波士顿汇源发展战略运营组织结构改善计划265m其他全部报告dlong

XXXXX-XX/Footer-7

-SELECTION

OF

KEY

HYPOTHESIS

FOR

EXPLORATION

:PROCUREMENTHypothesisWhat

we

knowSaving

ChancePackageSetup

costs

for

package

could

be

reducedPackage•LowShipment

package

costs

could

be

reducedtoo

many

paper

compared

to

the

best

practicesin

other

marketsMid

–

HighBetter

price

could

be

achieved

through

largervolumeInventory

/

Process•Inventory

/

ProcessLow

–

MidCosts

could

be

saved

by

better

ordering

processLack

of

information

system

and

centrally

co-

ordination

across

plantsMid

–

HighCould

get

a

better

price

in

raw

materialsImport

costs

could

be

savedThey

have

been

actively

managing

the

buyingprocess.

Bidding

is

used

to

find

the

best

pricesThey

have

been

actively

looking

for

the

best

price

producers

at

the

quality

they

targetLowLowTransportation

cost

could

be

reducedsome

factories

are

not

located

close

enough

to

the

sources

of

fruit.

The

outsourced

supplierMid

–

HighToo

high

inventory

costsWastage

too

high

Sources

&

Qualitymay

be

locking

in

high

price

for

transportationSome

of

the

key

items

have

high

inventory

levelprocesses

high

automatedSources

&

QualityMid

LowHigh

costs

will

be

incurred

if

the

companygrows

without

a

secure,

reliable

and

stable

sources

of

raw

fruitsHuiyuan

starts

to

be

prominent

in

some

fruitsfarm

bases

and

could

leverage

on

its

bargaining

powerMid

-HighXXXXX-XX/Footer-

6

-GENERATION

OF

KEY

HYPOTHESIS

FROM

KEY

COSTLEVERS

:

PROCUREMENTOther

direct

costsRaw

materialPackageDirect

LaborProduct

PackageOthersFruitOther

AdditivesOrder

costsRaw

FruitTransportationdistancecosts

/

KMSugaraveragesalariesno

of

workersTransportatio

n+Package

330

mlPackage

2LQuantity

orderedunit

priceSetup

costs.

.

.

.+Volume

discountOrange

concentrateApple.

.

.

.+Import

costsproduction

linesworkers

perlineinventorycostsUtilitiesinventory

turnwarehouse

costPerishmentWaterElectricityGasShipmentPackageDepreciationX++X++fPackageInventory

/

Process

Sources

&QualityCan

I

save

some

setup

costs

?

(Low)Can

I

bargain

for

a

lower

price

?

(Mid)Can

I

bargain

for

a

high

volume

discount

?

(Low

-

Mid)Can

total

costs

saved

by

optimizing

ordering

process

(mid

–

high)Can

save

import

costs

?

(Low)

They

have

been

actively

looking

for

the

best

price

producers

at

the

quality

they

target.Can

save

purchased

costs

?

(Low)

They

have

been

actively

managing

the

buying

process.

Bidding

is

used

to

find

the

best

pricesCan

save

some

transportation

cost

?

(Mid

–

high)

some

factories

are

not

located

close

enoughto

the

sources

of

fruit.

The

outsourced

supplier

may

be

locking

in

high

price

for

transportationCan

I

have

a

consistent

high

qualitysourcesof

fruit

at

stable

price?(low

–

mid)Can

I

save

costs

on

shipment

package?

(mid

-high)Can

I

improve

inventory

costs

?

(mid)

Some

of

the

key

items

have

too

much

inventory

and

costsDo

I

incur

lotsof

costs

in

wastage

?

