaching (asking series of Questions depending on answers that leads to solutions, and not instructional). Note that Tool #2 is updated particularly in the Developments every hour and so from the On-Line Systems.
2. For SCM to know first thing in the morning to check the Big Picture / Macro Performance Metrics, and check its Direct Reports Planning and Developments (TOOLs #2&3) for Coordination, and Orchestrates by Coaching (asking questions).
3. For CENTRALIZED FACTORY PLANTS, DISTRIBUTION CENTERS and Other Business Centers will have more and detailed tools particularly in the Sections. No Sample Tools provided.

Savings other than (1) redundancy in encoding, making reports, and related. But are Crucially intended for (2) RE-ALIGNING among the concerned employees, (3) Crucial Reports with cut off time for (4) COORDINATION & COOPERATION or 3Cs, (5) OPERATIONS MANAGEMENT STRATEGIES COLLABORATION through ORCHESTRATING on CASCADING KPI-SMART (Specific, Measurable, Achievable, Relevant, Time Bound) PLANNING, & (6) DEVELOPMENTS even the In - Progress for Tactics to Achieve Strategies somehow as well as to prevent untoward or minimize the Domino Effects, (7) also for Effective Decision Makings, Enhancing Operational Performances, Prevents or Minimizes the Domino Effects (big losses and may affect the Business Relationship with the Customers) most especially.

In this Issue, we will give only the Summary Descriptions of EACH OF THE 3i MACRO KEY END RESULT AREAS (KRAs) with their Key Performance Indicators (KPIs) as to HOW they are Directly Contributing to the Maximizing Profits, and Cash Flow Positive. Increase in Revenues may help though not our especially.?

We will be sharing INSIGHTS on "How To Maximize ..." in the succeeding Materials (Articles, YouTube, and Other Tools)

The KRAs - KPIs PARAMETERS of the MANAGEMENT (Collaboration on Cascaded Orchestration using KPI-SMART Tools for Strategies, as well as in the Development even in the process for Preventive Management), and their OPERATIONS are usually achievable since KPIs Parameters are established from the developed Sets of Operating Standards (using KPI-SMART 3i Tools) with Strict Considerations to the Capability 3i Components in each Stage of the Process Flow to Maximize its Quality Yields Parameters over minimal time usage, Minimize Operation Costs, and the Ability to Achieve more or a bit less the KPI targets. The Command Chain, Cross Sectional and Functional Accountability Structure and Comprehensive Job Descriptions are based on these Standards.

Each Stage (What, Who, When, Where, and How. With the Immediate Superior's Checking to Ensure) using KPI-SMART (Specific, Measurable, Achievable, Relevant & Time Bound) as Method, and its 3i (Integrated, Interconnected & Interrelated) COMPONENTS such as (1) Almost Real Time and Accurate Information particularly the Alpha - Numerics (KRA-KPI) with Analytics and Tools for the Management, as well as the Operations; (2) Physical Activities particularly in the Centralized Factory Plants with Logistics, Distribution Centers including Logistics, and SBUs (Small Business Units); (3) The Management Collaboration on Business Reviews Analysis, and the Orchestration of Cascading KPI-SMART Planning to Developments in Progress Overseeing, (4) Related.

KRAs - KPIs PARAMETERS Capability is a Standard of Operating Procedure, Methods, Techniques, and related for each Specific Stage (and or Kind of Transaction) of the Process Flow of the Macro, and down to the Micro Units Operations. It can be?Physical ACTIVITIES at what standard Operating hours – schedules cut off time, Physical Process Flow Mapping Lay-outs with Locators including FIFO Rotation and Replenishment (with Shelf Life Parameters), and other related at Centralized Factory Plants, Distribution Centers and SBUs), Software DB to MIS & Tools for both Management Collaboration for Orchestrating of Cascading KPI-SMART Planning and Developments, as well as its Operations, Post Guides, Checklists, Tally Sheets, Transmittal Log Books, and Other Accountability Components. And all these are stated and signed with date and time in ones ROLES’ Comprehensive Job?descriptions, as well as in the Manual. For their immediate Superiors, are the Ensuring Part with cut off time to would prevent, and or minimize the Domino Effects.??

Cascaded KRAs – KPIs for each stage of the Process Flow with cut off time to achieve the Macro Key End Results at the End of the day.??

To note that each one of the MACRO KRAs or OKRs - KPIs are Developed or Established from the Cascaded KRAs – KPIs PARAMETERS that brings about the COST EFFECTIVE (Mirriam Webster: producing good results without costing a lot of money), EFFICIENT, and Significantly PRODUCTIVE (Mirriam Webster: having the quality or power of producing especially in abundance) per Stage From Micro Units?to Macro.??

These BENCHMARK Parameters are in the form of Alpha-Numerics or KRA – KPI Range of Acceptable Metrics from the initially Simulated Tests (baby scale) of which MATRIX that Yields in abundance with quality at minimum time and effort - which will be Set in the Actual Facilities, or used, applied and related.??

