Implementing value Stream Mapping
This work required consistent and strong leadership. If you look at acquired businesses-- Burt’s Bees,
Glad Trash Bags, Probiotic Digestive Health, water filtration — these were very different businesses
requiring different supply chain designs. The degree of change was profound requiring
personalization of the network to deliver results for the consumer. James Foster, now retired, was the
driving force behind the project.
The goal was to design from the customer back. A lot of the new business/acquisitions were shipped
direct to customer versus moving through the Regional Distribution Network (RDC). In this time
period, the bleach business did not change. It was a low cost and highly efficient business. James
knew that we needed a fit-for-purpose supply chain that matched the needs of the customer.
James sold the concept to CEO and other senior leaders of the Company. His goal was to match
supply chain capabilities with the needs of the market. General Managers needed product supply to
be quicker and more responsive, and James wanted to deliver.
Figure 8. Segmentation Map
If the
Company
operated an
efficient, a
low-cost
supply chain
like the early
days as a
bleach
supply
chain, they
were not
going to be
able to
support the
business requirements.
He started by helping the General Managers understand the trade- offs. His pitch was, “If you focus on
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