(Low)TransportationXXXXX-XX/Footer-4

-KEY

COST

LEVERS

OF

HUIYUANOPERATIONS(I)Direct

CostsProduct

Z

direct

costsProduct

A

direct

costsOther

direct

costsRaw

materialProduct

B

direct

costsPackage…..Direct

LaborProduct

PackageOthersFruitOther

AdditivesOrder

costsRaw

FruitTransportationdistancecosts

/KMSugaraveragesalariesTransportation+Package

330

mlPackage

2LQuantity

orderedunit

priceSetup

costs.

..

.+Volume

discountOrange

concentrateApple.

..

.+Import

costsproductionlinesworkers

perlineOverhead

CostsinventorycostsUtilitiesinventory

turnwarehouse

costPerishmentWaterElectGarsicityShipmentPackageMaintenanceSuppliesOverheadDepreciationCosts

of

GoodsoldNo

ofsupervisorSupervisor

/worker

ratioaveragesalariesXX+++Xno

of

workers

X++X++f++PackageInventory

/

Process

Sources

&

Quality

ProductCapacity

Utilization

Capital

Planning

LogisticsKPITransportation+XXXXX-XX/Footer-

3

-Deep

dive

study•

Key

issues

and

rootcauses•

KPIs

for

keyleversDeep

dive

studyKey

issues

and

root

causesKPIs

for

key

leversOVERALL

FRAMEWORK

OFOPERATIONALEFFECTIVENESS

MODULEGenerate

options•

Costsavings•

Productivity

improvement•

Capability

buildingGenerate

optionsCost

savingsProductivity

improvementCapability

buildingHigh

levelrecommendations•

Costsaving•

Productivity

improvement•

Capabilitybuilding•

Financial

implicationsImplementation

plan•

Key

milestones

and

actionsHigh

level

recommendationsCost

savingProductivity

improvementCapability

buildingFinancial

implicationsImplementation

planKey

milestones

and

actionsEvaluating

options

againstcriteria•

Growth

strategy

requirements•

Potential

benefits•

Resource/time

requirement•

Potential

risksEvaluating

options

against

criteriaGrowth

strategyrequirementsPotential

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requirementPotential

risksInitial

operational

audit•

Develop

hypothesis

and

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areas

and

levers

for

deep

dive

studyInitial

operational

auditDevelop

hypothesis

and

prioritize

areas

and

levers

for

deep

dive

studyInternal

and

externalbenchmarking•

Internal

best

practices/

KPIs•

External

best

practice/KPIsInternal

and

external

benchmarkingInternal

best

practices/

KPIsExternal

bestpractice/

KPIs+++We

are

here

todayXXXXX-XX/Footer-0

-KEY

OUTPUTS

OF

OPERATION

EFFECTIVENESSProcurementCurrent

procurement

structure/methodology

(internal/external)by

type

of

raw

materialby

geography/plant,

etc.Key

processes/issuesnegotiation,

order,

receive,

etc.performance

(price,

quality,

on-time

rate,

etc.),

v.s.

benchmarksKPIsPriority

opportunities/issues

(quantity

wherever

possible)ManufactureCurrent

manufacturing

structureby

product/geographyKey

processes/issues-

planning

for

capital/manufacture,

inventory/quality

control,

etc.performance

(capacity-utilization,

output/employee,

yield

rate,

cost

position,

etc.),

v.s.

benchmarksKPIsPriority

opportunities/issues

(quantity

wherever

possible)设定主要成果选择深入分析的关键假设对主要手段的实施作出关键假设选择分析方法与框架辨识提高效率的主要手段运作效率模块中辨识关键假设的方法KEY

OUTPUTS

OF

OPERATION

EFFECTIVENESSProcurementCurrent

procurement

structure/methodology

(internal/external)by

type

of

raw

materialby

geography/plant,

etc.Key

processes/issuesnegotiation,

order,

receive,

etc.performance

(price,

quality,

on-time

rate,

etc.),

v.s.

benchmarksKPIsPriority

opportunities/issues

(quantity

wherever

possible)ManufactureCurrent

manufacturing

structureby

product/geographyKey

processes/issuesplanning

for

capital/manufacture,

inventory/quality

control,etc.performance

(capacity-utilization,

output/employee,

yield

rate,

costposition,

etc.),

v.s.