These Simulations are based on KRA KPI-SMART Method for Management?and Operations Tools used.??

A Set of Cascaded KRA -?KPI across the entire Processes to Achieve the Macro Key End Result AREA are breakdown into Two (2) Crucial Parts as shown below??

• MAIN EVENT ACTIVITIES' KPIs - are the Operations Crucially Critical Stages of the Business that completes the Transactions as scheduled base on agreed KPI-SMART plans that will meet the KPIs of the Company??
• SUPPORTING PARTS ACTIVITIES KPIs - are the Department Parts' KPIs of the Company which are pre REQUISITES to the Success of the MAIN EVENT's Activities KPIs

And everyone based on their Roles are equipped and complied strictly.??

The FREE Insights Sharing on the SALES ORDERS?FULFILLMENT’s KRA - KPIs MAIN EVENT OPERATIONS Standards will be posted soon. So Watch for it.??

Please understand that whatever we share here are not One Size Fit All.?Hopefully somehow can help achieve Maximizing Out the Operations KPIs that would Minimize Costs based on our experiences and Maximize or Optimized Operational Capabilities.?We will appreciate if you can Message us for clarifications, and will get back to you the soonest possible time for FREE that we can improve this issue and probably future ones.

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Maximizing the COMMON BIG PICTURE 3i MACRO KEY END RESULT AREAS or CRITICAL SUCCESS FACTORS' KPIs (KEY PERFORMANCE INDICATORS)?PERFORMANCE METRICS TO MAXIMIZE PROFITS, and CASH FLOW POSITIVE

KEY END RESULT AREA #1 - MAXIMIZING DAILY REVENUES at 90%+ of Customers SALES ORDERS FULFILLMENT (at the Centralized Factory Plants, Distribution Centers, and other Business Units) from the TOTAL SALES ORDERS for the Delivery Dispatch Schedules each day.?

With Load Over Capacity for each Delivery Truck Route Trip at 90% and above. For the balance of less than 10% to be at the extremely minimum due to lack of, or no stocks.

CLUSTERED Drops per ROUTE Trip from a very well studied closest distances yet fastest Drops' ETAs because of less traffic (travel kilometers, & Estimated Time of Arrival) from one drop to another within the Area as well as Nearby ones Standard, as well as the Delivery Dispatch Schedules in connection to travel time / days to and back as lead time.?Sales Orders at Minimum Ordering Quantity / Amount with consideration to Travel distance / time and other operating costs (Travel and Related Operating Costs / Total Sales).?And possibly maximized drops per trip.

Considers distance from Point of Origin Warehouse and Back with ETAs each. Including the Unloading of Drop's Orders Volumes, and other delivery related such as the Documents (required for Collections On Time from the Customers).?

Outright Rejections at Acceptable X% Rate due to Driving conditions (from Analysis - comparative, gap, root causes), and Packaging Carton Boxes Piling Strength. Covers in cost on KPIs for Post Delivery Trips Processes - unloading, sorting and related at the Warehouse.?

In other words, maximizing - out the Sales Deliveries per KPI-SMART Clustered Drops per Trip at lowest costs as possible to bring about maximum gross profits.

MAIN OPERATIONS ACTIVITIES KPIs

• 90%+ Loading and Dispatching Process of Delivery Trucks according to set schedules in all docks, and reached each Route Drops at ETAs. Including back to Point of Origin Warehouse that also covers the sorting of Outright Rejects and Tallying of Delivery Documents.

The Loading Procedures based on the KPI-SMART (Time and Motion) Operating Standard based on the Capability 3i Components. The Handling per Pallet Drop Goods (Standard interlocked piled with Tag) by Forklift or Lifter from the Picked Area, the Check and Balance (Tally Sheet) Turn - Over between Logistics Driver, and Warehouse Shift In-Charge (goods with corresponding set of documents per drop), the Driver's Helper/s to Loading and Piling inside their Delivery Truck. While Warehouse Helpers goes back to Picked Area to get for the Next Drop or serve the next scheduled Delivery Truck.

All Delivery Trucks with its Drivers & Helpers respectively, the Warehouse Finished Goods and Logistics Staffs strictly comply to the KPI-SMART Action Plans in LOADING & DISPATCHING for each Route Drops Trips per Dock (Gate) according to Set Schedules.

At least an hour before the Start of the set schedules for the Loading and Dispatching Procedures per Dock / Gate, All Ordered Items Per Drops have been completely Picked and Piled per Drop Pallet/s and are QUEUED (according to Schedules of Loading and Dispatching) in the Assigned Gate / Dock # at the WAREHOUSE FINISHED GOODS PICKED AREA. Properly Piled in Interlocking Cases / Carton Boxes with Tags (color coded preferred) on the Pallet. The Bulky and Heaviest are at the Bottom while the Lightest, and Smallest are on the top part. All these Goods on Pallet per Drop are queued per Dock according to FIRST IN, LAST OUT (FILO) Loading Procedure base on Route Drops Trip per Delivery Truck.

All Delivery Documents including the attachments per Route Drops Trip (properly sequenced per Drop, as well as in FILO), the Loading and Dispatching Summary Tally Sheets for the Route Trip are completed. Also, Checked and Balanced by the Warehouse Finished Goods Shift In-Charge against the Goods mentioned above.

Strict Compliance to the Operating Standards set based on KPI-SMART Loading and Dispatching processes by all involved employees will result in minimized operating costs thereby to maximize profits.

To MINIMIZE OPERATIONS COSTS (as well as To Enable the Staffs to be Productive - High Yields with Quality Over Usage of Time and Motion at very minimal movements) at CENTRALIZED FACTORY PLANTs, DISTRIBUTION CENTERS and Other Business Units with their Logistics, have to be in a ...

1. Straight or U - Formation Floor & Vertical (ie: Racking System at least 4 Levels) Mapping Lay-Out with Locators base on Process Flow including FIFO (First - In, First - Out) Rotation and Replenishments (Shelf Life Parameters) for Cost Efficiency, and Effectively Productive with Quality. A Step by Step or Stages Lay-Outs, and Distance between each will depend in the space needed for whatever Activities Needed To Be Done and Move To The Next. With Color Coded Markings, Signages, and Tags for Restrictions, and for Cautions. No Criss-Cross Movements, Not so much of handling time (batch with Piling Standards), No searching for Any Item (locator), No Wrong Positioning as well as in Picking.

The Distance between Assembler in a Stage or Section or Stages such as from Warehouse Raw Materials & Supplies to Production Line or from the latter to Warehouse Finished Goods are studied with consideration to Capacity of Spaces Needed in such a way will be enough to fit the transport of Goods with allowance a task with before going to the Next Stage. This way, Time and Motion per Cycle or Batch will be short. And not too much to waste the space. Enough to exert very minimal movements with Standard Volume (interlocking piled) per Handling and Other Physical Activities related.?

If I may say that such Physical Set-Up will result to either big or small Fixed Costs. Depending on how Cost Effective the Positioning is. Some cannot be moved because too big, heavy.

Though there could be variable costs from non-compliance that can be checked from time to time so to bring them back to the Standards.

Cover the GMP (Good Manufacturing Practices), HACCP, 5S, and so on ...?

2. Physical Operating Activities Schedules of Sections & Functions ie: (1) Logistics Route FILO Drops Trips' Loading and Dispatching Checklists, (2) Warehouse Office Staff for Delivery Documents and Picking Lists (Linked from Logistics' Drop Checklist), Helpers particularly for Drops Picking and In-Charge for Checking and Balancing. To Prevent From Overlapping or Waiting / Idle Time, Criss - Cross, and other costly activities.

The Operating Schedules are well studied so when the start of the LOADING AND DISPATCHING Processes per Dock or Gate, there will be no waiting time for the Goods on Pallets per Drop transfer from Picked Area and are Mapped Lay-Out per FILO Drops Pallets Per Delivery Truck, the Delivery Documents and others related are complete and ready.?

3. Other Operations Capability Components related?to Achieve This MACRO KEY RESULT AREAs' KPIs.??

SUPPORT ACTIVITIES KRAs-KPIs to make the MAIN EVENT a success (not perfect but at least Cost Effective, Efficient and More Productive)

90% + Sales Orders Stocks are PREPARED per Drop Pallets with Tags, and are Queued accordingly in FILO (First In, Last Out) and are properly piled inter-lockingly. for each Route Trip at Warehouse Finished Goods Picked Area Dock Assigned. In the big picture, Queued according to Loading and Dispatch Schedules. As well as the Conditioned Delivery Trucks,?and Delivery Documents. Including Handling Equipment for turn over from Picked Area to Loading into Trucks. All are checked and validated by Warehouse Shift In-Charge at least One Hour or 2 before the start of the Loading and Dispatching Procedures.

SALES Department - Customers

At Least (could be more depending on Areas' distances, Situations) 3to 4 working days or Weekly Ordering Lead Time from Standard Set of REGULAR Route Trips Delivery DISPATCH SCHEDULES. By Allocations of Stocks from Inventory Flow Balance.