benchmarksKPIsPriority

opportunities/issues

(quantity

wherever

possible)Deep

dive

studyKey

issues

and

root

causesKPIs

for

key

leversOVERALL

FRAMEWORK

OF

OPERATIONALEFFECTIVENESS

MODULEGenerate

optionsCost

savingsProductivity

improvementCapability

buildingHigh

level

mendationsCost

savingProductivity

improvementCapability

buildingFinancial

implicationsImplementation

planKey

milestones

and

actionsEvaluating

options

againstcriteriaGrowth

strategyrequirementsPotential

benefitsResource/time

requirementPotential

risksInitial

operational

auditDevelop

hypothesis

and prioritize

areas

and levers

for

deep

dive studyInternal

and

externalbenchmarkingInternal

best

practices/ KPIsExternal

best

practice/ KPIs+++We

are

here

today汇源营运降低成本的主要手段（一）DirectCostsProduct

Zdirect

costs产品A的直接成本Other

directcostsRaw

material产品B的直接成本Package…..Direct

LaborProductPackageOthersFruitOtherAdditivesOrder

costsRaw

FruitTransportationdistancecosts

/

KMSugaraveragesalariesno

of

workersTransportation+Package

330

mlPackage

2LQuantityorderedunit

priceSetup

costs.

.

.

.+VolumediscountOrangeconcentrateApple.

.

.

.+Import

costsproductionlinesworkers

perlineOverheadCostsinventorycostsUtilitiesinventory

turnwarehouse

costPerishmentWaterElectricityGasShipmentPackageMaintenanceSuppliesOverheadDepreciationCosts

ofGood

soldNo

ofsupervisorSupervisor

/worker

ratioaveragesalariesXX+++XX++X++f++包装存货/流程采购与质量产品设备使用率

设备投资计划物流关键绩效指标Transportation+毛利率生产成本销售CapitalInvestment榨汁线投资浓缩汁线投资no

of

line投资回报率capacitycapacity

perline-/Bottling

lineinvestment运输费用预期的需求选址fPaper

packinvestmentGlassinvestmentPlastic

baginvestmentPET

investmentcost

per

lineno

of

line生产能力capacity

perline运输费用预期的需求选址cost

per

line生产线数量产能每条线使用率/运输费用预期的需求选址每条线成本X水果供应生产线数量产能每条线使用率/运输费用预期的出口需求选址每条线成本X水果供应f汇源降低营运成本的关键假设(二)f产量产量使用率折旧设备投资计划生产线条数生产能力每条线的生产能力/包装线投资纸包装生产线投资玻璃瓶生产线投资塑料包生产线投资PET投资每条线的成本X生产线条数每条线的生产能力/f每条线的成本X++包装存货/流程采购与质量产品设备使用率

设备投资计划物流关键绩效指标GENERATION

OF

KEY

HYPOTHESIS

FROM

KEY

COSTLEVERS

:

PROCUREMENTOther

directcostsRaw

materialPackageDirect

LaborProductPackageOthersFruitOtherAdditivesOrder

costsRaw

FruitTransportationdistancecosts

/

KMSugaraveragesalariesno

of

workersTransportation+Package

330

mlPackage

2LQuantityorderedunit

priceSetup

costs.

.

.

.+VolumediscountOrangeconcentrateApple.

.

.

.+Import

costsproductionlinesworkers

perlineinventorycostsUtilitiesinventory

turnwarehouse

costPerishmentWaterElectricityGasShipmentPackageDepreciationX++X++fPackageInventory/ProcessSources

&

QualityCan

I

save

some

setupcosts

?

(Low)Can

I

bargainfor

a

lower

price

?

(Mid)Can

I

bargainfor

a

high

volume

discount?