LOGISTICS MANAGEMENT & OPERATIONS

1. Able to Deliver in case of unavoidable circumstances from the Pooling of Good Conditioned Delivery Trucks from Owned and 3rd Party. Has PMS (Preventive Maintenance Systems) Program done especially during color coding
2. From the well studied Master Route Drops Trips' Cluster (with standard route time and motion, km reading), and Schedules as Standard base on Trip Lead Time. All Drivers and Helpers comply (Cooperate) to the Sets of Route Trips Schedules. Sales and their Customers also comply to the set Route Trip Schedules Standard. They will be informed as to ETA ahead of time.
3. Drivers and Helpers are properly informed ahead of time or are posted in the White Board "Route Drops Trip Schedule per Delivery Truck Plate No., Driver and Helper Names, Drops Sequence with each ones Quantity." Standard UOM is Carton or Pack As
4. Close coordination and cooperation with WAREHOUSE FINISHED GOODS, and probably with SALES when necessary, especially with regards to Status of Deliveries to their Customers.
5. Other Operating Standards

WAREHOUSE FINISHED GOODS MANAGEMENT & OPERATIONS

Compliance of SOP Policies

Activities Schedules as KPI-SMART Methods such as (a) FIFO Rotation and Replenishments, (b) Shift Accountability Turn-Over, (c) Drops Picking, (d) Receiving of Partial Transfers, and so on.

Physical Mapping Lay-Out with Locators base on Process Flow including FIFO Rotation & Replenishments, and others related. Each SKU has its fixed slot per Column in the Racking System. At least 3 to 4 levels to be Cost Efficient (Forklift's pivoting may eat up the 2 to 3 levels). Ground Level are the Oldest Stocks but still in the acceptable Shelf Life Parameters. IN ASSIGNING FIXED Column for SKU in Specific RACK, SKUs that are Fast Moving (Regular Items with Volume particularly) are nearest the Warehouse's Issuance Area to DROPS PICKED AREA, so the Drops' Pickers (Warehouse Helpers) do not need to have the hard time to go farthest most of the time. So is the Forklifts, Lifters, Push Carts and Rack (each shelf with edge stopper as lock) Carts. While Non Moving are in Rack nearest receiving area from Production Partial Transfers but need to dispose (for sale if still good and still in Stocking shelf life parameter).

No Racking System, Physical Ground Mapping Lay-Out with Rotation and Replenishments - same format as to Columns for SKUs while Rows per Column for Rotation and Replenishments (Pallets Positioning). Columns nearest issuance area for Fast with Volume SKUs. First Row for newest (near receiving area) to Last Row for oldest (nearest issuance area).

Inventory Physical Tallying Sheet / e-sheet (excel or google sheet may do) to have the same format or sequences as Physical Mapping Lay-Out with Locators so Shifts Turn-Over will be a lot Cost Effective per minute (# of Goods on Pallets with Tags).

Inter-Locking Piling Standards with Tags (Color Coded) Per Pallet. Possibly No Loose Packs. ENABLE TO FACILITATE the ACCOUNTABILITY SHIFT TURN-OVER Tallying per Pallet SKUs. In Number of Pallets SKU per Minute.

TAGs Contents are very crucial to prevent Wrong Pick-Up, Spoilage, and other related abnormalities. Also, can easily be Tracked (mapping board, e-sheets), and Position to where it / those to be put or placed.

Uses INVENTORY MANAGEMENT EOQ (Economical Ordering Quantity) with Close Coordination with Sales & Marketing Heads for Stock Allocation for Promotional Campaigns with Lead Time, or RE-ORDERING POINT (Production Request) to Production Department.

EOQ is very crucial to ... (1) minimizing loss of opportunity to sell, (2) minimizing of the rejects, spoilages due to so much over - stocking (expired), also occupying so much spaces, damages, (3) minimize Cost of Inventories and warehouse stocking spaces, (4) financial savings should have sold the inventories that are not due yet for payments to suppliers with credit terms, other than the mentioned ones above.

Provides Inventory Flow with # of days supply (auto color code for Re-Ordering Point or Critical) Soft Copies to Sales Department Head, and Production Department. Format - starting with Regular (Fast Moving) Categories, then to Slow Moving. Preferably with Shelf Life Parameters.

Close Coordination with SALES, and LOGISTICS for Deliveries related, also with PRODUCTION.

PRODUCTION MANAGEMENT & OPERATIONS

Compliance to Operating Standards such as ...

Physical Mapping Lay-Out with Locators based on Process Flow per Line Assembly, Working Table Lay-Out with consideration to Distance, and Proper Posture (minimal movements of the body / hand movements only as possible) of the Worker or Workers, and Others.

Production Team Orchestration and Cascading KPI-SMART (Schedules, ...) Lot - Batches Planning and Developments Cut-Off Time that prioritizes Products (SKUs - Stocks Keeping Units) base on Regular / Fast Moving Items with Volume particularly in the Artisans Industry in consideration of the momentum and stabilization time needed to establish the Speed with Quality Yields or Outputs. As well as how many hours, shifts or days for the LOT (# of Batches) in order to cover for the Stabilization Cost on both the Labor and Materials to be spread to Preparation or Pre-Operations, Actual Activities and the Post Operations.?Pre-Operation or Production Standard Parameters are complied so to prevent (1) waiting or idle time due to lack or missing materials; (2) wastage, rejects to be minimized during Actual Production Activities.

For Assembly Line, the distance between Assembly (internal supplier - customer) to be by Big Tray with proper piling, or Stockable Trays of a Set, Crate, Rack Cart or something so no need for Production Helper to transfer. Schedule of Internal Customer is late by an hour or less to prevent waiting time.