(Low

-

Mid)Can

total

costs

saved

by

optimizing

ordering

process

(mid

–

high)Can

save

import

costs

?

(Low)

They

have

beenactivelylooking

for

the

best

price

producers

at

the

quality

theytarget.Can

save

purchased

costs

?

(Low)

They

have

been

actively

managingthe

buying

process.

Bidding

is

used

to

find

the

best

pricesCan

save

some

transportation

cost

?

(Mid

–

high)

some

factories

are

notlocated

close

enough

to

the

sources

of

fruit.

The

outsourced

supplier

may

be

locking

in

high

price

for

transportationCan

I

have

a

consistent

high

qualitysources

of

fruit

at

stable

price?(low

–

mid)Can

I

save

costs

onshipment

package?(mid

-

high)Can

I

improve

inventory

costs

?

(mid)

Some

of

thekey

items

have

too

much

inventory

and

costsDo

I

incur

lots

of

costs

in

wastage?

(Low)TransportationSELECTION

OF

KEY

HYPOTHESIS

FOR

EXPLORATION

:PROCUREMENTHypothesisWhat

weknowSavingChancePackageSetup

costs

for

package

could

be

reducedPackage•LowShipment

package

costs

could

be

reducedtoo

many

paper

compared

to

the

best

practicesin

other

marketsMid

–

HighBetter

price

could

be

achieved

through

largervolumeInventory/Process•Inventory/ProcessLow

–

MidCosts

could

be

saved

by

better

orderingprocessLack

of

information

system

and

centrally

co-ordination

across

plantsMid

–

HighCould

get

a

better

price

in

raw

materialsImport

costs

could

be

savedThey

have

been

actively

managing

the

buyingprocess.

Bidding

is

used

to

find

the

best

pricesThey

have

been

actively

looking

for

the

bestprice

producers

at

the

quality

they

targetLowLowTransportation

cost

could

be

reducedsome

factories

are

not

located

close

enough

tothe

sources

of

fruit.

The

outsourced

supplierMid

–

HighToo

high

inventory

costsWastage

too

highSources

&

Qualitymay

be

locking

in

high

price

for

transportationSome

of

the

key

items

have

high

inventorylevelprocesses

high

automatedSources

&

QualityMidLowHigh

costs

will

be

incurred

if

the

companygrows

without

a

secure,

reliable

and

stablesources

of

raw

fruitsHuiyuan

starts

to

be

prominent

in

some

fruitsfarm

bases

and

could

leverage

on

its

bargainingpowerMid

-

HighGENERATION

OF

KEY

HYPOTHESIS

FROM

KEY

COSTLEVERS

:

MANAUFACTURING

(I)DirectCostsProduct

Zdirect

costsProduct

Adirect

costsOther

directcostsProduct

Bdirect

costs…..Direct

Laboraveragesalariesno

of

workersproductionlinesworkers

perlineOverheadCostsinventorycostsUtilitiesinventory

turnwarehouse

costPerishmentWaterElectricityGasShipmentPackageMaintenanceSuppliesOverheadDepreciationCosts

ofGood

soldNo

ofsupervisorSupervisor

/worker

ratioaveragesalariesXX+++X+X+++ProductCapacity

UtilizationCapital

PlanningLogisticsKPIDo

I

have

tooless

/

too

much

SKU

?

(mid

–

high)Can

I

save

some

costs

of

complexity

or

gain

some

scale

?

(mid-high)Can

I

increase

the

productivity

of

staff

?

(high)Am

I

getting

the

most

out

of

the

assets?Can

I

increase

the

output?(mid

–

high)Can

I

save

someutilities

costs

?(low)UtilizationProductCapacity

UtilizationCapital

PlanningLogisticsKPICapitalInvestmentno

of

linecapacitycapacity

perline/Bottling

lineinvestmentTransportationcostsLocationfPaper

packinvestmentGlassinvestmentPlastic

baginvestmentPETinvestmentcost

per

lineXno

of

linecapacitycapacity

perline/TransportationcostsExpecteddemandLocationfcost

per

lineX++ProductProducedCan

I

save

some

transportation

costs?

(mid

–

high)Am

I

optimally

located

?

(mid

–

high)Do

I

have

the

right

equipmentto

producethe

right

product?

(low)Do

I

have

the

right

forecastofdemandto

put

optimalequipment

to

produce?

(low

-mid)Have

I

fully

utilized

the

capacity?

(mid

–

high)Do

I

have

a

formal

process

to

evaluate

capital

investment?

(mid-high)GENERATION

OF

KEY

HYPOTHESIS

FROM

KEY

COSTLEVERS

:

MANAUFACTURING

(II)Am

I

payingtoo

much

for

the

line

?

(low)UtilizationDepreciationUtilizationDepreciationSELECTION

OF

KEY

HYPOTHESIS

FOR

EXPLORATION

:MANUFACTURINGHypothesisWhat

weknowSavingChanceProductProductSKU

may

be

simplified

to

cut

costs

ofcomplexity

and

gain

scale

coststoo

many

SKU

has

impacted

the

cost

positionMid

-

HighCapacity

UtilizationCapacity

UtilizationImprovement

in

assets

utilizationwill

reducecostsopportunity

in

improving

utilization,

especiallyfor

factories

outside

BeijingMid

–

HighCapital

PlanningCapital

PlanningProper

and

formal

forecast

and

planningprocess

could

enhance

the

chance

of

successfor

capital

planninglack

of

formal

process

on

capital

planning,lowutilization

in

some

factories

may

suggestimprovement

opportunitiesMid

–

HighProduction

lines

are

overpaidLogisticsit

seems

that

they

are

very

serious

in

searchingfor

suppliersLogisticsLowThere

is

cost

saving

opportunityontransportation

of

goodsPutting

the

squeezing

close

to

the

sources

offruits

could

save

transportationMid

–

HighMid

-

HighKPIKPILowHigher

productivity

could

be

achieved

byspecifying

KPI

and

link

to

compensationMid

-

HighKEY

OPPORTUNITES

FOR

EXPLORATIONPackagingInventorySourcesProductKeyHypothesesCapacityUtilizationCapitalPlanningLogisticsKPIPerformanceImprovementManagementSystemPlanning

for

Growth-inter-departmental

mgmt

teamfor

packaging

design-central

planning

across

plantsspecification

redesign-improvement

in

new

packagedevelopmentSKU

reductionmaintain

sufficient

inventorylevel

to

reducedowntime-cut

wastage

cost-rationalize

growth

strategy

withgeneral

packaging

trend-joint

process

improvement

withkey

vendors-expand

inventory

capacity

tomeet

production

growth-regional

inventory

center

tominimize

transportation

cost-manage

supplier

capability

inline

with

own

growth

strategy-endeavor

global

sourcing

toraise

sourcing

quality-develop

marketing

capabilitiesto

capture

growth

points-long-term

investment

in

R&D-trade

off

utilization

increasewith

capacity

expansion-reduce

transportation

costs

ofgoods-in-balance

in-source

andoutsource

efforts-rationalize

product

portfolio

toreduce

complexity-improve

product

developmentprocessload

balancing

and

networkoptimization

of

plants’

utilizationeven

out

seasonality

throughcapacity

lend

out

or

borrow

in-optimize

investment

decision

inall

dimensions

(line,

cost,location,

etc)-central

mgmt

system

acrossplants

to

maximize

utilization-strengthen

procurement

&inventory

mgt

systemsinfo

system

to

integrate

andfast

hit

sourcing

demands-ongoing

evaluation

of

in-sourceand

outsource

options

in

place-strengthened

financial

evaluationof

product

performanceinstall

in-depth

reporting

systemto

track

production-establish

related

KPIs

toincrease

utilization-fortification

planning

andmaneuvering

role