Proper or Right Posture of Workers using Working Table (and Chair if seated) can definitely make them productively effective especially for long hours. Therefore, Labor and other Costs per hour will be minimized.

Also, Production Workers and Helpers who are capable to achieve the parameters (quota) set for each assembly will be considered. Developments are shown on-line (internet) per hour for preventive or minimize problems especially the domino effects.

Covers in the KPI-SMART Planning and Developments (e-Tools like google sheets where can be overseen from time to time in order to ensure and prevent untoward especially domino effects which are so costly) are the PRE-OPERATIONS to ensure Production Workers can start on time where all materials are complete and in place. As well as the other facilities are ready for a smooth and cost effective and efficient one. And as well as in the POST OPERATIONS for sanitation, hygiene, and to have a healthy facilities. To prevent idle, waiting, multiple handling, and so on.

Close Coordination with WAREHOUSE FINISHED GOODS and WAREHOUSE RAW MATERIALS & SUPPLIES

WAREHOUSE RAW MATERIALS & SUPPLIES MANAGEMENT & OPERATIONS

Compliance of SOP Policies

Activities Schedules as KPI-SMART Methods such as (a) FIFO Rotation and Replenishments, (b) Receiving of Items from Suppliers' Deliveries, (c) Shift Accountability Turn-over, (d) Picking for Production Needs, and so on.

Physical Mapping Lay-Out with Locators base on Process Flow including FIFO Rotation & Replenishments, and Other related. Each SKU has its fixed slot per Column in the Racking System. At least 3 to 4 levels to be Cost Efficient (Forklift's pivoting may eat up the 2 to 3 levels). Ground Level are the Oldest Stocks but still in the acceptable Shelf Life Parameters. IN ASSIGNING FIXED Column for SKU in Specific RACK, SKUs that are Fast Moving (Regular Items with Volume particularly) are nearest the Warehouse's Issuance Area to DROPS PICKED AREA, so the Drops' Pickers (Warehouse Helpers) do not need to have the hard time to go farthest most of the time. So is the Forklifts, Lifters, Push Carts and Rack (each shelf with edge stopper as lock) Carts. While Non Moving are in Rack nearest receiving area from Production Partial Transfers but need to dispose (for sale if still good and still in Stocking shelf life parameter).

No Racking System, Physical Ground Mapping Lay-Out with Rotation and Replenishments - same format as to Columns for SKUs while Rows per Column for Rotation and Replenishments (Pallets Positioning). Columns nearest issuance area for Fast with Volume SKUs. First Row for newest (near receiving area) to Last Row for oldest (nearest issuance area).

Inventory Physical Tallying Sheet / e-sheet (excel or google sheet may do) to have the same format or sequences as Physical Mapping Lay-Out with Locators so Shifts Turn-Over will be a lot Cost Effective per minute (# of Goods on Pallets with Tags).

Inter-Locking Piling Standards per Pallet with Tags

Uses INVENTORY MANAGEMENT EOQ (Economical Ordering Quantity) with Close Coordination with Production and Purchasing Department for RE-ORDERING POINT. Provides Inventory Flow with # of days supply (auto color code for Re-Ordering Point or Critical) Soft Copies to Purchasing Department Head, and Production Department. Format - starting with Regular (Fast Moving) Categories, then to Slow Moving. Preferably with Shelf Life Parameters.

Close Coordination and Cooperation with PRODUCTION, also with PURCHASING

QA MANAGEMENT & OPERATIONS

Product Preservation Standard - Quality Inspection Program for Accountability, minimizes rejects upon receiving, and others related.

Product Recall System that can be processed at very minimal time (very few minutes) for Accountability of both in the Company, and at the Customers side.

R&D MANAGEMENT & OPERATIONS

To continuously improve the Products

To Develop New Quality Products for Launching (Marketing campaigns)

PURCHASING MANAGEMENT

Daily Close MONITORING of Inventory Flow with EOQ or Re-Ordering Point, Coordination and Cooperation with WAREHOUSE RAW MATERIALS & SUPPLIES MANAGEMENT

Uses Re-Ordering Point or EOQ.

Have at least 3 Suppliers for Quality Items delivered, After Purchases Services, Competitive Prices, Credit Terms, and Limits.

SUPPLY CHAIN MANAGEMENT

Weekly SUPPLY CHAIN MANAGEMENT Committee Collaboration Analysis Meeting for ...

1. Business Review of Last Week to determine the WHYs, What can be done that has to be applied to the current week's Target KPIs such as follows ...

(1) Gross Sales Order Fulfillment Targets vs Performance Metrics, Gap Analysis and What can be done that can be applied moving forward to narrow down the variances

# of Total Sales Orders To Fulfill, Amount, Percentage Rate; Outright Rejects, Amount, Percent Rate;

(2) Unserved due to No Stock, loss of opportunity amount and rate; (3) Underserved, loss of opportunity amount and rate; (4) Sales Profits per Customers from Sales, Returns, Discounts, and Other costs; (5) Logistics compliance of Customers' Delivery Documents Requirements for Collection; and so on.

2. Current Week's (Cut-Off) Group Orchestration of Cascading KPI - SMART Planning and Developments on a day to day Overseeing for continuous improvement in achieving the daily average KPIs set

Sales Orders To Fulfill for each day of the week for Centralized Factory Plant, each Distribution Centers and Other Business Centers (Dealers, Retailers)

Warehouse Finished Goods' Stocks Allocation and Requirements from Production vs the Sales Requirements per Schedules

Logistics conditioned Delivery Trucks Inventory including 3rd Parties vs Targets

Production Requirements from Warehouse Raw Materials

Warehouse Raw Materials Requirements from the Suppliers c/o Purchasing.

Purchasing Requirements' Budgets from Finance.

3. DAILY Cut-Off Time Remote Overseeing the Centralized Factory Plants with Logistics / Distribution Centers / SBUs, Analysis, Course of Actions to prevent or minimize losses and sales opportunity loss.

Finance & Accounting

Weekly SCM Committee Collaboration Analysis Reports on

1. Business (KRAs - KPIs Performance Metrics against Target KPIs, Variance) Review of Last Week Cut-Off Analysis, and what can be done and that can be applied to the Current Week's KPIs - (1) SALES from deliveries [Amounts, %; and # of SALES ORDERS To Fulfill, Costs to Deliver, Outright Rejections, etc]; (2) COLLECTIONS Rate and the Whys if not collected due to Customers' Delivery Docs Requirements from Deliveries, and others); (3) Factory, Distribution Centers and Other Business Centers' Operations Costs vs Sales, Yields from usage mileage and related especially Overtime from Regular time Pays; (4) Revenues, Costs including Returns, Profits per Customers; (5) Others
2. Current Week's KPIs Targets from Orchestration of Cascaded KRAs KPI-SMART (Specific, Measurable, Achievable, Relevant, Time Bound) Planning for Developments in relations to Sales, Collections, Costs, Budgets and related.

KEY END RESULT AREA # 2 - INCREASE SALES From Existing Customers, and Potential Markets

• Marketing and Sales Campaign Strategies base on Competition SWOT (Strength, Weaknesses, Opportunities, Threats) Analysis and Strategies on Prices, Features, Quality (Rate and Costs of Returns), Promotions, Discounts, Tie-ups, Lead Time, Rejection Rates (Outright), After Sales Services, etc.
• Close coordination with WAREHOUSE FINISHED GOODS for Stocks Allocation & adjustment of EOQ (Economical Ordering Quantity for Items or SKUs concerns), as well as the LOGISTICS (Warehouse Finished Goods In-Charge can do the coordination), and FINANCE on Collections Issues

KEY END RESULT AREA # 3 - Collections On Time at 90%.

• 90% plus Tallied upon turn over of Delivery Manifested Documents per checklist on Customers Payment Requirements preferably on line.?
• Ensures Counter Receipting, and Collecting on Time?(Schedules)

KEY END RESULT AREA # 4 - MAXIMIZING Gross Profits at CENTRALIZED FACTORY PLANTS with LOGISTICS from Cost Effective (Mirriam Webster: producing good results without costing a lot of money), Efficient and more Productivity

Based on experiences, not only achieving the highest Sales Orders Fulfillment, and Load Over Capacity per Delivery Trucks Rates that Matters to the Bottom Lines, but as well as Where most of the COST SAVINGS can get, and its from here which are directly contributing to Maximizing Profits, and Cash Flow Positive if will not be spent on other Operating Expenses, and especially not for Capex.

Comparative and Gap Analysis, and Strategies - Amount, %; Qty, %; KPI Parameters vs Metrics, %; and other crucial measurements.

PLANTS - KPIs PERFORMANCE Metrics with Analytics?

• Gross Profits from Sales Deliveries less CoGS and Operating Costs with breakdown per Department
• Sales and Collections KPI Performance Metrics against Targets with Analytics?

1. Gross Sales Orders?to fulfill (# of Total Drops, Amounts, and so on)
2. Actual Sales Orders Fulfillment (# of Total Drops, Amounts, and so on)
3. Unserved (# of Total Drops, Whys and What can be done, as well as how to improve for future delivery schedules)
4. Underserved (same as # 3 above)
5. Collections Requirements (from Customers' 201 File) delivery compliance?

• Logistics Management KPIs - Performance Metrics Cost with Analysis?

1. Gross Profit (Amount, Rate) per Route Trip Delivery from Loading and Dispatching Process to back to origin Warehouse upon turn over of Accountability?Costs including Outright Rejects.
2. Gross Profit per Drop Delivery?from Sales and Costs
3. Cluster Cost Analysis per Route Trip?vs Sales Deliveries
4. Loading and Dispatching Schedules Compliance rate, Gross Sales Deliveries less Operation Cost
5. ETAs per Drops and back to origin Warehouse Compliance rate
6. Accidents on the road rate
7. Outright Rejections Rate due to driving condition, and Cost Proportion over Sales Deliveries
8. Preventive Maintenance rate?
9. Others

• Warehouse Finished Goods Management KPIs Performance Metrics with Analytics?

1. Inventory Management on EOQ (re - ordering production request) vs Actual Metrics, CoGS (sold, rejected, spoilage, damaged) and Ending Balance percentage (EOQ?)
2. Inventory Management on FIFO (shelf life Parameters) - expired rate, water crystals for frozen, spoilage rate
3. Drop's Picking rate?and Cost (average from # of Picks from Total Hours)
4. Carton boxes Piling strength?rate
5. Pallet Positions Warehouse Space Capacity from actual used rate, cost per Pallet space.
6. Loading and Dispatching Processes per Dock Rate, and Operations Costs of each Route Trips from Warehouse?FG picked area?
7. Unloading from Route Trips, sorting, and related Tallying - Accountability?
8. Operations Schedules Analysis ... Drops Picking, FIFO Rotation and Replenishment, Loading?and Dispatching, ....
9. Partial Transfer KPIs
10. Others related?

• Production KPIs Performance Metrics with Analytics?

1. Yields / Usages of Time and Motion, & Raw Materials and Supplies - Mileage COSTING Analytics (pre production operations, actual production Batches / Lot, post production operations) per section, assembly line, others
2. Partial Transfers KPIs?
3. Preventive Maintenance of Machines and Equipment?
4. Others?

• Warehouse Raw Materials and Supplies KPIs Performance Metrics with Analytics?

1. Inventory Management on EOQ (re - ordering Purchases request) vs Actual Metrics, out flows (transfers to production,?spoilage, rejects, damaged), and Ending Balance percentage (EOQ)
2. Inventory Management on FIFO (shelf life Parameters) - expired rate, rejects, damaged, spoilage rate, water crystals for frozen, ...
3. Receiving Processes KPIs?rate and cost
4. Production Orders Picking rate and cost
5. Carton boxes Piling strength of Suppliers Goods?
6. Pallet Positions Warehouse Space Capacity from actual used rate?and costs or sales of pallet space
7. Issues materials to production?rates and cost
8. Operating hours analysis such as FIFO Rotation?and Replenishment, receiving from suppliers, production requirements picking, issuance,?...
9. Others related?

• QA KPIs Performance Metrics with Analytics?

1. Quality Inspection Programs - Products Preservation Standard KPIs?
2. Product Recall System KPIs and Analysis?

• R&D KPIs Performance Metrics with Analytics?

1. Products Developments analysis?
2. New Products to Launch, Cost,...?

Gross Profit from Net of Revenues?

KEY END RESULT AREA # 5 - MAXIMIZING GROSS PROFITS at DISTRIBUTION CENTERS / BUSINESS UNITS with LOGISTICS from Cost Effective, Efficient and more Productivity (Mirriam Webster -having the quality or power of producing especially in abundance)

• Sales and Collections KPIs Performance Metrics with Analytics?

1. Gross Sales Orders?
2. Actual Sales Orders Fulfillment?
3. Collections Requirements delivery compliance?

• Logistics Management KPIs - Performance Metrics Cost with Analysis?

1. Profit Rate per Route Trip Delivery from Loading and Dispatching Process to back to origin Warehouse upon turn over of Accountability?
2. Profit per Drop Delivery?
3. Cluster Cost Analysis per Route Trip?
4. Loading and Dispatching Schedules Compliance rate?
5. ETAs per Drops and back to origin Warehouse Compliance rate
6. Accidents on the road
7. Outright Rejections Rate due to driving condition
8. Preventive Maintenance rate?
9. Others

• Warehouse Finished Goods Management KPIs Performance Metrics with Analytics?

1. Inventory Management on EOQ (re - ordering production request) vs Actual Metrics, CoGS (sold, rejected, spoilage, damaged) and Ending Balance percentage (EOQ?)
2. Inventory Management on FIFO (shelf life Parameters) - expired rate, water crystals for frozen, spoilage rate
3. Drop's Picking rate?
4. Carton boxes Piling strength?
5. Pallet Positions Warehouse Space Capacity from actual used rate?
6. Loading and Dispatching Processes per Dock Rate of each Route Trips from Warehouse?FG picked area?
7. Unloading from Route Trips, sorting, and related Tallying - Accountability?
8. Operations Schedules... Drops Picking, FIFO Rotation and Replenishment, Loading?and Dispatching, ....
9. Partial Transfer kpis?
10. Others related?

Gross Profit from Net of Revenues?

KEY END RESULT AREA # 6

COMPETITIVE SUPPLIERS SCORECARD ANALYTICS

Minimizing Costs with Quality of Items PURCHASED, Short Lead Time, and After Purchase Services, while Longer Credit Terms and Maximizing Limits from the Suppliers?

• Suppliers delivery as per lead time schedules, and within Receiving hours?
• Comparative Analysis on?...

1. Prices
2. Credit Terms and Limits?
3. Quality of items?
4. Lead time?
5. Quality after purchase services
6. Warranties
7. Others?

• Other KPIs with Analytics?

Get best prices on quality goods that prevent returns & or down time when used activities, and eating up stocking spaces while waiting for pick up if Returnable, otherwise if used, can cause problems.

KEY END RESULT AREA # 7

MAXIMIZING PROFITS

Maximize Bottom Line Profits Margin XX% and above base on Financial Statement Budget Proportions Management, and each Operations Cost Analysis ...

Comparative and Gap Analysis and Strategies -?Amount, %

Corporate, Centralized Factory Plants, Distribution Centers and other Business Units?

• Gross Revenues
• Discounts (limit % of Gross Revenues?)
• Returns from Customers (limit % of Gross Revenues?)
• Net of Revenues?(% from Gross Revenues)

• CoGS, & Ending based on EOQ (quantity, %, amount, %)?

1. Beginning (EOQ KPIs comparison?)
2. Purchases (compared to moq / eoq?)?
3. Total Periodical Stocking?
4. Ending Balance (compared to EOQ?)
5. Cost of Goods Sold?(breakdown below)
6. Actual Sold
7. Spoillage (WHYs and How to prevent or minimize)
8. Rejects or Class B (same root Cause Analysis)
9. Damaged (same as above)

• Gross Profit after CoGS, with over net of Sales?

• Operating Expenses (Actual, % proportion to Net of Revenues, Budget Analysis, % proportion, ...)?

1. Compensation packages - Breakdowns Per Division, Departments, Others. Regular Time Pays, Overtime, and so on. * - Relate to Operations Cost Analysis - CSF#5; ** - % proportion of net of Revenues
2. Rental * **
3. Electricity * **
4. Water * **
5. Telecommunication * **
6. Internet
7. Transportation * **
8. Gasoline * **
9. Representation
10. Amortization?
11. Interests?
12. Miscellaneous?
13. Taxes?

• Total Operating Costs and % proportion over net of revenues
• Profit Margins Amount and OVER NET of REVENUES % proportion

• Retained Earnings of XX% for Working Capital with Allowance. Excess for ...??
• CAPEX for ROI?

OPERATIONS' COSTS ANALYSIS through Operations Optimization Management, Profits from each Customers, and Each Delivery Trip and Many more

OPERATIONS' COST EFFECTIVENESS from Operations Optimization Management KPIs - refer CSF#4&5

• At CENTRALIZED FACTORY PLANTS with Logistics
• At DISTRIBUTION CENTERS, and SBUs
• Each Divisions, Departments and Sections

1. Cost Analysis per Lot, Batch: Regular Time and OverTime Pay, ...
2. Others

BALANCE SHEET ANALYTICS?for KPI-SMART Planning and Developments to put the Company to a Better Company's Worth, and Financial Position.

1. Assets
2. Liabilities
3. Equity

KEY END RESULT AREA # 8

CASH FLOW POSITIVE / Bank Reconciled

• 90%+ Collections On Time
• Avail Long Credit Terms and High Credit Limits from the Suppliers while getting quality items and after purchase services. Short Purchase Ordering Lead Time.
• Economics of Scale for Using most of the Raw Materials and Supplies Inventories for Production of Finished Goods rather than building SKUs for Volume Discounts, Competitive Credit Terms and Limits from the Suppliers. Also, to easily manage the inventory, and shift turn over Accountability ...
• Only grants Credit Terms and Limits to Valued Customers based on Budgeted Proportion from Positive Cash Flow Ending Margin Rate more than XX%?
• Though ensures passed the conservative CI among the Qualified Customers?
• Bank Reconciliation Analysis to tally?
• Actual against Budget Proportions particularly on OPEX Category in Cash Flow Analysis?

Important consideration before granting Credit Terms and Limits to Accredited Customers is to check and study the Cash Flow Schedules Positive Position.?

KEY END RESULT AREA # 9

COST EFFICIENT AND EFFECTIVE SUPPORT GROUP

• Information TECHNOLOGY KPIs with Analytics?that will

1. Internet - XX%?
2. Wifi - XX%?
3. Data - XX%?
4. Hardware - 90% plus reliable,?
5. Software - 90% and advice Almost Real Time and Accurate Information with Analytics?
6. Other KPIs with Analytics?

Administration KPIs?

1. Compliance of Operating Policies at Rate 90% plus and Analytics?
2. Other KPIs with Analytics?

• HRD KPIs with Analytics?

1. 90% Succession Planning EQUIPPING Rate
2. 90% and above Right Fit Jobs?
3. Other KPIs with Analytics

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